Introduction

SHMA is managed by its officers (the President and Vice President),[1] the Board of Directors (the officers, eight trustees, and the immediate past president[2],and, as non-voting members of the Board, the Recording Secretary, Corresponding Secretary, and Treasurer)[3], a Director[4],and a Curator[5]. Additionally, there are several positions that fall under either the Director (standing and ad hoc Committees) or the Vice President and Curator (Orr Home, Bair Store, Museum, Wagon Shop, and Special Collection Managers).

In this plan, the President, Vice President, Immediate Past President, and Trustees will be referred to as “management” who fall under the leadership of the President. TheDirector, Curator, Treasurer, Corresponding and Recording Secretaries, Committee/Sub-committee Chairs, and Collection Managers will be referred to as “staff”.The Director falls under the leadership of the President and the Curator under the leadership of the Vice President.

Collectively, management and staff workas a team to:[6]

  • protect and enhance the museum's collections and programs and its physical, human, and financial resources,
  • ensure that all these resources support the museum's mission (see “Statement of Mission” on the next page),
  • be responsive to the diversity of racial, religious, and ethnic cultures of Steilacoom and the region, and to
  • provide educational opportunities

To successfully implement this plan:[7]

  • all leaders (whether in management or staff)shallunderstand and support its mission and public trust responsibilities,
  • leaders act as a team and not as individuals,
  • the museum's programs and its physical, human, and financial resources are protected, maintained, and developed in support of the museum's mission,
  • leaders are responsive to and represent the interests of the Steilacoom and regional society
  • management and staffmaintain a relationship such that shared roles are recognized and separate responsibilities respected
  • mutual respect is maintained among managers, staff, volunteers, and members in general
  • policies are clearly communicated
  • revenue-producing activities and activities that involve relationships with external entities are compatible with the museum's mission and support its public trust responsibilities, and that
  • the public good is the utmost objective

This plan is a living document with the intent that it be modified or replaced if necessary due to, for example, changing economic conditions, significant increase or decrease in membership, revenue, or availability of volunteers, new goals being recognized, or existing written goals being considered obsolete or untenable.

The last long range strategic plan was written in November1994.[8] , Although not formally adopted, it served to guide the association through several major improvements (e.g., restoration of the Orr Home, remodeling of the Bair Drug and Hardware building, and construction of a new Museum building). In January 2006, a status report, Report of the Long Range Planning Committee,evaluated the progress of the 1994 plan and challenged management to improve the health of the Association. This report, and the 1994 plan, form the basis for this 2011 long-range plan.Copies of these documents are filed in the SHMA office. Development and adoption of this 2011Long Range Strategic Planfinalizesthe planning effort by defining goals,formalizing required actions, assigning responsibilities, and establishing specific timelines.

Strategic Goals

The 2006 Report of the Long Range Planning Committeedescribed four planning “areas”:

  • Leadership Transition
  • Change in Basic Nature of Programs
  • Fiscal Viability
  • Management

Goals relating to these four planning areas are divided into two sections:management and staff. Some goals are found in both sections because actions are required of both management and staff, but for each such duplication, different actions will be required. Such goals are marked “shared goal” after the Goal number. Goals are numbered only for reference and not for priority of achievement.

Management Goals, Actions, and Timelines[9]

  • Leadership Transition

Goal 1: (shared goal) Identify, develop, and support leaders within the Steilacoom Historical Museum Association (SHMA)

SHMA managers, staff, and members must work together to identify and develop new leaders. Identifying potential leaders on a timely basis will help preserve the memories of longtime residents in accordance with SHMA’s mission statement (page 1). SHMA officers and Board trustees must, whenever possible, identify potential replacement officers and trustees based on strengths needed for Board diversity and balance. They will also notify the Director of members who show potential forserving in staff leadership positions.

Action Required: The Board shall annually assess the composition of the Board to determine strengths and weaknesses. The assessment will be provided to the Nominating Committee and the President as guidance for filling anticipated and unanticipated vacancies. The president will continuously assess the effectiveness of the Board to maximize the potential of each individual within the group.

Timeline: 2011; ongoing

  • Change in Basic Nature of Programs

Goal 2:(shared goal)Initiate and Maintain Professional Development

TheBoard shall seek professional development in museum and organizational issues and share that knowledge with other Board members.

Actions Required:

1. Create a budget and a process for attending workshops, seminars, and other professional development activities

2. Identify and inform the Board of those opportunities

3. Schedule time in Board meetings for feedback

Timeline: 2012 Budget

Goal 3: (shared goal)Make SHMA more visible throughout the community and region

Actions Required:

1. Identify and establish close ties with other historical/museum organizations as well as public entities that foster the historical preservation mission

2. Explore collaborative efforts for educational and marketing purposes

Timeline: Immediate and ongoing

  • Fiscal Viability

Goal 4: (shared goal) Acquire new sources of revenue independent of established programs and events

Action Required: The Director willdevelop and implement plansto pursue new revenue sources.

