Difference between revisions of "Centennial Vision"

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Some feel it is important that The Augustan Society, Inc., has a vision of what it wants to become. In a perfect world, this would come first, and all other planning would be in service of that goal. In this world, the [[Board]] has shown indifference to such long-range plans, leaving [[Consuls]] to develop the program outlined below. They would welcome additional input, or the Board resuming this responsibility. The term "Centennial Vision" is adopted to avoid confusion with the [[Long-Range Plan]] or the [[Vision Statement]], and because it would not surprise this writer if it took until at least 2057 to achieve.
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Some feel it is important that The Augustan Society, Inc., have a clear vision of what it wants to become. In a perfect world, this would come first, and all other planning would be in service of that goal. In this world, the [[Board]] has shown a fair amount of indifference to such long-range plans, much to the frustration of [[Consuls]]. The Board created a [[Five-Year Plan]] (and handed maintenance off to the [[Eagle Council]], but this did not strike Consuls as sufficiently "long".
  
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Edward Ellsworth Jones (1927–1993) wrote: "When the administrator feels himself to be the sole driving agency, and finds himself chiefly engaged in arousing those who are apathetic and coercing those who are antagonistic, there is something vitally wrong with the administration. An executive should find himself engaged chiefly in directing the energies which create themselves naturally in all parts of the business, and in finding the proper outlet for the eager upward striving of the ranks below."
  
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'''A Centennial Vision for The Augustan Society, Inc.'''
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There are two ways to take this advice:
  
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=Introduction=
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# That Consuls should sit on their hands, facilitating only those programs which have support. Their advocacy should be limited to reminding the membership on occasion of each program that is dormant for lack of support; or
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# That Consuls, desirous that the Society become at least successful enough to move out of their dining room, should advocate with both Board and membership for such programs as they believe would be of benefit to the Society.
  
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The nature of a non-profit organization being what it is, and that nature being subject to wide swings of the pendulum from affluent to impoverished, from too many members to service to too few to govern, and from popularity of topic to social approbation, great effort must be expended in good times that the following bad times are not so bad as to terminate the organization.
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This "Centennial Vision", and the "Proposals" it contains, were Consuls' effort to promote and recommend action in accord with the latter of these. They recognized that such was beyond their contractual role, but felt moved to extend their duties for the reason above, if not others.
  
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It is also necessary that a clear view of where the organization wishes to be, what it wishes to become, is in hand and that such a vision is kept in mind, as it should drive all planning and programming, indeed the very structure of how the organization operates.
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With the end of the office of Consul in 2017, responsibility for maintaining this Vision falls to the Board, or whomever they elect to delegate the task to. It would not surprise the outgoing Consuls if it was allowed to lay fallow indefinitely, but they would thrill if that were the result of the Board or Eagle Council taking up the responsibility for long-range planning in earnest.
  
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Neither of these is possible without articulating this vision. This document is a rough draft of such a vision; indeed it will always remain a rough draft, as change is the only constant. Care must be taken, however, that this change is organic, gradual, and serves the ends of the Society. Without such care, it will become "mission creep" and lead the organization to become something else.
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The title "Centennial Vision" was adopted to avoid confusion with the [[Five-Year Plan]], the [[Long-Range Plan]] (since abandoned), or the [[Vision Statement]], and because it would not, alas, be surprising if it took until at least 2057 to achieve.
  
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=Physical Plant=
 
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The Society has had a public [[Headquarters]] for about half of its existence, the other half being worked out of the private home of the [[Founder]] or [[Consuls]]. The advantages of a public Headquarters are many, including:
 
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#Security from the termination of the or Consuls
 
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#The ability to collect all Society property to one location
 
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#The ability to bring volunteers in to assist with the work
 
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#The ability to hire paid staff
 
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#The ability to welcome guests, patrons, and members
 
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#The ability to impress such guests, patrons, and members with the size and stability of the Society
 
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#Improved ability to obtain grants
 
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#Avoidance of the need to relocate (as often)
 
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#Avoidance of the need to change our mailing address (with consequent loss of contact)
 
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'''The Society must have a goal of obtaining (and retaining) a public Headquarters. To ensure that such a facility may be retained, we must create an [[Investment Fund]] sufficient that its revenue will cover the costs of rent, utilities, and taxes (if any).'''
 
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The location of a rented Headquarters is presently constrained by the location of the present Consuls, who would naturally be unwilling to commute extended distances. Should a move be coincident with replacing the present Consuls (something they would not object to), the location could be moved to any suitable place.
 
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Further advantages may be had from owning rather than renting, including:
 
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#The ability to modify the facility to better meet operational needs
 
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#The ability to decorate the facility to better express our Society's personality
 
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#The ability to do the above without concern for losing the value when obliged to relocate
 
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#Avoidance of the need to relocate (except as the Society may feel the need)
 
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'''The Society must have a goal of obtaining (and retaining) a public Headquarters that is owned by the Society. To ensure that such a facility may be retained, we must create an [[Investment Fund]] sufficient that its revenue will cover the costs of utilities, repairs, and taxes (if any).'''
 
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The location of such a permanent Headquarters should not be constrained to the vicinity of the present Consuls. One would expect the use of the facility to long outlast their service, and Orlando may not be the best location in the long term. At some point, it will be appropriate to determine what considerations should be given to a permanent location, and a search for a nation, city, neighborhood, and parcel then be based on those considerations.
 
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These two goals above are not in conflict. The first is likely to be easier to obtain, and a portion of the investments dedicated to rent under the first may be diverted to purchse the facility in the second. This is particularly true as $285,000 of the Investment Fund is the Balling bequest, which is restricted to capital purchases (by original intent, if not contract).
 
