Stewarding Our Future Together
Mount Gretna's unique character is defined by our woodland surroundings, our historic cottages, and a community that still values front-porch connections. Last autumn, 102 shareholders—representing 35% of our community—shared their hopes and concerns through our discovery survey. Their voices formed the foundation of this strategic plan.
We heard two clear messages:
- "Preserve what makes Mount Gretna unique."
- "Get our house in order so the next generation inherits a healthy Chautauqua."
This strategic plan isn't just a document—it's a commitment to transparent stewardship and community involvement. The plan outlines where we're headed and how you can help shape our shared future.
"Mount Gretna at its best is a beautiful summer day; town is filled with visitors and residents volunteering." — Community Survey Respondent
How to Use This Explorer
Click on any objective section to explore its strategic priorities and key results. Sections with a "+" can be expanded to show more details.
Our Implementation Approach
We've designed our key results with a bias toward small experiments, pilots, and learning opportunities. Rather than committing to large, resource-intensive projects upfront, we prioritize testing ideas with minimal investment to learn what works best for our community before scaling up.
Strategic Plan Structure
The Mount Gretna Chautauqua Strategic Plan has a simple structure designed to balance vision with concrete action.
- Long-Term Objectives — these are our big-picture aspirations for stewarding the Chautauqua's future.
- Strategic Priorities — specific areas where we need to focus our attention and resources.
- Key Results — concrete, measurable actions with specific deadlines. These are the promises we're making to you, and you can hold us accountable for delivering them.
Let's look at a specific example: Under the objective "Strengthen Arts & Cultural Programming," we have a strategic priority about enhancing multigenerational programming appeal. One of the key results is to "Design and implement a Pickleball pilot program on our existing basketball court for six weeks this fall or next summer."
This illustrates our approach to implementation—starting with small experiments that require minimal resources while providing valuable learning. Rather than immediately building permanent Pickleball courts, we're testing interest and logistics through a time-limited pilot. If successful, we can consider more permanent investments.
This structure ensures we're not just dreaming about the future—we're building it through specific, measurable steps that emphasize testing and learning before major investments.
Understanding Strategic Priorities
When you explore each objective, you'll see Strategic Priorities that break down into two key sections:
WHY: This explains the rationale for each priority, drawing directly from:
- Community input from our stockholder survey (Fall 2024)
- Insights from our polarity mapping sessions (Winter 2025)
- Research and best practices from other Chautauquas and similar communities
HOW: This outlines the specific, measurable Key Results we commit to achieving, with target deadlines.
This structure ensures every Strategic Priority is grounded in community needs while informed by proven approaches from similar organizations.
About Our Timeline
You'll notice many Key Results show placeholder dates like "[Month] 2025." This reflects our commitment to both transparency and realistic planning. While we know these actions are important, Community Dialogue input will help us:
- Prioritize which Key Results to tackle first
- Refine or revise Key Results based on your feedback
- Determine what's truly achievable with our volunteer board's capacity
Some Key Results may be modified or removed entirely as we finalize the plan. Our philosophy is to go smaller and slower rather than overpromise. The plan stockholders vote on in July will include specific, realistic commitments we're confident we can deliver—aiming for 90%+ success while learning from any gaps along the way.
The Seven Long-Term Objectives
Here are the seven long-term objectives of our strategic plan. You can explore the details of each objective in the sections below.
- Steward and Preserve in Support of Long-term Viability
Protecting our natural environment and historic assets - Ensuring the Safety and Security of our Community
Implementing risk management practices to protect our community - Optimize Human Resources
Managing both paid and volunteer resources effectively - Financial Sustainability
Developing comprehensive financial strategies that maintain affordability - Cross-Community Collaboration
Building partnerships to enhance the broader Mount Gretna experience - Strengthen Arts & Cultural Programming
Enhancing our distinctive offerings while ensuring long-term viability - Enhance Communication & Governance Transparency
Building trust through consistent, transparent practices
Long-Term Objective 1: Steward and Preserve in Support of Long-term Viability
The Chautauqua will implement systematic approaches to preserve and maintain our physical assets, natural environment, and cultural heritage for current and future generations.
