Strategic Plan Outcome Summaries

The North Carolina Division of State Historic Sites and Properties requested that a local community-based strategic planning steering committee conduct a strategic planning process and make recommendations to the Division for the development of Fort Fisher State Historic Site. North Carolina Historic Sites and the Friends of Fort Fisher, a nonprofit membership organization, engaged Cool Spring Center to facilitate this strategic planning process in July 2010.
The North Carolina Division of Cultural Resources had just completed the statewide Strategic Plan, 2011 – 2013. The Fort Fisher strategic planning process made every effort to remain consistent and aligned with the vision, mission and values of the state plan.
The external phase of the strategic planning process began in August 2010, with two public forums, an open comment period, and community survey. Over 120 participants shared their visions and provided invaluable input during this first step in the process.
The next step created a broad community-based strategic planning steering committee which included representatives from schools, the local community, local governments, civic groups, Friends of Fort Fisher, the North Carolina Division of State Historic Sites and Properties, and site staff members. After an initial orientation, the committee met regularly to review and make recommendations related to site planning and development, programs, preservation, marketing/public relations, finances, and Fort Fisher volunteer development.Between August 2010 and February 2011, the committee met six times, devoting more than 250 hours toward research, deliberation, reporting, and drafting. The North Carolina Division of State Historic Sites requested that this plan encompass a multi-year period, beginning July 2011.
The North Carolina Division of Cultural Resources had just completed the statewide Strategic Plan, 2011 – 2013. The Fort Fisher strategic planning process made every effort to remain consistent and aligned with the vision, mission and values of the state plan.
The external phase of the strategic planning process began in August 2010, with two public forums, an open comment period, and community survey. Over 120 participants shared their visions and provided invaluable input during this first step in the process.
The next step created a broad community-based strategic planning steering committee which included representatives from schools, the local community, local governments, civic groups, Friends of Fort Fisher, the North Carolina Division of State Historic Sites and Properties, and site staff members. After an initial orientation, the committee met regularly to review and make recommendations related to site planning and development, programs, preservation, marketing/public relations, finances, and Fort Fisher volunteer development.Between August 2010 and February 2011, the committee met six times, devoting more than 250 hours toward research, deliberation, reporting, and drafting. The North Carolina Division of State Historic Sites requested that this plan encompass a multi-year period, beginning July 2011.
Outcome: Much of this planning was predicated on preparation for the January, 2015, 150th anniversary observance of the site. Capital and program improvements, as well as an active and engaged Friends of Fort Fisher membership, led to over 500,000 visitors in 2014 and a successful January 2015 event attended by over 22,000.

In August 2010, Ada Jenkins Center was awarded a Catalyst Grant from the Foundation For The Carolinas on behalf of the community of health, human services, housing, and education/workforce development service providers in North Mecklenburg and South Iredell counties. The purpose of the North Mecklenburg/South Iredell Catalyst Grant project was to assess opportunities that exist among the current service providers in the Davidson, Huntersville, Cornelius, Mooresville, and the South Iredell region in central North Carolina to increase collaboration, leverage resources, improve program effectiveness, increase access to services, and decrease duplication.
This study of 60 community service providers in North Mecklenburg and South Iredell accomplished the following:
Early in the assessment process, an 18-member steering committee was established to provide guidance and input to the Catalyst Project. The committee represented a diverse cross-section of agency, faith community, town government, corporate, and community representatives. The purpose of convening this steering committee was not only to gain input and ideas, but to build interest, energy, and local ownership for potential implementation strategies or opportunities that might emerge from the assessment.
Outcome: A number of opportunities from this study were implemented, and initiatives continue today based on its findings and recommendations. Charles worked with a consulting team that included Rosalyn-Allison Jacobs and Carol Morris on this project.
This study of 60 community service providers in North Mecklenburg and South Iredell accomplished the following:
- Provided a demographic profile of the region, including indicators accounting for the nature and magnitude of demand for services by its residents
- Created a snapshot of the human services delivery system in North Mecklenburg/South Iredell that provided insight into how it is serving its constituents for each of the following sectors:
- Affordable housing/homeless services
- Health services
- Education/workforce development
- Other human services (seniors, youth, domestic violence, etc.)
- Identified services gaps and barriers to accessing needed services
- Identified opportunities to strengthen service delivery within and across sectors, including issues of inadequate infrastructure
- Explored creative solutions and unconventional partnerships in addressing systemic issues and challenges
Early in the assessment process, an 18-member steering committee was established to provide guidance and input to the Catalyst Project. The committee represented a diverse cross-section of agency, faith community, town government, corporate, and community representatives. The purpose of convening this steering committee was not only to gain input and ideas, but to build interest, energy, and local ownership for potential implementation strategies or opportunities that might emerge from the assessment.
Outcome: A number of opportunities from this study were implemented, and initiatives continue today based on its findings and recommendations. Charles worked with a consulting team that included Rosalyn-Allison Jacobs and Carol Morris on this project.