2023-2027 Strategic Plan

MANY THANKS FOR PROVIDING INPUT TO HELP GUIDE THE FUTURE OF NOVA PARKS!

Over the course of four weeks, NOVA Parks solicited public input about its draft 2023-2027 Strategic Plan through partners, stakeholders, social media and the news media. The result was more than 4,124 webpage views with 92% of survey respondents indicating that NOVA Parks' strategic plan was important or very important to the Northern Virginia region. Themes that emerged about the public's impression of the overall plan include: comprehensive; ambitious; thorough; good; impressive; focused; necessary; and great. Feedback was incorporated and adopted by NOVA Parks' Board of Directors at their regular meeting on July 21, 2022.

 

NOVA Parks' Belonging Image Collage

 

Introduction

NOVA Parks (Northern Virginia Regional Park Authority) has been a unique organization for over sixty years. The only regional park authority in Virginia, NOVA Parks has 34 parks and 12,335 acres in six jurisdictions—the Cities of Alexandria, Fairfax, Falls Church, and the Counties of Arlington, Fairfax, and Loudoun.

Conservation and entrepreneurship are two of the defining and unique characteristics that make NOVA Parks different. NOVA Parks was originally founded as a conservation organization, and today it owns more parkland adjacent to the rivers of the region than any other public lands organization. NOVA Parks was also established as an inclusive park agency in a time when that was not the norm. NOVA Parks is also nationally unique in generating 88% of its operating revenues from park enterprise. NOVA Parks creates exceptional value to our member jurisdictions by generating the revenue required to support and grow this dynamic agency and serve the public from enterprise operations, such as holiday light shows, golf, event venues, waterparks, campgrounds, and more.

Innovative approaches are how NOVA Parks looks at conserving natural and historic resources, making parks more central to the community’s life, and funding all of these vital community needs.

A Unique Team and Culture

The combination of an innovative and entrepreneurial spirit blended into the roots of conservation have come together to create a unique organizational culture. NOVA Parks team members take great pride in their ability to operate significant and unique destinations and high-demand attractions. The NOVA Parks culture is one where new ideas are embraced, and growth and development are a way of life. The NOVA Parks team knows their work matters and makes for a better region. This strategic plan builds on the best strengths of our organization and the individuals who give their talents and energy to achieving these and other goals.

NOVA Parks Vision 2027

The implementation of this strategic plan will serve our many communities and result in a greater regional park system, a stronger Northern Virginia community, and an improved world. Parkland will increase, and park amenities and services will be developed and improved. Our land management will help to offset carbon. Our programs will attract new and growing interest in our historic and natural resources and our unique recreational opportunities. The region’s youth will be engaged in parks. The brand of NOVA Parks will be known both locally and nationally.



The next five years will be critical for our environment. NOVA Parks will work with our many partners, both public and private, to set a national example of how public park agencies can reduce their impacts through energy conservation, growth in parkland, and thoughtful land management.



Visitors to NOVA Parks’ many facilities will feel at home and welcome. A sense of belonging will result from being inclusive of the stories that are told through our interpretive efforts. Appreciating the cultural diversity of our region and providing exceptional customer experiences will be our top priorities. These efforts will result in an even larger portion of our population using and enjoying the offerings of NOVA Parks, and experiencing the physical and mental benefits of parks.

Environment and belonging may be the things the public sees and will experience through NOVA Parks, but those benefits can only be realized if backed by strong organizational fundamentals. Attracting and retaining a top-quality team and building innovative new facilities, processes, and programs are some of the most essential components to our future success. As a largely self-funded organization, generating revenues needed to support and grow the system is critical to building a NOVA Parks that can reach its full potential. By building on the passionate and diverse team that makes up NOVA Parks and reinforcing the qualities of our dynamic culture, this vision will become a reality.

