Expand, Diversify and Lead GRA 2021-2023 Strategic Plan
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Contents
Contents Letter From The President About GRA Why do we need to plan?
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Strategic Plan Purpose
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Strategic Plan Process
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Strategic Plan Priorities
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Actions To Achieve Priorities
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Descriptions of Actions & 2021 Work Plan Items
Expand, Diversify and Lead
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Implementation & Sustaining The Future
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GRA Board Of Directors
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Letter From The President On behalf of the Groundwater Resources Association (GRA) Board of Directors, we are pleased to present our three-year Strategic Plan, ‘Expand, Diversify and Lead’ and 2021 work plan. The Board of Directors are comprised of a dedicated group of groundwater leaders and we believe in providing high-quality education, technical leadership and service for our members and others. The strategic plan reflects Director and GRA Leadership interviews, feedback and priorities identified through a series of virtual planning sessions held in late 2020 and includes reflections from our previous multiyear plan and progress. GRA successfully navigated the uncertainties of 2020 and is ready to refocus our organization on strategies and actions to ensure long-term success and build organization resilience. The launch of the 2021 – 2023 Strategic Plan and 2021 Work Plan builds on prior planning and organizational improvements while keeping our shared vision, Sustainable Groundwater for All and a common mission dedicated to resource management that protects and improves groundwater supply and quality through education and technical leadership to move us forward together.
To achieve the full potential of this plan GRA leadership, committees, branches and membership must use the plan to help guide our work. The plan is a roadmap to improved resilience and success and is intended to be a dynamic and integrated effort. The development of this plan reinforced our belief in both the strength each member brings to GRA and the importance of partnership and collaboration with our affiliates. Our potential is limitless when we work together! Sincerely,
Abigail Madrone
GRA President
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GRA 2021-2023 Strategic Plan
Letter From The President
Expand, Diversify and Lead
Who We Are Mission:
The Groundwater Resources Association is dedicated to resource management that protects and improves groundwater supply and quality through education and technical leadership
Vision:
Sustainable Groundwater for All
What We Do GRA seeks to achieve the vision of sustainable groundwater for all through providing education, technical leadership, and advocacy in the field of groundwater. To achieve this vision, we: • Work through our regional branches, which hold meetings to share technical knowledge, learning and connection, to create a network of groundwater professionals at all stages in careers from students to retirees. • Lead a variety of technical conferences throughout the year to provide a platform for knowledge transfer and education within groundwater. • Host monthly GRA Cast webinars focused around a technical learning topic.
• Enable a robust groundwater job board to connect job seekers with those seeking to fill groundwater and water resource positions. • Provide technical review and input, as a resource partner to our affiliates, policy makers, and regulators, sharing expertise to support excellence in groundwater related policies and documents. • Advocate for policies, legislation and funding that supports our mission and vision of sustainable groundwater for all.
• Provide training and education through classes and workshops lead by leading professors and professionals in the industry.
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GRA 2021-2023 Strategic Plan
About GRA
How We Do It
How We Do It GRA is a volunteer organization. We are structured with a board elected through our membership and supported by regional branches and committees. Branches and Committees are led by dedicated member volunteers passionate about water resources and groundwater. Collaboration and Thought Leadership In addition to GRA Branches and Committees, GRA fosters collaboration and thought leadership through our Contemporary Groundwater Issues Council. The Council acts as “think tank” gathering executives and leaders from a range of disciplines and backgrounds to help GRA meet the needs of the state’s water stakeholders in providing opportunities to share experiences with and potential solutions to the state’s most pressing groundwater issues. The Council complements the roles of GRA’s Board of Directors and GRA’s Committees by providing external input from groundwater leaders on key ongoing or future groundwater-related issues, challenges, and opportunities. • Regional Branches: 8 Regions (Sacramento, Northern Sacramento Valley, San Francisco Bay Area, Central Coast, San Joaquin, Southern California, San Diego, Inland Empire) • Statewide Committees: • Diversity, Equity and Inclusion • Events, Education & Affiliates • Executive Expand, Diversify and Lead
• Awards Task Force • Nominations Task Force • Finance • Legislative Advocacy • Membership & Communications • Technica; 6
Affiliates “We can’t do it all on our own” Since its inception, GRA has enjoyed opportunities for collaborating with a wide range of agencies and organizations having goals and objectives aligned to those valued by GRA. We often partner with affiliates such as the Association of California Water Agencies, the Water Education Foundation, the California Groundwater Association, the National Groundwater Association, the U.S. Geological Survey, the University of California - Groundwater Hydrology Cooperative Extension Program and the California Department of Water Resources to name a few. We value our partners and leveraging through leadership and learning across resources.
