NOVA Parks Strategic Plan RFP Addendum - Questions Received

NOVA Parks Strategic Plan Development RFP
ADDENDUM #1: Questions Received as of April 24, 2026
1. Do you think there might be strategic pillars and objectives from your previous
plan (2023-2027) you may wish to retain/evolve? Other than your scorecard, do
you have materials measuring the progress/outcomes on that plan?
We expect that the Board will be interested in retaining some objectives from the
current plan, or potentially evolving them as we move forward into our next plan.
The attached memo was sent to the board in March assessing the status of the
current plan.
2. Have you already designated a strategic planning project team within NOVA
parks to work closely with the strategic planning consultant, and if so, who is on
that team? Typically we meet with the project team biweekly throughout the
engagement.
We have established a committee of a few members of our HQ Leadership Team
and several park managers who are reviewing the proposals we have received and
making recommendations to me. We expect to retain that committee during the
planning process to work closely with our selected partner.
3. Do you have a steering committee (i.e. a slightly larger group of internal
stakeholders from staff and Board) in mind that you would like to be involved in
the strategic planning process on a more intermittent basis i.e. at key
milestones of the planning process?
Our current thinking is that we will convene committees within our staff to engage
on various aspects of the plan (likely aligned with our various businesses) and
perform regular check-ins with the board throughout the process.
4. What is the budget range?
NOVA Parks' Board is still considering our budget (they adopt in May). We have two
different budget items in the proposed budget that we will likely draw from to fund
this work. Those items total to $70K.

5. Do you want any interviews among your internal stakeholders, or just the 4
strategic planning sessions among sub-groups of staff?
We envisioned 4 strategic planning sessions among sub-groups of staff, but we're
open to alternative suggestions
6. Beyond the 10 interviews with officials and partners, do you want any other
community engagement, i.e. community workshops, survey, or other forms of
engagement (such as speaking to visitors on site at your locations)?
For the past plan, we conducted a survey of the public and the results were
provided as an input to the planning process. We expect to include something
similar, which may be supported in-house.
7. Regarding the (4) to (5) staff groups the consultants will work with virtually to
help with the drafting, revising and editing of the plan goals and objectives
(approximately 30 hours), we typically work with staff on action planning, once
the broader goals and objectives of the plan have been determined by the Board
(and/or the strategic planning steering committee, which can include select
staff) at the strategic planning workshop/retreat. At that point, staff work to
develop more refined objectives and develop more granular tasks to achieve
the objectives. Does that approach align with your thinking?
Yes. That makes sense.
8. We typically conduct an environmental scan. Since this is not mentioned in the
RFP, is this something you would like as part of the strategic planning process?
Yes.
9. Are you considering out of state applicants?
Yes, we are definitely happy to consider out-of-state bidders. As noted, there are
portions of the work that will need to occur in-person, but the remainder could be
done from anywhere.

MEMO
To: NOVA Parks Board of Directors
From: Justin M. Wilson, Executive Director
Date: March 11, 2026
Re: Strategic Planning Process
Recommendation: Approve the schedule and process for the development of
the next NOVA Parks Strategic Plan and accept the update on the status of the
current strategic plan.
Strategic Plan Alignment: N/A
Financial Impact: The proposed FY 2027 Budget includes $25,000 to support
expenses related to the development of this new plan. The financial impact of
implementation of the plan will be assessed during plan development.
Discussion: In July of 2022, the Board adopted our 2023 - 2027 Strategic Plan.
This plan laid out an aggressive vision for NOVA Parks as an agency by 2027.
A year from now, staff will present a budget proposal for Fiscal Year 2028. That
proposal will be informed by the strategic direction for the next era of NOVA
Parks. Over the next year, we will craft a Strategic Plan for FY 2028 - FY 2032.
The operating budget proposed for Fiscal Year 2027 includes resources to
support a strategic planning process to occur over the next year. Those
resources will support both in-house and consultant support to partner with
the NOVA Parks Board in development and adoption of this new plan.
As the process is underway, we will provide updates to the board and
executive committee at regularly scheduled meetings.
While we will adapt and adjust the timing as it progresses, we suggest the
following schedule and milestones for this process:

Date / Timeframe Milestone / Activity
March 19, 2026 NOVA Parks Board Endorses Strategic Plan Process
April 15, 2026 All-Staff Meeting (Initial Staff Input on Strategic Plan)
Before July 2026 Selection of Strategic Plan Consultant
Public Surveys & Stakeholder Interviews (Board members, local
July - August 2026 elected officials, appointed officials, NOVA Parks staff, partner
organizations)
September - October 2026 Board Strategic Plan Retreat
November 2026 - January 2027 Plan Development
February 2027 Public Release of Final Draft Strategic Plan
March 2027 Board Meeting Adoption of FY 2028 - FY 2032 Strategic Plan
Before we can plan for what the future may hold, we must also assess our progress in achieving the
vision we crafted in 2022.