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That said, a facility or funds to purchase one may appear as a gift or grant. In that case, it may be possible to leapfrog the first goal for the second. While this will of course be tempting, the Society should seriously consider if the location offered is in the long-term best interests of the Society. Worst case, we might accept the gift or grant in a sub-optimal location, then sell it and move at a later date (perhaps after the death of the patron or expiration of the grant).
 
  
 
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=Staff=
 
  
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'''A Centennial Vision for The Augustan Society, Inc.'''
  
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=Administrative Structure=
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#[[Introduction to Vision]]
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#[[Administration Vision]]
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#[[Staff Vision]]
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#[[Facilities Vision]]
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#[[Chivalry Vision]]
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#[[Genealogy Vision]]
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#[[Heraldry Vision]]
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#[[History Vision]]
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#[[Nobility Vision]]
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#[[Study Group Vision]]
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#[[Communications Vision]]
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#[[Library Vision]]
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#[[Sub-Groups Vision]]
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#[[Vision Proposals]]
  
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=Chivalry Activities=
 
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The Chivalry Department would engage in the following activities:
 
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==Chivlary Committee==
 
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==Recognition of Orders of Chivalry==
 
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==Recognition of Membership in Orders of Chivalry==
 
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==Maintenance of a List of Postnominals==
 
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==Maintenance of a List of Orders Qualifying for Crusader Membership in the SDKLJ==
 
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==Library Support==
 
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==Article Solicitation==
 
  
 
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=Genalogical Activities=
 
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The Genealogy Department would engage in the following activities:
 
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==Genealogy Committee==
 
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==Lineage Certification Committee==
 
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==Descents from Antiquity==
 
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==Family of Augustans==
 
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==Library Support==
 
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==Article Solicitation==
 
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=Heraldic Activities=
 
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The heraldic activities of the Society would include:
 
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==Heraldry Committee==
 
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===Arms Design Consultation===
 
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===Society Departmental Arms and Logo Design and Registration===
 
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===Library Advising===
 
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===Reviews of Books and other Publications on Heraldry===
 
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===Solicitation of Articles for the ''Omnibus''===
 
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==Arms Registration Committee==
 
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===Registration of Arms===
 
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==''Online Armorial''==
 
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==''Index to Arms Registered or Published by the Society''==
 
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==''Ordinary of Arms Registered or Published by the Society''==
 
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==''Index to Arms Registered by Cooperating US Registries''==
 
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==''Ordinary of Arms Registered by Cooperating US Registries''==
 
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==''Augustan Society Roll of Arms''==
 
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==''Rose Role of Arms''==
 
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==''Manual of Heraldry''==
 
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=Historical Activities=
 
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=Nobiliary Activities=
 
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=Publications and other Communications=
 
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=Library=
 
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=Museum=
 
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=Sub-Groups=
 
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*[[Administration|back to Administration]]
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:* [[Introduction to Vision|forward to Introduction to Vision]]
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*[[Main Page|back to Main Page]]
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:* [[Vision Proposals|forward to Vision Proposals]]
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* [[Administration|back to Administration]]
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* [[Main Page|back to Main Page]]

Latest revision as of 10:08, 31 March 2018

Some feel it is important that The Augustan Society, Inc., have a clear vision of what it wants to become. In a perfect world, this would come first, and all other planning would be in service of that goal. In this world, the Board has shown a fair amount of indifference to such long-range plans, much to the frustration of Consuls. The Board created a Five-Year Plan (and handed maintenance off to the Eagle Council, but this did not strike Consuls as sufficiently "long".

Edward Ellsworth Jones (1927–1993) wrote: "When the administrator feels himself to be the sole driving agency, and finds himself chiefly engaged in arousing those who are apathetic and coercing those who are antagonistic, there is something vitally wrong with the administration. An executive should find himself engaged chiefly in directing the energies which create themselves naturally in all parts of the business, and in finding the proper outlet for the eager upward striving of the ranks below."

There are two ways to take this advice:

  1. That Consuls should sit on their hands, facilitating only those programs which have support. Their advocacy should be limited to reminding the membership on occasion of each program that is dormant for lack of support; or
  2. That Consuls, desirous that the Society become at least successful enough to move out of their dining room, should advocate with both Board and membership for such programs as they believe would be of benefit to the Society.

This "Centennial Vision", and the "Proposals" it contains, were Consuls' effort to promote and recommend action in accord with the latter of these. They recognized that such was beyond their contractual role, but felt moved to extend their duties for the reason above, if not others.

With the end of the office of Consul in 2017, responsibility for maintaining this Vision falls to the Board, or whomever they elect to delegate the task to. It would not surprise the outgoing Consuls if it was allowed to lay fallow indefinitely, but they would thrill if that were the result of the Board or Eagle Council taking up the responsibility for long-range planning in earnest.

The title "Centennial Vision" was adopted to avoid confusion with the Five-Year Plan, the Long-Range Plan (since abandoned), or the Vision Statement, and because it would not, alas, be surprising if it took until at least 2057 to achieve.



A Centennial Vision for The Augustan Society, Inc.

  1. Introduction to Vision
  2. Administration Vision
  3. Staff Vision
  4. Facilities Vision
  5. Chivalry Vision
  6. Genealogy Vision
  7. Heraldry Vision
  8. History Vision
  9. Nobility Vision
  10. Study Group Vision
  11. Communications Vision
  12. Library Vision
  13. Sub-Groups Vision
  14. Vision Proposals



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