To help keep people safe on the mountain and during other outdoor activities.

Vision Themes 2030

The NSP is one of the leading non-profit organizations in the world because:
  1. We are recognized as the premier provider of outdoor rescue education;
  2. We have increased membership numbers, diversity and increased retention;
  3. We have broadened our reach into other sporting activities and events;
  4. We have become financially self-sustaining; and
  5. All of our members have compelling stories of patrolling success.

Core Values

  • Excellence
  • Service
  • Camaraderie
  • Leadership
  • Integrity
  • Responsiveness

Strategic Objectives

Pillar 1 – Programs
Our programs meet the current (and future) needs of our members, customers and other stakeholders. These programs (both curriculum-based and non-curriculum based) are relevant, high quality and available.

High-level strategic goals:

    1. Evaluate existing and proposed new programs for relevance, quality and availability using a new Program Evaluation Tool. This program evaluation process should include an assessment of the program:a. Meeting stated objectives and needs including an appreciation of impact and value to the organization, including ongoing relevance to the strategic plan, members, principle customers and other stakeholders
      b. Being available to those who need the program (considering face-to-face availability geographically or an on-line presence), scheduling, etc.
      c. A review of each program to determine if the program should continue to stand-alone, if we should be partnering with another organization for delivery, or outsource and cost analysis
    2.  Continue to develop and measure program Quality Assurance. QA exists for many of our programs, but is not regularly reported, nor tracked. Many of our non-curriculum programs have no QA in place, which may need to be developed. Quality assurance includes adherence to curriculum, robust and high quality delivery, ongoing certification maintenance for instructors, collecting and reporting student evaluations and adhering to Quality standards.
    3. Protect the value and sustainability of OEC while protecting ourselves from outside oversight.a. Develop and maintain a strong local medical oversight system with documentation
      b. Timely updates to curriculum and roll-out for standard of training continuum that meet the stated needs of our organization
      c. Develop a strong promotion campaign for industry partners and other outdoor sports groups that includes regular status updates to customers and ongoing conversation about OEC and its value with key stakeholders
    4. Enhance program marketing to all stakeholders. This includes print, electronic and web-based communications and messages.

Pillar 2 – Brand Awareness, Identity and Value
Communicate and enhance NSP’s value to our members, customers and other stakeholders.

High-level strategic goals:

  1. Determine requirements and needs of each set of stakeholders
  2. Build the brand and partnerships
  3.  Stakeholder education about our brand identity

Pillar 3 – Technology and Infrastructure
Our technology and infrastructure allow us to accomplish our mission and goals. We will use standard operational procedures and accommodate multiple user interfaces to provide target group(s) specific content, best practices and institutional knowledge to our community.

High-level strategic goals:

  1. We have a robust IT platform(s) that serves the needs of staff and members. This incorporates website, back-end data-base and applications (e.g. mobile apps).
  2. We develop a knowledge management system to share both tacit and explicit knowledge
  3. We develop and maintain standard operating procedures, roles, outcomes and systems
  4. Our staffing, infrastructure, and funding support our goals and mission

Current Strategic Plan Dashboard (updated October 2020)