Our current plan is divided into five strategic pillars (Environment, Belonging, Our Team, Building the
Future and Revenue & Efficiency). Within each pillar there are a series of goals and specific objectives
that support the achievement of those goals.
The plan includes 88 specific objectives. As of today:
* We have completed 39 objectives.
* Another 39 are in progress and on track to be completed by the end of 2027
* The remaining 10 items are at-risk of not being achieved for various reasons.
These are the objectives that are at-risk of not being achieved:
Objective Number Description
1.1.1 Plant more than 50,000 new trees by 2027.
1.5.1 Continue to measure NOVA Parks' annual Carbon Footprint with the
goal of a sustained two percent annual reduction by 2027.
1.6.1 Invest in low-impact, green building techniques for new structures of
over $1 million.
4.1.1 Develop financing plans for Strategic Initiative Projects
* Financing for W&OD Visitor Center and Gateway wetlands park will be
developed by 2023.
* Financing for Pohick Bay Camping will be developed by 2024.
* Financing for Occoquan Adventure Center will be developed by 2025.
* Financing for Hemlock improvements will be developed by 2026.
4.2.1 Partner with the Northern Virginia Transportation Authority to design
and expand the capacity of the W&OD Trail in congested urban areas,
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building on the success of the Falls Church section.
* Arlington Section design by 2024.
* Vienna Section design by 2027.
* Reston/Herndon Section design by 2027.
4.2.2 Develop plans for Arlington County Dual Trails along the W&OD and
initiate community engagement by 2024, and construct when permits
are approved.
4.4.2 Engage with the leaders in the City of Fairfax to plan and implement the
Gateway Regional Parks Wetlands Project by 2024.
4.5.2 Create new and improved trails with an investment of over $6 million
by 2027.
4.6.1 Engage public in visioning the future of Cameron Run in coordination
with the City by 2025.
5.1.4 Create destination camping facilities by 2026.
These are the objectives that are on-track for completion:
Objective Number Description
1.2.2 Expand and acquire at least five new properties by 2027.
1.3.2 Open the Cattail Ordinary property as a passive use park by 2027.
1.3.3 Improve habitat by identifying and restoring at least ten areas with
native plantings by 2027.
1.5.5 Install new electric vehicle charging stations at a minimum one park by
2024 and at five parks by 2027.
1.6.2 Expand solar energy use to three additional parks by 2027.
1.6.3 Reduce carbon footprint with more efficient HVAC systems throughout
the system with $100,000 per year in Capital funding for upgraded
systems.
1.7.3 Build community partnerships to generate invasive species volunteers
at four new parks by 2027.
2.1.2 Partner with the Korean American Cultural Committee on efforts
around the Korean Bell Garden focusing on the 2026 fifteenth
anniversary.
2.1.3 Identify groups to partner toward increased Diversity, Equity, and
Inclusion by 2027.
2.2.1 Build and maintain a minimum of (6) significant partnerships with
organizations focused on telling a more inclusive history with cultural
resonance by 2027.
2.3.1 Develop and engage existing friends groups and community partners to
better advance the park system by 2025.
2.4.1 Expand Black & Hispanic birding programs by hosting programs at a
minimum of (3) new locations by 2026.
2.4.2 Expand cultural festivals/activities with at least three new groups by
2027.
2.4.4 Provide a minimum of seven innovative and experiential history
programs dedicated to the diverse stories and events connected to
NOVA Parks sites by 2027.
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2.5.2 Substantially improve ADA accessibility throughout the parks with
$400,000 per year in budgeted improvements starting in 2023.
2.5.3 Create a scholarship program to remove economic barriers for select
NOVA Parks outdoor activities and camps by 2023.
2.5.4 Expand and update customer service training for the front-line team to
include diversity awareness by 2024.
2.6.1 Initiate leadership planning for regional efforts to mark the 250th
anniversary of the Declaration of Independence in 2023, and support
through 2026.
2.7.1 Review park policies and practices to identify and remove systemic
barriers to inclusion by 2024.
3.1.1 Diversity hiring training for team engaged in recruitment at least every
other year starting in 2023.
3.1.2 Review progress based on team diversity percentages data from 2023,
2025, and 2027.
3.1.3 Create proactive recruitment strategies to build the workforce for
tomorrow by 2023.
3.1.7 Expand outreach to area universities to attract interns and recruit team
members by 2025.
3.2.4 Review and implement effective seasonal and part-time compensation
annually, keeping ahead of changes to minimum wage, starting in 2023.
3.3.2 Develop a plan for multiple annual team building events by 2023.
3.3.3 Develop a program for recruiting full-time team members from the
ranks of seasonal and part-time employees by 2023.
3.5.1 Develop preferred training goals for key operational positions by 2024.
4.3.1 Maintain Capital Maintenance funding at a level to support the upkeep
of current facilities.
