Five-Year Plan

From Augustan Society Staff Wiki
Revision as of 18:30, 28 October 2014 by Bruce (Talk | contribs)

(diff) ← Older revision | Latest revision (diff) | Newer revision → (diff)
Jump to: navigation, search

For medium-range planning, The Augustan Society, Inc., has named a Planning Committee and assigned them the task of developing and maintaining an rolling five-year plan for the Society. The October 2014 draft of their plan follows:

The Future of the Augustan Society FIVE YEAR PLAN

This document presents a plan for The Augustan Society, Inc. to continue to stabilize and grow according to its mission. With a mind toward the organization's 75th anniversary, this plan also includes some long-range desired outcomes, but the focus of this report is on actionable and measurable items that may be undertaken during the next five years.

Structured in a sequence based on the Mission and Values Statements below, this report presents ideas and recommendations in three areas:

  1. Administration and Infrastructure
  2. Areas of Study and Tradition
  3. Areas of Service

Recommendations have been made by individual Board members and Consuls, in committee discussion and in Board meetings. Where possible, proposed measurements of success have been indicated.

MISSION STATEMENT

The Augustan Society, Inc. promotes the study and traditions of chivalry, genealogy, heraldry, history before AD 1700, and nobility by providing unique, high-quality resources, including a library, museum, publications and services for members and the public.

VALUES STATEMENT

We work to further chivalric values in society by the manner in which we conduct ourselves and our business.

This should be considered a "working document" that can be amended and developed according to the needs of the organization and as new information is gathered. This document should also be updated to reflect the results of initiatives. It is further recommended that portions of this document that are undeveloped be submitted to existing relevant committees and subgroups for development and evaluation on a periodic basis.

It is ultimately the recommendation of this document that it function as the basis for a series of annual business plans for the organization. While we cannot accomplish all things in a single year, we can certainly break down this large body of recommendations into plans and tasks that we may be able to accomplish and measure on an annual basis.

Area 1 —'ADMINISTRATION AND INFRASTRUCTURE

As the Society grows, there are fundamental needs which must be met. This list below includes a range of resources to develop and implement organizational infrastructure that have been identified as essential to the Society's growth and wellbeing.

  1. Annual Communications Calendar
    1. An internal schedule of all planned communication with members and the public will allow for smooth and predictable times to share information, for planning ahead to promote initiatives, and reasonable deadlines for inclusion in communications. The schedule may be developed with assistance and input from the Publications Committee.
    2. The schedule should include:
      1. Augustæum
        1. Frequency: bimonthly. Annually, frequency should be re-evaluated to consider increase to monthly. Factors to consider in increasing frequency: cost, urgency of information, member participation in providing content.
        2. Currently produced by Consul Bruce Metcalf in his capacity as Augustæum Editor. Printing and mailing are done at headquarters.
      2. Augustan Handbook Wiki
        1. Replace printed Handbook with online wiki, allowing for fast updates and immediate distribution at trivial cost.
        2. Updates would be done on an as-needed basis.
        3. Link to Wiki would be regularly provided to all members, perhaps in the Augustaeum and in the members section of the website.
        4. Infrastructure to be developed by Kimon Vergara and Bruce Metcalf. Updates to be entered by Consuls.
        5. Regular review of content to be scheduled as part of communications calendar.
        6. Regular promotion of specific content to be scheduled as part of communication calendar. I.e., including a link to the nominations section when Board nominations are mentioned in print to members.
      3. Fundraising
        1. Regularly scheduled direct mail requests for donation for the annual campaign
        2. Inclusion of fundraising news and requests in the Augustaeum
        3. Digital form on the Society website for donations via credit cards and Paypal
      4. Board Nominations
      5. Calls for Content for Publications
      6. Invitation to Annual Convention
      7. Rose Newsletter
      8. Omnibus
        1. Published twice annually
      9. Announcement of new publications
        1. Include in Augustaeum
        2. Include in advertising sections of Omnibus
        3. Flyer to be included in mailings
        4. Online advertising where appropriate for subject
          1. Attempt to barter or trade advertising instead of spending funds
          2. On Society website
        5. Review copies of publications sent to relevant reporters, news editors, bloggers and book reviewers, with follow up to ask for reviews and endorsements
      10. Email Newsletter
        1. A survey of members to be undertaken to determine necessity
        2. Content can be digital version of Augustaeum
        3. Use of service such as Constant Contact can yield useful data about member interests and allow for automated management of email lists
      11. Social Media Updates
        1. Facebook - optimal updates are daily or multiple updates per day
        2. Twitter - optimal updates are daily or multiple updates per day
        3. Use a platform such as HootSuite to pre-load updates and release them according to a planned schedule.
      12. Website Updates
        1. As needed
        2. Routine review of web content on periodic basis, perhaps to be assigned to various committee and board members by web masters
        3. Establish a forum for discussion on the website; moderator needed
      13. Indicators of success: annual schedule is created, with 75% of deadlines met in 2015. 80% in 2016. 85% in 2017. 90% in 2018. 90% of deadlines met is ultimate goal.
    3. Expanded Volunteer Involvement
      1. Staff expect that the opening of our Library will encourage and enable local volunteers.
        1. Broadcast this opportunity using online resources such as volunteermatch.org
      2. For non-local volunteers, staff feels the need for a Volunteer Coordinator. <ol type="i"
      3. Advertise this opportunity to members via the Augustaeum
    4. Increase in members' volunteering
      1. Committee participation
      2. Writing for publication
      3. Research as a paid service and also as an assist for staff
      4. Fundraising
      5. Digitizing back issues of publications; cross-check of OCR documents
    5. Indicators of success: increase in number of volunteers, number of volunteer hours and number of projects successfully undertaken. More specific data needed to cast these goals into concrete numbers.
  2. Financial Management and Development
    1. Investment Fund
      1. The investment fund is currently earning approximately $11,000 annually with a very cautious approach to investment that is yielding about 4% return.
      2. Indicators of success: continue to gain 4% return.
    2. Fundraising
      1. Establish Fundraising Chairman and possible committee to spearhead annual fundraising campaign
        1. Indicators of success: active member(s) contribute time and effort needed to accomplish annual fundraising campaign
    3. Establish and promote annual campaign for specific goals
      1. 2014 - Augustan Library Fund
        1. This pilot project aims to collect $10,000 in FY 2014
        2. To date, it has collected $1680
        3. Has been on hold due to loss of nonprofit status of organization
        4. Indicators of success: participation from 95% of membership, meet 50% of goal
    4. 2015 - Augustan Library Fund
    5. 2016 - Augustan Special Collections Fund (to repair, rebind or replace volumes in unusable condition)
    6. 2017 - Augustan Headquarters Fund (to purchase permanent location)
    7. 2018 - suggestion needed
    8. 2019 - suggestion needed