NOVA Parks' Belonging Image Collage

Plan Highlights

  • Plant over 50,000 trees creating new areas of forest
  • Create or improve trails with a focus on sustainability and an investment of over $6 million
  • Create a W&OD Visitor Center
  • Create a new wetland park for environmental education and sustainability
  • Invest in electric vehicles and mowers, and take other steps to lower carbon footprint
  • Add five new parkland properties, and manage existing parkland to better sequester carbon
  • Expand cultural events and festivals
  • Lead effort to commemorate the Declaration of Independence with interpretive efforts focused on liberty, justice, and freedom
  • Expand partnerships with community groups
  • Grow entrepreneurial revenues to support park improvements
  • Create a team and programs that are reflective of our changing and diverse community

Mission

“NOVA Parks – the best of Northern Virginia through nature, history, and great family experiences”

Goals & Objectives

Function of Goals and Objectives

Playing Checkers at Carlyle House

Goals and objectives identify areas of strategic priority and provide the broad, overarching organization for agency actions. Together, goals and objectives:

  1. Provide focus for actions and aspirations
  2. Shape a designated timeframe for improvements
  3. Create direction for investments of time, skills, and resources
  4. Clarify what the agency will and will not do

Generally, goals describe elements of the vision, defining what is achievable through the daily execution of the mission. Objectives – and therefore specific strategies or recommendations – fit within the scope of each goal.

Goals:

  1. Overarching areas of strategic priority
  2. Broad descriptions of intent
  3. Outcome, rather than specific activity

Objectives:

  1. Framework for individual actions
  2. Descriptions of what needs to be done
  3. Measurable metrics (e.g., “increase,” “reduce,” “consolidate,” “improve,” “distribute,” etc.)
  4. Timeframes for actions (by year)

Goals and Objectives for NOVA Parks

The following goals and objectives are intended to help guide improvements, operations, conservation, and services in NOVA Parks over the next five years.  Click on each goal below to view its supporting objectives.

Strategic Pillar 1: Environment

Gazebo

Natural resource protection, sustainability and resiliency are at the core of NOVA Parks' mission and history. Actively acquiring and managing many of the largest intact natural areas in the region, the environment has always been at the core of who NOVA Parks is. In the coming years, our park system will grow, and the ecological value of our lands will be enhanced. These efforts will assist in addressing the cause of climate change and help our region be more climate resilient.

Natural Resource Banking is an exciting new focus that includes Carbon Banking, Stream Banking, Nutrient Banking, and Wetland Banking. In all of these projects, habitat is restored and enhanced, usually with significant new plantings of native trees and other vegetation.

 

Strategic Pillar 2: Belonging

Korean Bell Garden Anniversary

The end result of Diversity, Equity, and Inclusion are parks and programs that engage the various cultures and communities represented in Northern Virginia and create a sense of belonging. NOVA Parks is well known by the many community groups in Northern Virginia that use and value the parks. A sense of belonging can also be enhanced with exceptional customer experiences and dynamic programs and offerings that engage the public in the many places managed by NOVA Parks.

 

Strategic Pillar 3: Our Team

Climb UPton

The center of any organization is its people. The culture of NOVA Parks is innovative, and the employees pride themselves on honesty and providing exceptional customer experiences. With a changing job market, NOVA Parks’ challenge will be to build on the best elements of our culture while attracting and retaining the talent we need to serve the community.

Strategic Pillar 4: Building the Future

Waterpark Fun

In 2021 the NOVA Parks Board’s Strategic Initiatives Committee worked on developing a collection of capital projects that will help NOVA Parks build a stronger park system. Along with the projects currently in the five-year Capital Budget, these projects envision a bold future with the purpose of creating innovative facilities that serve and engage the public in new ways.

Strategic Pillar 5: Revenue & Efficiency

Race Winners

NOVA Parks is unlike other governments and park agencies, with 88% of the funds that support operations coming from the various park enterprises. The success in all categories of this plan is completely dependent on our entrepreneurial ability to generate revenue, operate efficiently, and maximize use of resources.

Make a Tax-Deductible Donation Today!

The need for parks has never been higher. Nor has the cost of running them. Use of and appreciation for parks are at an all-time high. Please consider donating to NOVA Parks for today…and tomorrow.

Ice & Lights' Daytime Ice Skating

Enjoy gliding on the ice at Cameron Run Regional Park, just minutes from Old Town Alexandria! Open weekends and holidays, 11 a.m. to 4 p.m., through February 23. Plus, enjoy a romantic Valentine's Day evening on the ice, from 5 to 9 p.m.! Tickets are only available for purchase online.