4.3.2 Expand funding for energy improvements like HVAC, insulation, Solar,
EV, and Charging stations starting in 2024.
4.3.3 Invest in the preservation and restoration of historic structures.
4.3.6 Improve Campground WiFi by 2024.
4.3.7 Study improved technology in the areas of both waterpark pumps
stations and golf course irrigation by 2026.
4.5.1 Continued implementation of NOVA Parks ADA Plan for existing
facilities while ensuring all new amenities meet required standards for
accessibility.
5.1.1 Enhance the performance of NOVA Parks' light shows with a goal of
increasing revenue by 3% annually from 2023 to 2027.
5.1.3 Offer facilities/programs for corporate team building/retreats by 2027.
5.3.1 Implement three new process automation improvements by 2027.
5.3.2 Team training to include agency budget development and accounting
by 2027.
5.3.4 Fully support all debt service obligations through the Enterprise Fund
for the River View and Climb UPton by 2023.
5.5.1 Create key information dashboards for Park Managers by 2024.
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These are the objectives that are completed:
Objective Number Description
1.1.2 Create or redesign trail systems at Beaverdam and along the Bull
Run/Occoquan trail with the goal of making them environmentally
sustainable. Phased improvements will be measured in 2023, 2025, and
2027.
1.2.1 Update the criteria for determining lands to target for acquisition by
2023.
1.3.1 Target land acquisitions that offer the potential for significant habitat
restoration by 2025.
1.4.1 Implement resource banking at select NOVA Parks, including Piscataway
Crossing, Bull Run, Algonkian, Springdale, and Gilberts Corner Regional
Parks, by 2025.
1.5.2 Introduce electric vehicles into the fleet starting in 2024.
1.5.3 Introduce electric mowers into use by 2024 (if commercial-grade units
are available).
1.5.4 Convert golf carts at Brambleton from gas to electric by 2024.
1.5.6 Implement three new IT solutions that reduce vehicular trips and/or
paper use by 2025.
1.7.1 Complete the prescribed invasive species management plan at Upton
Hill and Occoquan by 2023.
1.7.2 Implement accelerated invasive species work along the W&OD Trail by
2024.
1.8.1 Develop six nature-focused interpretive efforts geographically spread
throughout the region that educate and engage the public in interactive
ways about ecosystems by 2024.
1.8.2 Expand program offerings through the Roving Naturalist to engage the
next generation of conservationists by 2024.
1.8.3 Develop and Implement a Trash Free Park program that will include a
pilot section of the W&OD by 2025.
2.1.1 Partner with NAACP chapters and similar organizations to further build
inclusive programs by 2025.
2.2.2 Promote Black history displays at Bull Run Regional Park by 2023.
2.4.3 Unveil Native-American displays at Piscataway Crossing Regional Park
by 2023.
2.4.5 Identify and perform outreach to Title 1 schools and economically
disadvantaged populations to improve quality of life through parks,
programs, and resource conservation in areas near regional parks by
2027.
2.5.1 Enhance engagement with friends groups and other partner
organizations with the hiring of a Manager of Community Engagement
by 2023.
2.6.2 Develop a calendar of events and displays related to the themes of
liberty and justice by 2024.
2.7.2 Provide Spanish website translation by 2025.
3.1.4 Create Customer Service Training 2.0 by 2024.
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3.1.5 Create Employee Committee to make recommendations on seasonal
recruitment and retention by 2024.
3.1.6 Further develop an incentive system for team referrals by 2023.
3.2.1 Conduct a full-time compensation study by 2023.
3.2.2 Take measures to address competitive compensation based on the
study by 2023.
3.2.3 Study pension plan changes designed to attract and retain employees
by 2024.
3.3.1 Improve our team morale by empowering the employee committee on
uniforms to make recommendations toward having outstanding
uniforms by 2023.
3.4.1 Create an internal newsletter to engage and inform our team of
accomplishments and initiatives by 2023.
3.4.2 Reinstate the annual All-Team Meeting to increase team engagement
and communication by 2023.
3.5.2 Develop professional development and skills training opportunities for
all team levels by 2025.
4.3.4 Install a new fire suppression system in the Carlyle House by 2023.
4.3.5 Fund endowment for Capital with non-recurring revenue sources
starting in 2023.
4.4.1 Open Reservoir Park at Beaverdam in Ashburn in partnership with
Loudoun Water by 2024.
5.1.2 Increase retail sales revenue by 5% annually by 2024.
5.2.1 Expand digital marketing and the use of data to reach new and existing
customers by 2023.
5.2.2 Promote the unique brand identity of NOVA Parks by 2025.
5.3.3 Fund an endowment to support capital projects from non-recurring
revenues like telecom and natural resource banking starting in 2023.
5.4.1 Expand the use of preventive maintenance software to ensure quality
park facilities for the community by 2025.
5.6.1 Implement an intranet for NOVA Parks by 2024.
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