Spring 2008 Newsletter

Winter 2008 Newsletter

 

North Andover Historical Society

Strategic Plan

2009

Mission Statement

“The North Andover Historical Society is a non-profit educational institution, dedicated to preserving, acquiring, teaching, exhibiting and researching North Andover history, which it does mainly through its collections.  This institution serves as a repository for artifacts, archival information, and objects made or used in the North Andover area from the 17th Century onward.  In addition, the North Andover Historical Society supports and promotes the architectural and landscape heritage of the town.” Adopted April 12, 2000

Introduction

“What is Strategic Planning? Strategic planning is a disciplined effort to produce decisions and actions that guide and shape what the organization is, what it does, and why it does it (Bryson, 1995). Both strategic planning and long range planning cover several years. However, strategic planning requires the organization to examine what it is and the environment in which it is working. Strategic planning also helps the organization to focus its attention on the crucial issues and challenges. It, therefore, helps the organization's leaders decide what to do about those issues and challenges.”

STRATEGIC PLANNING IN SMALLER NONPROFIT ORGANIZATIONS
A Practical Guide for the Process, Jan W. Lyddon, Ph.D., Western Michigan University

The 2009 Strategic Plan looks forward to 2013, which will be the 100th Anniversary of the Society. The plan is meant to position the Society to meet the challenges of its second century. Yes, the plan is ambitious and will require a stretch but it is doable. It will be used as a vehicle for strengthening the Society, its Mission and the Board. A clear plan with defined goals can be used to recruit additional people who are excited about a particular issue and willing, even eager to roll up their sleeves to get things done.  Obviously an interest, better yet, a passion for the mission of the Historical Society helps a lot. The Strategic Plan outlines what we as an organization really want and can be. The strategic plan provides a set of strategies that will be a guide to future choices. The Tactics through which the plan is implemented should be reviewed annually by the board for the purpose of reviewing, adjusting, and adding new tactics. 

 

Ongoing operational changes/opportunities and discussions have already moved in directions contained in parts of the Strategic Plan:

• Staffing changes have been implemented.Membership initiatives with the schools have begun.
• A plan is in place to implement a new, "hands-on" reinterpretation of Johnson Cottage
• Discussions regarding Society Buildings and our role as responsible stewards have been started.
• Financial projections and assessments are underway. 

The Plan has been developed over the last year with broad input and consultations from the entire Board, information and findings from the two year self-study Museum Assessment Program as well asguidanceand assistance by consultants from the Executive Service Corps. We thank the Essex County Community Foundation for the grant that made this project possible.

Strategic Planning Committee

Diane Huster, Chair

Cathy Fowler                                             

Kathy Stevens

Michael Lenihan                    

Carol Majahad, Executive Director

 (Also former Committee members Ken Rea and Leslie Young-Lemire)

Executive Service Corps

Eli Lipcon  

  Louise Borke

 

Envisioning the Future

What we want the Society to be in the future 

1. Have Human Resources (staff and volunteer) that are sufficient for programs and events which are compatible with the Strategic Plan and supported by an infrastructure that promotes efficient use of our resources.
2. Have a long range master stewardship plan for all of the properties.
3. Continue to develop a compelling research archive and collection that is relevant to our mission, available to researchers, part of an interpretative plan, properly taken care of, and accessible to the public
4. Have a membership that is growing in numbers and participation.
5. Become a well regarded provider of historical educational programs for area children which are fully funded through a combination of fees, grants, and special event fund raising
6. Sponsor events and exhibits that attract high foot traffic and tell the story of North Andover's Past.
7. North Andover Historical Society shall be financially selfsustaining with a growing endowment.
8. Become very (more) visible and highly regarded in North Andover and the Merrimack Valley as a History Museum and as an important repository of area history and cultural heritage.

Historical Society Core Competencies

What the Society does well now

  Education: Programs for both children and adults

        Research:  Archives and museum staff competencies

        Preserving Collections: Buildings, artifacts, and research materials 

Strategies 

Strategies to reach the plans goals and visions

Specific tactics for each strategy are listed in the Appendix

3. Determine needs and identify space for the expansion/enhancement of Historical Society programs and collections

4. Increase membership through an organized campaign to raise public awareness using the media and direct communications with targeted constituencies such as families of school children and owners of historic homes.

5. Develop events and exhibits that are experiential and/or compelling for visitors who come to the Museum.

6. Eliminate the operating deficit by increasing external financial sources of funds through public support and other revenue enhancing activities.

5 Year Measures of Progress

HUMAN RESOURCES

1. Give the staff annual raises
2. Increase the cadre of regular volunteers from 25 to 50 people
3. Have at least two non board members on every committee where appropriate.

PROPERTY/PHYSICAL FACILITIES

1. Complete a long term documented plan for each property/building
2. Obtain a clear, cordial, transparent, and synergistic relationship with Center Realty Trust
3. Establish a multi year maintenance schedule with identified financial funding.
4. Catalogue and review the entire collection to ensure that all objects in the collection are mission related.
5. The visibility, access, and usability of our archival holdings have increased.

MEMBERSHIP/AWARENESS

1.     Increase the number of members from 200 to 400

2.      Increase annual membership revenue to $25K

3.      Successfully re-brand the North Andover Historical Society

PROGRAMS

1.      Increase the number of adult participants in paid programs from 500 to 1000 per year

2.      Increase the number of children participants in paid programs from 1750 to 3000 per year

 

FINANCIAL

1. Eliminate the operating deficit
2. Increase annual operating revenues from museum activities $20- $60K
3. Double the endowment from $1MM to $2MM

 

Page Last Modified Fri 12-19-2008 16:53