Balboa Park Conservancy

1. Build relationships both within and outside the park.
2. Add value to our community by creating a welcoming and accessible park space for EVERYONE.
3. Complete park rehabilitation, restoration, and enhancement projects with our partners and the city.
4. Deliver first-rate placemaking programs featuring a rich diversity of content, vendors, and performers.
5. Achieve organizational excellence in everything we do.

• Foster next-level reciprocal relationships with the City of San Diego and our collaborators, focusing on deep, meaningful conversations about our shared concerns and potential solutions.
• Cultivate relationships with funders who care as much about Balboa Park as we do.
• Focus on transparency to ensure that our community feels a part of all that we do.
• Further develop and manage our Balboa Park Conservancy brand.
• Take responsibility for securing funding for park maintenance projects by investing in our internal capacity for fundraising, grant writing, City/Conservancy collaborations, and revenue opportunities.
• Deliver value by connecting our collaborators to key audiences through targeted, multi-channel communications.
• Provide value through advocacy on behalf of Balboa Park.
• Showcase Balboa Park and the work of the Conservancy to a variety of key audiences.
• Oversee the renovation of the Botanical Building by providing support, collaborating with stakeholders, engaging the general public, and working with the City of San Diego.
• Create a decision-making framework for assessing current and potential projects in relation to our vision and our resources.
• Complete projects currently underway that align with our vision and resources—on time and on budget.
• Develop an exit strategy for projects or programs that do not align with our vision or resources, prioritizing the preservation of relationships with collaborators.
• Assess and reconcile the needs for internal capacity building against projects and programs, creating a plan to align staffing needs with the operating budget and other resources and making the most of current funding by reallocating resources across the organization.
• Assess and reconcile the ability of our Board to meet the needs of our vision and incorporate this into Board-member succession planning.
• Assess and reconcile the ability of our volunteers to meet the needs of our vision and incorporate this into a volunteer-development plan.

Our board and staff were part of the strategic planning process, so they are invested in the outcome. Additionally, together the trustees and staff have the skills and resources required to achieve the key objectives.

• We are in the process of launching a multi-million-dollar public works project and a capital campaign to restore the Botanical Building & Gardens, in partnership with the City of San Diego.
• We have completed an organizational excellence exercise with our Board of Trustees, the implementation plan is set.
• We just wrapped up a partnership with the Central Park Conservancy to establish a set of critical recommendations for advancing and formalizing our organization's relationship with the City of San Diego.
• We are embarking on a merger with another park nonprofit that shares a similar vision and approach, to better serve our park and maximize our fundraising initiatives.