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MISSION, VISION, STRATEGIC PLAN 2010-2015

 

Mission and Core Values

The North American Association for Environmental Education advances environmental education and supports environmental educators in Canada, the United States, and Mexico.
 

We value:

  • Inclusivity
  • Trust 
  • Collaboration
  • Innovation
  • Stewardship
  • Excellence
     

Critical Factors for Success

  • Stabilize, diversify, and grow financial resources.
  • Build infrastructure and capacity to sustain success.
  • Develop a clear strategic focus, vision, and plan.
  • Increase cultural diversity and inclusivity.
  • Better serve tri-national mission and membership.

 

 

Vision Statement

By 2015, the North American Association for Environmental Education (NAAEE) will be the premier organization in Canada, the United States, and Mexico providing environmental educators, and the organizations that train, employ, and support those educators with professional development, guidelines for excellence, networking, and advocacy, all within a culture of inclusivity.
 

Top Six Improvements Coming from NAAEE’s Strategic Business Plan

  1. NAAEE blossoms into a highly-regarded force promoting environmental education across Canada, Mexico and the United States. We become the premier organization of those who facilitate environmental literacy.
  2. Organizational operations get streamlined, so affinities and timely needs in our professional work can come to the fore. Affinities are to be used to create interest groups that will be fluid and functional. Task forces tackle opportune issues and then dissolve.
  3. NAAEE is strong and diverse, with a large grassroots base that can elect our Board. We are committed to treating every group equally to assure representation from across the membership.
  4. Inclusivity enhances NAAEE’s environmental educational impact and reputation. Inclusivity means everyone’s included and equitable opportunity for all groups.
  5. Reputation attracts resources. Expect to see more support from a larger cross-section of individuals, agencies and organizations.
  6. NAAEE will harness the power of social networking to elevate interactions among professional environmental educators.


 
Strategic Initiatives Summary


NAAEE Strategic Initiatives (with Critical Factors and Enterprise Strategies)

1.  Provide the highest quality, research-based programs, products, and services for diverse individuals and organizations engaged in environmental education.

Critical Factors

  • Develop a clear strategic focus, vision, and plan
  • Increase cultural diversity and inclusivity
  • Better serve tri-national mission and members
     

Enterprise Strategies

  • Assess current programs, products, and services to determine alignment with NAAEE’s vision.
  • Focus on programs, products, and services that resonate with members and key stakeholders.
    Build reputation and trust as a source of research-based environmental education findings and programmatic best practices.
  • Provide the highest quality professional development experiences for NAAEE members and other EE professionals and stakeholders in the field.
     


2.  Strengthen organizational capacity to operate a thriving enterprise as a model for fiscal and environmental sustainability.

Critical Factors

  • Stabilize, diversity and grow financial resources
  • Build infrastructure and capacity to sustain success
  • Develop a clear strategic focus, vision and plan
     

Enterprise Strategies

  • Streamline management and operations to sharpen focus and free up internal resources to invest in new vision and strategic initiatives.
  • Create more effective governance model for the organization. (See additional recommendations in Governance section.)
  • Effectively use available technology and communication methods to maximize efficiency and collaboration among Board and staff.
  • Design a more diversified business model that can optimize both contributions and earned income.

     

3.  Increase NAAEE’s presence and partnerships with organizations that train, employ, and support environmental educators in Canada, the United States, and Mexico.

Critical Factors

  • Stabilize, diversity and grow financial resources
  • Build infrastructure and capacity to sustain success
  • Develop a clear strategic focus, vision and plan
  • Increase cultural diversity and inclusivity
  • Better serve tri-national mission and members
     

Enterprise Strategies

  • Strategically align with current and potential key partners and stakeholders in   Canada, the United States, and Mexico to advance NAAEE’s future vision.
  • Strengthen NAAEE’s relationship with national, tribal, territorial, regional, state, and local EE organizations.
  • Establish NAAEE as a leader and convener among organizations, associations, and agencies engaged in environmental education
  • Increase NAAEE’s continental engagement and relevance
     

4.  Increase the diversity of NAAEE’s membership and leadership within a culture of inclusivity.

Critical Factors

  • Stabilize, diversity and grow financial resources
  • Build infrastructure and capacity to sustain success
  • Increase cultural diversity and inclusivity
  • Better serve tri-national mission and members
     

Enterprise Strategies

  • Establish NAAEE as an effective and valued membership-oriented association.
  • Continue to increase diversity within NAAEE’s Board, management, and staff.
  • Engage interest and increase relevance for individual and organizational members within all of Canada, the United States, and Mexico.
  • Strengthen the culture of inclusivity within NAAEE and all of its programs, products, and services.
     

     

5  Serve as a highly trusted, inclusive, and visible advocate for environmental education in Canada, the United States, and Mexico.

Critical Factors

  • Stabilize, diversity and grow financial resources
  • Build infrastructure and capacity to sustain success
  • Develop a clear strategic focus, vision and plan
  • Increase cultural diversity and inclusivity
  • Better serve tri-national mission and members
     

Enterprise Strategies

  • Assess resources available and required for advocacy efforts.
  • Frequently review and revise advocacy priorities for NAAEE and its members in Canada, the United States, and Mexico.
  • Develop environmental education advocacy orientation/training to be held regularly in Canada, the United States, and Mexico.
  • Assemble and maintain a database of Canadian, U.S., and Mexican journalists, policymakers, funders and other environmental education stakeholders.
  • Build a reputation as a trusted, inclusive, and visible advocate for environmental education.
     

Transition Task Force

To provide guidance to the Board during the initial implementation process, the president appointed a Transition Task Force to shepherd this process and Sub-Task Forces to focus on specific elements of the transition.
 

 

Members of the Transition Task Force

  • Diane Cantrell, Chair
  • Pepe Marcos-Iga
  • Pat Kelly
  • Eddie Gonzales
  • Brian Day
  • Ali Sweeney
  • Donny Roush
  • Joe Heimlich
  • Gus Medina
  • Sabiha Daudi
  • Nicole Ardoin
     

Transition Sub Task Forces

  • Communications Task Force
         Donny Roush, Chair
  • Diversity and Inclusivity Task Force
         Gus Medina, Chair
  • Governance Task Force
         Jose “Pepe” Marcos-Iga, Chair
  • Nominations and Elections Task Force
         Dave Chase, Chair
  • Interest Groups Task Force
         Joe Heimlich, Chair