    3. 3. Continue "Buy-A-Box" campaign until all books are unpacked a. In mid 2014 it was determined that a critical lack of shelving space required the use of this fund to purchase more storage shelving. b. Requests for donation to this fund have been included in recent member communications and have yielded some return. While the account is still operating at a deficit, it is likely to continue to yield returns for the remainder of the year. c. Indicators of success: close gap of $1842 deficit bv end of year 4. Cataloging Fund a. A $10,000 donation was made in 2011, with the stipulation that it be used to fund the expenses incurred by cataloging the book collection. b. An online book catalog has been established c. Nearly 3,000 books have been catalogued to date d. This project is managed by the Consuls at the Florida headquarters e. The establishment of a library location would allow Consuls to recruit and supervise volunteers to work on the project f. It is estimated that approximately 15,000 volumes remain to be catalogued. g. Indicators of success: all books and ephemera catalogued at a rate of 10% per year 5. Establish perennial campaigns for general support a. Trusts, Wills and Life Insurance, life annuities i. Mention of these donation options may be made in regular member communications ii. A direct mail project is recommended, with a letter to be sent to all members suggesting that the Society be remembered in wills, trusts and life insurance, with relevant information such as tax ID iii. A direct mail project is recommended, with a letter to be sent to all members suggesting that book and ephemera collections and personal papers be donated to the Society 1. indicators of success: mailing sent on annual basis, mentions made 3 times annually in various publications iv. Memorial Funds 1. The Hans Von Leden Memorial Fund was established in 2014. To date it has raised $565. b. General Fund i. Historically, the annual fundraiser has aimed to replenish this fund, which is used for operating expenses ii. Donations that are not received for specific purposes are placed in this

    fund
  • Public Relations
    1. Memberships in scholarly organizations
    2. Board members and Consuls attend relevant events and conventions, representing Society
    3. Identify top salable items and services and advertise those in relevant websites and publications
      1. Registration of arms
      2. Rolls of Arms
      3. Little Manual of Heraldry
      4. Omnibus Subscriptions
      5. Used and surplus books and magazines.
    4. Headquarters
      1. Suitable location to be found
      2. Headquarters Chairman to be named and to assist in search
      3. Possible renovations or building maintenance to be performed before move in
      4. Need for furniture, office supplies and equipment; budget tbd for these expenses
      5. Indicators of success: location found, secured and occupied
    5. Staff Development
      1. Paid staff or executive director position has been discussed i. It may be prudent to reach for a part-time clerk rather than a full-time executive Director ii. Consideration of this position should wait until move into Library is complete and needs of organization can be better assessed iii. Consul is unsure if a paid executive director is needed or necessary. It may well be that competent clerks could perform most of the Society's administrative work, with volunteers covering matters requiring expertise. iv. A post-Metcalf plan needs to be established 31. Capture institutional knowledge and directions for processes in wiki 32. Determine how to handle transition from Consuls once they retire
      2. To revise our lists of offices and chairmanships to distinguish between essential and optional i. Consuls suggest that any reorganization create departments for the five major areas of study, Library, Museum, Communications, and Administration.
      3. Fill vacancies in essential leadership positions
    6. Membership
      1. Membership Development i. Membership drive 33. Identify subgroups of potential members, i.e. college history students, members of specific orders of chivalry, New England Colonial Genealogist 34. Research past programs, members, publications to analyze for success, new ideas, better understanding of membership interests and needs 35. Staff will be reaching out to Phi Alpha Theta, the national history honors society. This may prove a worthy model (positive or negative) for other such. ii. Advertising ii. Identify magazines and websites that serve membership drive subgroups iii. Advertise membership to those subgroups
      2. Membership Participation i. Attendance at annual convention ii. Leadership to invite participation in committees, etc. from specific members iii. Awarding Balling and Metzler Awards to promote idea of participation iv Geographical chapters (long term goal) 1. A study of member residences (in US and Canada) suggests that some areas may already have reached sufficient membership density to make this possible, the New York area in particular. v. Special interest groups membership increased (long term goal) vi. This is already the immediate goal of the lineage groups and an explicit assignment of the Deans.
      3. Member Interest Survey i. Staff suggests it's about time to send out another round to those who did not at first reply — though perhaps, given the largely electronic nature of our communications, it would be sufficient to contact members by email
      4. Membership Marketing materials i. Digital 36. Keep website updated 37. Web banners 38. Brochure PDF ii. Print 39. General brochure 40. Standard print ads for use in advertising
      5. Board members' recruitment efforts