WHY:
- "Financial stability and sound fiscal management" emerged as a top-5 community priority, with stockholders expressing concern about unexpected expenses and deferred maintenance
- Recent financial analysis revealed deficit spending patterns that are unsustainable without better forecasting and planning
- Proactive maintenance planning reduces emergency expenditures, which often cost more and create unplanned disruptions
- Making informed decisions about assessments requires data-driven understanding of true maintenance costs
- Historical structures require specialized maintenance approaches that must be properly budgeted
"In five years I'd like to see more financial stability that will allow us to keep up with removing dying trees, maintaining and restoring historic structures, and necessary infrastructure." - Community Survey Respondent
HOW (Key Results):
Develop a standardized real estate property inspection form for our buildings and grounds by Month, 2025
Complete comprehensive survey of all buildings, including the playhouse, by [Month] 2025, documenting immediate capital/repair needs and the remaining useful life of roofs, paint, porches, appliances, and fixtures
Develop a 5-year and 10-year capital improvement budget in spreadsheet format by [Month / 2025 or 2026]
Survey all paths and determine improvement needs with associated budget by [Month] 2025
Engage certified arborist to develop comprehensive 3-year tree management plan with annual expense projections by [Month] 2025
WHY:
- "Preserve trees and the natural environment" and "maintain historic buildings and community facilities" emerged as top community priorities in our discovery survey
- Our Southern Woodlands, historic buildings, and community grounds collectively form the distinctive character that defines Pennsylvania Chautauqua
- These irreplaceable assets support our environmental quality, cultural heritage, and community identity
- Thoughtful conservation creates opportunities for education and recreation aligned with our Chautauqua mission of lifelong learning
- Responsible stewardship requires balancing permanent protection with necessary financial flexibility
"Preserving the magic that we already have, preserving the forest all around us AND all over the town, continuing to support all the cultural and arts programs." - Community Survey Respondent
HOW (Key Results):
Complete board-level evaluation of conservation methods that balance permanent protection with financial responsibility by May 2025*
Present conservation options to the community with clear explanation of financial impacts by June 2025*
Hold community vote on preferred conservation approach by July 2025*
Implement community's chosen conservation method by [Month] 2026
*Prerequisite, "enabling" Key Results to deliver prior to the stockholder approval of the overall Strategic Plan
Implementation Note: This strategic priority addresses the HOW of conservation, not WHETHER to conserve our community assets. The Board of Managers is unanimous that the Southern Woodland must be preserved. The choice before the community is which conservation method best balances permanent protection with financial responsibility.
Long-Term Objective 2: Ensuring the Safety and Security of our Community
The Chautauqua will implement contemporary risk management practices to protect our community, assets, and operations from foreseeable hazards.
WHY:
- "Ensure safety, including mitigating risks associated with trees and grounds" was identified as a top community priority, reflecting concerns about both property protection and personal safety
- As a homeowner's association that invites the public onto our property and owns income-producing properties, we face unique and complex liability exposures
- Current informal practices leave critical gaps in risk identification, documentation, and mitigation
- Incident reporting and systematic follow-up are currently inadequate, potentially exposing the community to unnecessary liability
"Building and grounds safety. Continuity of the natural surroundings. Maintaining and improving our infrastructure (water and sewer, roads, trees)." - Community Survey Respondent
HOW (Key Results):
Implement formal incident reporting system for slip/fall accidents, tree damage, vandalism, and other safety/security issues by [Month] 2025
Develop and approve comprehensive document retention policy by [Month] 2025
Create standardized lease management system with automated tracking and escalation procedures by [Month] 2025
Establish crisis communication protocol with clear roles and responsibilities by [Month / 2025 or 2026]
WHY:
- Community survey results show significant concerns about safety, particularly regarding tree management, pathway conditions, and emergency response
- Climate change is increasing severe weather events that can create heightened safety risks
- The community's aging demographic profile makes accessibility and emergency planning particularly important
- Proactive safety measures reduce both liability risk and resident concerns
"Fire safety, tree preservation, brush clearing should be 3-4 times a year." - Community Survey Respondent
HOW (Key Results):
Develop and implement a pathway safety assessment program with regular inspections by [Month] 2025. Need to ensure that we strike a balance between our rustic natural setting and safety of our stockholders and visitors.