GRA 2021-2023 Strategic Plan
Expand, Diversify and Lead
Why do we need to plan? We have grown and evolved in our 30 years, the pace of change accelerating dramatically in recent years with California’s Sustainable Groundwater Management Act (SGMA) legislation adoption in 2014. Additionally, new and innovative member models enabling more membership through corporations across the globe and virtual platform tools have enabled rapid growth outside of the state of California. To adapt to this accelerated change, we focused primarily on organizational improvements during our strategic planning process in 2018, adopting structural changes to streamline commitments for volunteers, focus on organizational relevance, and build a stronger foundation to accommodate growth. Since 2018 we have shifted to fewer and more impactful events, adopting the concept of a large annual “groundwater congress” in lieu of our prior, smaller annual meeting. The Western Groundwater Congress (WGC) model sought to quadruple annual meeting size by creating an anchored, multitrack event with a competitive abstract process, paired with annual meeting functions, awards, and unique networking platforms across the better portion of a week. The WGC is in its 4th year in 2021 – and has been an incredibly successful endeavor. The WGC has attracted around 400 attendees from over 15 countries, and sponsorship has shifted from around 10 exhibitors and sponsors to close to 40 exhibitors and sponsors in the last two WGCs.
Additionally, in 2018, GRA consolidated the structure of various committees to improve efficiency and reduce volunteer strain. This change combined the Membership and Communications committees to realize the benefit of collaboration across platforms. The Events Committee also joined forces with the Education Committee and the Affiliates Committee to leverage networks and brainstorming; along with bringing the GRA Cast committee under the mantle of EEA. Further changes included shifting committees such as Nominations and Awards to act as task forces, in conjunction with informing the Executive Committee and Board. A Blue-Ribbon Task Force comprised of select GRA Board Members was utilized to implement the structural changes in 2019.
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GRA 2021-2023 Strategic Plan
Why do we need to plan?
Strategic Plan Purpose
Strategic Plan Purpose With the recent focus on internal organization, stabilizing of financial resources, and retooling of platforms and offerings, we were well positioned as an association to weather the storm of change in 2020, engaging and serving the groundwater industry through the year from virtual platforms. What 2020 has taught us, is the critical need for adaptability and high maneuverability to continue to remain relevant and strong. With the rapid adoption of new platforms, higher need for networking connections, continued need for technical leadership and resource sharing – GRA embarked on a multi-step strategic planning process in November 2020 to continue to push the evolution of the organization to meet the changing needs of the industry into the future.
Where do we want to go? Embarking on our strategic planning process provided unique insights on the challenges we face as an organization, and how we can seek to overcome those challenges to translate them to opportunities. What we heard from GRA leadership during this process: • Need for more purposeful engagement and broadening membership within specific subgroups of members such as students, young members, water districts, groundwater sustainability agencies, responsible parties, and out of state and international groundwater professionals • Embrace a virtual strategy for events and a virtual platform into the future • Stay viable through changing industry demographics • Increase profitability with events • Offer multi-channel media • Cement brand of leadership in groundwater through technical resources and advocacy
Expand, Diversify and Lead
This input on challenges, views on near and long-term success outlook, and opportunities for growth highlighted the importance of effective strategic planning for the sustainability of GRA’s future.
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GRA 2021-2023 Strategic Plan
Expand, Diversify and Lead
Strategic Planning Process GRA completed a phased Strategic Planning Process to assess individual concerns of leadership and to benefit from a collaborative and interactive discussion that enabled a deep dive into each Strategic Priority. Below is an outline of the process that was completed over a three-month timeframe.
Leadership Interviews One-on-one interviews with GRA Leadership covering challenges, opportunities, and anticipated results of the Strategic Planning process.
Leadership Workshops Virtual workshops with GRA Leadership to review results of the interviews and achieve consensus on Strategic Priorities.
Strategic Priority Breakout Groups Small breakout groups centered around each Strategic Priority to establish key actions and work plan items for inclusion in the Plan.