    Area 2 — STUDY & TRADITIONS

    1. STUDY & TRADITIONS - HISTORY
      1. History Committee
      2. History - First Peoples Committee
    2. STUDY & TRADITIONS - GENEALOGY
      1. Genealogy Committee
      2. Descents from Antiquity
      3. Family of Augustans
      4. Society of Descendants of Ireland
      5. Society of Descendants of Scotland
      6. Society of Descendants of the Latin Kingdom of Jerusalem
      7. Certified Lineages
    3. STUDY & TRADITIONS-CHIVALRY
      1. Order of the Augustan Eagle
      2. Noble Company of the Rose
      3. Chivalry - Recognized Membership
      4. Chivalry - Recognized Orders
      5. Chivalry Committee
    4. STUDY & TRADITIONS - HERALDRY
      1. Heraldry Committee
      2. Arms Registration Subcommittee
      3. Arms Registration
      4. Online Index to Arms
      5. Online Ordinary of Arms
    5. STUDY & TRADITIONS - NOBILITY
      1. Nobility Committee
      2. Nobility - Contemporary List of Royalty
    6. OTHER
      1. Medals and Decorations Committee 1. Insignia sales

    Area 3 — SERVICES

    1. LIBRARY
      1. To obtain and occupy rented facilities for our offices and library 1. Feasibility study - financial a) We have essentially conducted such recently. It would require an additional $12k/an income or an additional $250k in the Investment Fund. Both would need to increase to keep pace with inflation. b) Renovations/Updates 2. Furniture/Equipment
      2. Grand opening
      3. Online catalog
      4. Research services
      5. Indicators of success: location selected and established bv end of 2014 (needs revision): catalogued books are shelved at library location and available for use and/or loan. Purchase of space is a long term goal, possibly bevond the 5-vear scope of this document.
    2. MUSEUM
      1. Exhibits 1. Inventory our museum collection, disposing of items which do not support or enhance our mission and our core products. 41. We have a fine philatelic collection, for example — probably the most through and complete part of our collection — but does it permit us to pursue our mission? 42. Most museum surplus items are of trivial value 43. Design and construction of traveling exhibits based on the collection (1) Solicitation or purchase of artifacts needed to enhance or complete travelling exhibits
    3. PUBLICATIONS
      1. Publications Committee 1. Consider peer-reviewed publications
      2. Augustan Omnibus - Annually i. Increase frequency ii. Increase Omnibus size iii. Periodically evaluate design/layout to remain current within field iv Subscription Development 44. Book - Bigger Manual of Heraldry 45. Book - Germond, Ancestry 46. Book - Uphoff, Chinese Kings 47. Book - Vigil, a Knight's Training Program 6. Roll of Arms, Volume IV a The Rolls of Arms are self-funding, thanks largely to print-on-demand technology. Promotion will likely require more funding than printing. Pre-publication sales should help with that. b. Rolls Editor has been appointed 7. Rose Roll of Arms a This project has been tabled by the Rose Council, but may at some point be taken up again. 8. Back Issue Digitizing and Sales a This is an ongoing project. b. Off-site volunteers are needed to edit the output of the OCR software and to reformat the material for reprinting. 9. Chivalry Newsletter a Has been tabled for the time being. 48. Roll of Arms Reprints 49. Online Armorial 50. Ordinary of Arms 51. Rose Newsletter 52. Online Index to Arms a This is presently idle as we focus on the Armorial and Ordinary, but would be revived if a volunteer were found. 15. Social Media a Blogs - work to be featured on others' blogs 16. Descents From Antiquity a A major revision is in progress, as time permits. 53. Increase variety of media in which publications are presented (paper, digital, etc.) (long term goal) 54. Reprint Sales 55. Used Book Sales 56. Augustan Society Online Store 57. Augustan Society Website a. Our main web site is a fixed cost based on membership, no matter how large we make it. Our Store and Library sites cost less than $25/month, and it would take quite substantial growth to exceed that.
    • Retrieved from "http://wiki.augustansociety.org/index.php?title=Five-Year_Plan&oldid=448"