Create community-wide emergency response plan in collaboration with local first responders by [Month] 2025
Establish clear safety guidelines for community events and activities by [Month] 2025
Implement regular brush clearing schedule (minimum twice yearly) to reduce fire risk by spring 2026
Long-Term Objective 3: Optimize Human Resources
The Chautauqua will strategically manage both paid and volunteer resources to maximize effectiveness while ensuring sustainability of community operations.
WHY:
- Our current staffing structure has evolved organically rather than through strategic planning, potentially creating inefficiencies
- Chautauqua's financial constraints require maximizing return on every dollar invested in paid personnel
- The Borough staffing agreement needs review to ensure equitable service allocation relative to our financial contribution
- Growing operational demands and increased complexity exceed current staffing capacity
"Consider hiring a part time administrator to help with non-financial tasks to support the governing bodies." - Community Survey Respondent
HOW (Key Results):
Review Borough staffing agreement and document services received relative to our financial contribution by [Month] 2025
Create comprehensive task inventory of current and potential staff responsibilities by [Month] 2025
Develop options for optimal staffing configuration with associated costs and benefits by [Month] 2025
Benchmark against similar communities to identify best practices in administrative staffing by [Month] 2025
WHY:
- "Promote community engagement and volunteerism" emerged as a top-5 community priority in the discovery survey
- Current volunteer efforts are siloed and lack coordination, reducing efficiency and leading to duplication
- The polarity mapping session revealed concerns about volunteer burnout threatening program sustainability
- The community has a wealth of talent and expertise that could be better leveraged
"Finding ways to celebrate, reinforce, and appreciate the neighbors who volunteer so much time and energy to keep this place special." - Community Survey Respondent
HOW (Key Results):
Assess feasibility of volunteer coordinator role (whether paid or volunteer) and potential funding options by [Month] 2025
Create skills inventory and volunteer interest database of community members by [Month] 2025
Develop systematic volunteer recognition program by [Month] 2025
Implement new resident volunteer welcome package to engage newcomers quickly by [Month / 2025 or 2026]
Long-Term Objective 4: Financial Sustainability
The Chautauqua will develop and implement a comprehensive financial strategy to support long-term viability while maintaining affordability for residents.
WHY:
- Our current financial model relies heavily on resident assessments, placing a growing burden on homeowners—especially those on fixed incomes
- Community members have expressed strong interest in exploring additional funding opportunities, especially annual giving, targeting/restrictive giving, major gifts and planned (estate) gifts from those eager to ensure Mount Gretna's legacy
- Similarly situated historic communities have found success by cultivating multiple revenue sources, including endowment income, restricted gifts, annual fund campaigns, and collaborative initiatives with aligned nonprofits
"We need to find additional avenues of funding, whether through grants, trusts, or estate gifts so that the burden doesn't fall so heavily on homeowners." - Community Survey Respondent
HOW (Key Results):
Establish a dedicated Development Committee: Recruit board members and community volunteers with fundraising or development experience by [month, 2025]
Planned Giving Campaign: Develop and launch a structured planned-giving initiative (promoting estate gifts and bequests) by [month, 2026]
Restricted Giving Options: Identify 2–3 high-priority targets for restricted donations and clearly communicate these opportunities to the community by [month, 2025]
Endowment Feasibility: Conduct a feasibility study for forming a permanent endowment to support maintenance and cultural programming by [month, 2026]
WHY:
- Current financial systems have improved but still lack the sophistication needed for optimal decision-making
- Community input stressed the importance of transparency in financial matters
- Long-term financial planning requires more robust forecasting capabilities
- Reserve funds need strategic management to ensure availability for future capital needs
"Continue to improve financial management. There isn't a reason why we should run a deficit... something was overlooked and it can't happen again." - Community Survey Respondent
HOW (Key Results):
Develop comprehensive financial policies and procedures manual by [Month] 2025
Implement improved financial reporting system with dashboard for Board and summary reports for community by [Month] 2025
Create 5-year financial forecast model with scenario planning capabilities by [Month] 2025
Establish reserve fund policy with funding targets based on capital needs assessment by [Month] 2026
Long-Term Objective 5: Cross-Community Collaboration
The Chautauqua will cultivate stronger partnerships with neighboring communities and organizations to leverage resources and enhance the broader Mount Gretna experience.