Leadership Review & Board Adoption A presentation of the Strategic Plan to GRA leadership for review and input and then subsequent adoption by the GRA Board of Directors. 13
GRA 2021-2023 Strategic Plan
Strategic Planning Process
Strategic Priorities
STRATEGIC PRIORITIES 2021-2023 The key result of GRA’s Strategic Planning Process was the creation of Strategic Priorities to guide the organization in near and long-term planning. The collective aim of the priorities is to expand upon the successes of GRA’s past planning efforts and to capitalize on identified opportunities for organizational growth. The planning process brought to light to elements of GRA which resonate strongly with members: networking, technical prowess, connection, advocacy and visibility. These elements, or guiding principles, are woven into the basis of the Strategic Priorities outlined below.
Expand & Engage Members GRA will take action to retain and grow total membership, while advancing a culture of diversity, through enhancements of membership models, modernization of communications, and clarification of membership benefits. Diversify Revenue
Expand, Diversify and Lead
GRA will diversify revenue sources and increase the amount in reserves through enhanced opportunities for direct donations, enhanced marketing, expanded partnerships, and through pursuit of grants.
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Build Organizational Resilience GRA will increase resiliency of the organization through alignment between branches and the state, enhancements of the Board development and operations, evaluation of the organization’s structure, and through strategic partnership with affiliates. Continue to Lead in Groundwater GRA will provide leadership in groundwater resources through expanded programming, increased engagement with affiliates, continued technical resources development, enhancements to the GRA website, and through modernization of
GRA 2021-2023 Strategic Plan
Expand, Diversify and Lead
Actions To Achieve Priorities During the breakout groups phase of the Strategic Planning Process outlined above, GRA leadership worked collaboratively to identify key actions that could be taken to achieve successful implementation of each Strategic Priority. Provided below is a summary of those actions and the Strategic Priorities that will be addressed through execution of each action.
Expand & Engage
Diversify Revenue
Expand Membership Diversity & Demographics
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Capitalize on Membership Model
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Modernize Communications
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Expand Programming
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Optimize Member Incentives
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Align Branches & State
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Enhance GRA Website Enhance Marketing Expand Affiliate Collaboration
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Enhance Board Development & Committee Operations Enable/Encourage Direct Donations
Build Be Leaders in Organizational Groundwater Resiliency
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GRA 2021-2023 Strategic Plan
Actions To Achieve Priorities
Actions & Items
Descriptions of Actions & 2021 Work Plan Items Actions to achieve Strategic Priorities were discussed in depth to create a one-year workplan with clear and tangible tasks that will be accomplished in 2021. The work plan lays the groundwork for meeting the challenges GRA faces and capitalizing on the opportunities afforded to our association. One-year tasks support the longer-term pathway for completing all identified strategic planning
Expand Membership Diversity & Demographics: GRA aims to increase overall membership in numbers and diversity and execute a targeted increase in the percent membership contribution from students, young professionals, public agencies, academics. Work Plan for 2021: • Track & analyze membership data • Initiate Diversity, Equity, and Inclusion (DEI) Program • Secure event speakers and panelists from minority groups
Capitalize on Corporate Membership Model:
GRA has recently implemented a membership model that provides membership to all employees of corporate GRA members. We aim to capitalize and expand on this new model to dramatically increase total membership numbers. Work Plan for 2021: • Identify 5 corporate members for targeted outreach and collaboration to identify opportunities for membership optimization that can be applied to all corporate members
Modernize Communications: To ensure lasting
organizational reach, GRA will modernize communication methods through an expanded social media presence and potential implementation of a variety of outreach tools including podcasts, phone applications, and other multichannel media.
