Revision as of 13:58, 30 October 2014

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.

A Centennial Vision for The Augustan Society, Inc.

Introduction

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.

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.

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.

Physical Plant

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:

1. Security from the termination of the or Consuls
2. The ability to collect all Society property to one location
3. The ability to bring volunteers in to assist with the work
4. The ability to hire paid staff
5. The ability to welcome guests, patrons, and members
6. The ability to impress such guests, patrons, and members with the size and stability of the Society
7. Improved ability to obtain grants
8. Avoidance of the need to relocate (as often)
9. Avoidance of the need to change our mailing address (with consequent loss of contact)

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).

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.

Further advantages may be had from owning rather than renting, including:

1. The ability to modify the facility to better meet operational needs
2. The ability to decorate the facility to better express our Society's personality
3. The ability to do the above without concern for losing the value when obliged to relocate
4. Avoidance of the need to relocate (except as the Society may feel the need)

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).

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.

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).

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).

Staff

Administrative Structure

Chivalry Activities

The Chivalry Department of the Society will engage in the following activities:

Chivlary Committee

Recognition of Orders of Chivalry

Recognition of Membership in Orders of Chivalry

Maintenance of a List of Postnominals

Maintenance of a List of Orders Qualifying for Crusader Membership in the SDKLJ

Genalogical Activities

The Genealogy Department would consist of the following activities:

Genealogy Committee

Lineage Certification Committee

Descents from Antiquity

Family of Augustans

Library Support

Article Solicitation

Heraldic Activities

Historical Activities

Nobiliary Activities

Publications and other Communications

Library

Museum

Sub-Groups

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