WHY:
- Mount Gretna's municipal groups, neighborhoods, and arts organizations have historically operated independently, missing opportunities for synergy
- Community survey responses highlighted the benefits of greater coordination among entities
- The polarity mapping session identified opportunities for shared resources that could reduce duplication
- Visitors experience Mount Gretna as a single destination, making coordinated planning logical
"We really need to work on extending our community relationships with our closest neighbors, Campmeeting and the Heights. We should strive to become One and work to dissolve the segregation." - Community Survey Respondent
HOW (Key Results):
Establish quarterly leadership meetings among these three groups by [Month] 2025: Neighborhood leaders (Chautauqua, Campmeeting and Heights); Arts organizations (Music, Theater, Cicada and Summer Programs); "Municipal Entities" (Borough, Authority and Chautauqua)
Enhance shared online calendar system for coordinating community events by [Month] 2025
Develop joint approach to visitor management, including parking and wayfinding by [Month] 2025
Identify 2-3 pilot projects for resource sharing across Mount Gretna entities by [Month / 2025 or 2026]
WHY:
- The polarity mapping session identified the need to balance resident quality of life with visitor experience
- Current visitor amenities are inconsistent and sometimes inadequate, particularly regarding public facilities
- Better visitor management could reduce impact on residential areas while supporting businesses and cultural venues
- Coordinated approach could distribute visitor impact more effectively across the broader community
"We need to figure out the public bathroom space so that our community is inviting to visitors and neighbors throughout the year." - Community Survey Respondent
HOW (Key Results):
Complete assessment of visitor needs and current gaps in amenities by [Month] 2025
Develop cross-community approach to public facilities, including bathroom access by [Month] 2025
Create coordinated visitor information materials with consistent branding by [Month] 2025
Implement improved parking management system with clear signage by [Month] 2026
Long-Term Objective 6: Strengthen Arts & Cultural Programming
The Chautauqua will enhance and sustain our distinctive arts and cultural offerings, honoring our heritage while evolving to engage new audiences and ensure long-term viability.
WHY:
- "Reinforce arts and cultural programs to enrich community life" emerged as the second-highest community priority in our discovery survey
- Cultural programming is central to our Chautauqua identity and distinguishes our community from typical homeowners' associations
- Coordination among arts organizations could enhance impact while reducing duplication
- Systematic approach to programs would ensure alignment with community priorities and available resources
"Continue to support the Outdoor Art Show and the Summer Programs series as well as the tenants of the Playhouse. Care for our tree canopy and ongoing planting to replace trees that need to be removed. Without these areas, we lose our identity as a Chautauqua, a destination place and as a desirable place to live." - Community Survey Respondent
HOW (Key Results):
Complete comprehensive assessment of current programming, including attendance trends, financial performance, and community impact by [Month] 2025
Develop sustainable funding model for summer programs, including potential for endowment support, by [Month] 2025
Establish formal coordination mechanism among Chautauqua cultural programs and partner organizations (Theater, Music, Art Show) by [Month] 2025
Create 3-year programming plan with clear financial projections by [Month / 2025 or 2026]
WHY:
- The polarity mapping session highlighted the tension between traditional programming and evolving interests
- Community survey data revealed interest in attracting younger residents and families while maintaining core programming
- Current programming predominantly appeals to older demographic segments
- Engaging next-generation Chautauquans requires programming that meets their interests and availability
"Would like to invite and include younger people, in their 20's - 40's, through programming they would find more engaging." - Community Survey Respondent
HOW (Key Results):
Create multigenerational programming advisory group with representation across age groups by [Month] 2025
Conduct targeted survey of younger community members (under 50) regarding programming preferences by [Month] 2025
Develop weekend programming options to accommodate working families by [Month] 2025
Design at least two pilot programs specifically targeting multigenerational engagement by [Month] 2025. Based upon feedback from the survey a PickleBall pilot should be part of this.