Expand, Diversify and Lead
Work Plan for 2021: • Increase presence on existing social media platforms (LinkedIn, Facebook, Twitter) • Identify existing content that GRA has access to, such as conference presentations or HydroVisions Articles, and create content repository • Explore options for Social Media lead individual and social media-focused event topics 18
Expand Programming: In addition to ongoing regular
programming, GRA will expand program offerings and content to increase overall event attendance, particularly from new organizations and geographic locations. Work Plan for 2021: • Identify lead individual for new programming including training programs • Identify gaps & opportunities in current program schedule and content
Enhance GRA Website: GRA aims to expand the
resources available on the organization’s website, increase website opportunities for sponsorship and affiliate recognition, and increase website accessibility to GRA leadership to increase the frequency of website updates. Work Plan for 2021: • Initiate plan for new Technical Resource pages on website, working with members to develop content and secure page sponsorships • Identify website locations for sponsor and affiliate recognition • Identify constraints associated with website update access to leadership
Enhance Marketing Efforts: GRA will grow
engagement with members, affiliates, and sponsors through enhanced marketing of advertising opportunities available throughout all programs and organization materials. Work Plan for 2021: • Create marketing plan for existing advertising opportunities & create options for expanding advertising avenues • Develop annual sponsorship opportunities and packages • Implement a web version of HydroVisions
Expand Affiliate Collaboration: GRA will capitalize
on member relationships with affiliates to expand our organizational reach and strengthen GRA’s reputation as a leader in water resources locally and nationwide. Work Plan for 2021: • Identify a lead individual for affiliate collaboration • Identify up to 3 affiliates for targeted outreach and identification of collaboration opportunities
Optimize Member Incentives: GRA will secure membership renewals and expand membership reach through optimization of the incentives and benefits of membership. Work Plan for 2021: • Develop a list of “Top 3 Membership Benefits” and identify opportunities for advertising these benefits • Identify options for expanded membership benefits
GRA 2021-2023 Strategic Plan
Actions & Items
Enhance Board Development & Committee Operations: GRA will ensure lasting organizational
success through increased Board development procedures and resources, succession planning for Committees and Board, and optimization of ongoing internal processes. Work Plan for 2021: • Implement annual Director Work Plans • Develop succession planning procedures for Committees • Develop guidance documents for Committee Chairs • Evaluate meeting frequencies & determine options for improvements • Implement agenda planning to include Committee updates at Board meetings
Enable/Encourage Direct (Unrestricted) Donations: GRA will provide opportunities for direct
• Evaluate alternatives for free student membership and/ donations to the organization from individuals or corporate or sponsorship of student membership by corporate members. members Work Plan for 2021: Align Branches & State: GRA aims to better align the • Draft broad statement of intended use of donated state-level organization and the regional branches through funds increased branch involvement in state-level planning and • Identify donor-recognition options and levels through increased support provided to branches regarding expectations and resources. Work Plan for 2021: • Create an annual Work Plan for the Branch Liaison • Create opportunities for branch announcements & contributions, such as HydroVisions articles or social media posts
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Implementation & Sustaining The Future
Implementation & Sustaining The Future Implementing the plan GRA Director leads are assigned to each strategic priority. The GRA Director lead role and responsibility is to drive the 2021 Work Plan implementation and complete the identified strategic planning actions. Director leads will coordinate efforts with committees chairs/vice chairs through direct committee participation and engagement or through regular progress meetings with committee leadership to inform on progress and recommendations. Sustaining The Future
Expand, Diversify and Lead
Addressing the strategic priorities identified in this plan over the next three years will enable the continued drive towards supporting the vision of sustainable groundwater for all. This plan will be used to guide strategic discussions at the Board level of GRA – and act as a roadmap for work throughout the year to be executed by GRA Committees. The Strategic Plan also seeks to provide a window into the guiding principles of GRA for its members and affiliates: networking, technical prowess, connection, advocacy and visibility. The GRA Board will review progress on strategic priorities and actions at its regular Board meetings to confirm activities are focused and driving towards achievement of goals.
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PRESIDENT ABIGAIL MADRONE
VICE PRESIDENT R.T. VAN VALER
SECRETARY JOHN MCHUGH
OFFICER IN CHARGE OF SPECIAL PROJECTS CHRISTY KENNEDY
TREASURER RODNEY FRICKE
IMMEDIATE PAST PRESIDENT STEVEN PHILLIPS
ADMINISTRATIVE DIRECTOR SARAH ERCK
DIRECTOR JENA ACOS
DIRECTOR LYNDSEY BLOXOM
DIRECTOR ERIK CADARET
DIRECTOR BILL DEBOER
DIRECTOR MURRAY EINARSON
DIRECTOR TODD JARVIS
DIRECTOR LISA PORTA
DIRECTOR JAMES STRANDBERG
DIRECTOR JOHN VAN VLEAR
DIRECTOR JOHN XIONG
GRA 2021-2023 Strategic Plan
GRA Board of Directors
Expand, Diversify and Lead GRA 2021-2023 Strategic Plan
