Access digital copies of guides and regulations publications from the Nebraska Game and Parks Commission.
Issue link: http://digital.outdoornebraska.gov/i/1501144
Understanding and recognizing our internal strengths and weaknesses and our external challenges and opportunities regarding the current reality is a building block for our future. This information was used to shape the three-year practical vision and help inform our strategic directions. ANALYSIS I N T E R N A L STRENGTHS • Our people • Public demand • Large variety of opportunities • Cutting edge in our space • Organizational structure as a noncode agency • Financial situation • Public trust • Diversified product • Strong partnerships (conservation, etc.) • Healthy relationships across state government • Funding sources from users (≈80%) • Public engagement and education • Science-based decision-making informed by social sciences • Brand recognition/communications OPPORTUNITIES • Modernize business • Grow public awareness and increase relevancy through new partnerships and efforts • Statewide Tourism and Recreational Water Access and Resource Sustainability (STAR WARS) Project • Engaged volunteers • Collaborative process • Staff professional development • New technologies leading to efficiency, innovation and public touchpoints • Permit system capability • Education of new audiences • Potential new funding source for Nebraska Natural Legacy Plan • State and national foundations could provide flexible opportunities E X T E R N A L WEAKNESSES • Financial — Spending authority does not keep up with demand for staffing or amenities • NGPC is not fully staffed • Cumbersome processes because we're a government agency • Balancing workload/multiple priorities • We don't know demographics of our park customers • Aging infrastructure • Information overload • East/West culture difference/divide • Workforce pay rate is less competitive • Stuck in the now; hard to envision long-term when there is a fire today CHALLENGES • Legislative constraints on budgets with limited flexibility • Hard to recruit qualified people • Tasked to operate like a business but we are not revenue-centric • Climate, water, invasive species, wildlife and plant diseases • Keeping up with public demand/high expectations • Reacting to opportunities in timely way (i.e., private sector donor) • What is our success metric? Customer satisfaction? • Public understanding of our work, our mission and their role to support it • Public's information overload • Spending constraints • Changing interests • The economy and the cost of doing business • Agricultural economy affects our work • Funding/matching • 97% private land ownership, the third highest in the U.S. 13