WHY:
- The Playhouse represents one of our most significant and distinctive assets, both culturally and financially
- Community members expressed concerns about programming changes and financial sustainability
- Current lease arrangements may not optimize financial returns or community benefits
- Polarity mapping identified the need to balance traditional programming with evolving offerings
"Amplify the Theater. I have been sad to see the loss of traditional theater (drama and musicals) to tribute shows and imported acts." - Community Survey Respondent
HOW (Key Results):
Complete comprehensive assessment of Playhouse physical condition and capital needs by [Month] 2025
Review current lease arrangement and develop options for optimized structure by [Month] 2025
Create financial model for long-term Playhouse sustainability, including capital reserves by [Month] 2025
Establish formal communication mechanism between Chautauqua and tenant organizations regarding programming direction by [Month] 2025
Long-Term Objective 7: Enhance Communication & Governance Transparency
The Chautauqua will establish consistent, transparent communication and governance practices that build trust, engage stakeholders effectively, and facilitate informed community participation.
WHY:
- "Foster open communication and transparency in governance" was the #1 most mentioned community priority in our discovery survey
- Recent communication improvements (Chautauqua Talk, community surveys, town halls) have been well-received but need institutionalization
- Clear, consistent communication reduces rumors and misinterpretations that can divide the community
- Transparency builds trust, which is essential for effective governance and community support
"Full transparency of what is happening and clear communication." - Community Survey Respondent
HOW (Key Results):
Develop formal communication plan with defined channels, frequencies, and responsibility assignments by [Month] 2025
Establish sustainable production approach for Chautauqua Talk, ensuring regular publication regardless of leadership changes by [Month] 2025
Create standardized templates and protocols for community announcements, decisions, and updates by [Month] 2025
Implement systematic approach to information distribution across multiple channels (email, web, print, meetings) by [Month] 2025
WHY:
- Community survey revealed strong desire for greater involvement in decisions that affect the community
- The polarity mapping session demonstrated the value of structured engagement in navigating complex issues
- Complex decisions (like Southern Woodlands conservation) benefit from transparent, participatory processes
- Research shows that decisions with stakeholder input have higher acceptance and implementation success
"Offer regular online and in-person meetings to keep homeowners informed as opposed to one big stockholders meeting in July. We've already started to do this, so let's keep it going!" - Community Survey Respondent
HOW (Key Results):
Establish quarterly town hall meeting schedule with consistent format by July 2025
Develop stakeholder engagement framework defining when and how community input is sought for different types of decisions by [Month] 2025
Create standardized process for committees to share work-in-progress and solicit feedback by [Month] 2025
Implement systematic approach to documenting and communicating how community input influences decisions by [Month / 2025 or 2026]
WHY:
- Community survey responses indicated concerns about board dynamics and decision-making processes
- Effective governance requires clear roles, responsibilities, and processes
- Board turnover creates continuity challenges without formalized practices
- Complex issues facing the community require robust governance frameworks
"BOM leadership focused on being 'effective' versus being 'right.'" - Community Survey Respondent
HOW (Key Results):
Develop comprehensive board orientation program for new members by [Month] 2025
Support the bylaws committee in completing their proposed amendments (improving quorum requirements, modernizing voting processes, and enabling between-meeting voting) by presenting for community approval by July 2025
Create board operations manual documenting roles, responsibilities, and key processes by [Month] 2025
Establish annual board self-assessment process to identify improvement opportunities by [Month] 2025
WHY:
- Community survey and polarity sessions revealed concerns about how disagreements are handled, with a tendency toward indirect communication and rumors that undermine community cohesion
- This pattern discourages qualified residents from volunteering for leadership roles, limiting the talent pool available for Board and committee service
- Research shows that communities with shared behavioral norms experience higher levels of trust, participation, and satisfaction
- Effective communities distinguish between "problems to solve" and "tensions to manage," embracing productive disagreement while maintaining respectful dialogue
HOW (Key Results):
Convene a series of facilitated community dialogues about "what it means to be a good Chautauqua neighbor" by [Month] 2025
Develop draft set of community principles for neighborly conduct based on dialogue input by [Month] 2025
Present draft principles for community feedback and refinement by [Month / 2025 or 2026]
Finalize and publish voluntary "Good Neighbor Principles" with mechanisms for community members to express support by [Month] 2026