Project Information

Bid Title

NOVA Parks Strategic Plan RFP Addendum - Questions Received

Issuing Agency

Northern Virginia Regional Park Authority

Location

Virginia

Published Date

Apr 30, 2026

Closing Date

May 1, 2026

Government Level

State & Local

Status

Closed

Original Source

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Project Description

NOVA Parks Strategic Plan RFP Addendum - Questions Received

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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:

From:

Date:

Re:

NOVA Parks Board of Directors

Justin M. Wilson, Executive Director

March 11, 2026

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

March 19, 2026

April 15, 2026

Before July 2026

July – August 2026

September – October 2026

November 2026 – January 2027

February 2027

March 2027 Board Meeting

Milestone / Activity

NOVA Parks Board Endorses Strategic Plan Process

All-Staff Meeting (Initial Staff Input on Strategic Plan)

Selection of Strategic Plan Consultant

Public Surveys & Stakeholder Interviews (Board members, local

elected officials, appointed officials, NOVA Parks staff, partner

organizations)

Board Strategic Plan Retreat

Plan Development

Public Release of Final Draft Strategic Plan

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,

2

4.2.2

4.4.2

4.5.2

4.6.1

5.1.4

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.

Develop plans for Arlington County Dual Trails along the W&OD and

initiate community engagement by 2024, and construct when permits

are approved.

Engage with the leaders in the City of Fairfax to plan and implement the

Gateway Regional Parks Wetlands Project by 2024.

Create new and improved trails with an investment of over $6 million

by 2027.

Engage public in visioning the future of Cameron Run in coordination

with the City by 2025.

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.

3

Commodity Codes

• NAICS 541611Administrative Management and General Management Consulting Services

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