Timeline: FY 2012

Goal 5: Establish an endowment fund

Actions Required:

  1. Establish the Endowment Fund account
  2. Appoint an ad hoc committee to develop a plan of action to create the endowment program, which shall include guidelines and campaign

Timeline: Immediate establishment of account and ad hoc committee. The endowment program shall be proposed no later than November, 2012.

  • Management

Goal 6:(shared goal)Ensure all Board members are familiar with their responsibilities.

Although the bylaws provide details of Board member responsibilities, management positions (especially Trustees) are provided littleguidance on what their jobs entail.

Actions Required:

  1. Develop an orientation packet for all new Board members that includes a description of responsibilities from the bylaws, policies, mission statement, membership list, , a copy of the bylaws, code of ethics, and other pertinent guidance materials.
  2. Conduct a tour of all SHMA facilities.

Timeline: September, 2011

Goal 7: Foster a relationship with the Steilacoom Tribe to preserve and make more visible regional Native American history.

Actions Required:

  1. Offer Honorary SHMA Membership to the Steilacoom Tribe.
  2. Appoint a SHMA member as a liaison.
  3. Provide SHMA membership information on tribal association history and activities.

Timeline: Immediate

Goal 8:(shared goal)Enhance communications betweenManagement , Staff, and members.

The membership in general and staff members need to be aware of Board actions in a timely manner. Conversely,the Board needs to be aware of happenings among staff members and members in general that may have an impact on development of policy or approval of the budget. Formalized lines of internal communications are essential to facilitate this awareness within all levels of the Association.Members should be made aware of channels of communication available to them.

Actions Required:

  1. The president will appoint a board member to review the communications network and make recommendations for improvement. The review should addressthe use of internet resources (e-mail and world-wide web) and internal and external publications.
  2. Develop a communications plan
  3. The Secretary will ensure that Board meeting agendas, minutes, the current Constitution and the By-Laws are posted on the SHMA web site and/or on a bulletin board in the Museum where they will be readily available for the entire membership.

Timeline: Ongoing. Complete a review by end of 2012.

Goal 9:(shared goal)Enhance historical education opportunities

Action Required: The president will appoint an ad hoc committee to review the educational opportunities and make recommendations to the Board. Possible areas of emphasis include docent training, library rehabilitation, educational publications, tours, lectures, heritage gardening and horticulture methods, shared programs with other organizations, and student outreach and integration (see Staff goal #2).

Timeline: Appoint the ad hoc Committee within two months of publication of this plan

Goal 10: (shared goal)Establish a formalized docent and tour guide program

Docents and tour guides, because of the nature of their volunteerism and their direct link to the public, require special consideration in education, training, utilization, and recognition.

Action: Appoint an ad hoccommittee which shall include, but not be limited to, the Curator, Director, Museum Store Chair, and Docent Chair. The committee shall develop, with docent input, a comprehensive program that includes the education, training, utilization, and recognition of docent and tour guide volunteers.

Timeline: November 2011

Goal 11: Explore the option of paying the contractual positions of Director and Curator

Actions Required:

  1. Forma n ad hoc committee to present to the Board the following:
  1. Feasibility of hiring a trained, museum director
  2. Terms of employment and compensation
  3. Publicity and search tactics
  4. Qualifications and experience requirements
  5. Conduction of a candidate search
  1. Interview applicants and recommend to the President final choices for a vote

Timeline: 2015

Staff Goals (with Suggested Actions, Timelines, and Ideas for Consideration)[10]

  • Leadership Transition

Goal 1: (shared goal[11]) Identify andencourage new leadership within the Steilacoom Historical Museum Association (SHMA)

SHMA managers, staff, and members must work together to identify new leaders or those who show potential for being developed as leaders. Identifying potential leaders on a timely basis will help preserve the memories of longtime residents in accordance with SHMA’s mission statement (page 1) and will provide continuity of operations upon the retirement of long-serving committee chairs.

Suggested Actions:

  1. Committees, sub-committees, collection managers, and other staffwill identify and recommend to the Director potential new leaders from their ranks.
  2. The Membership Committee Chair will inform the Director of new members who indicate leadership interest on their membership form.
  3. The Director will facilitate placement of new potential leaders.

Suggested Timeline: 2011, Ongoing

  • Change in basic nature of programs

Goal 2: Develop a plan that emphasizesintegrationofhigh school aged students in SHMA programs

Suggested Actions: Committees identify areas where high school-aged students can be integrated into existing or special programs, with the intent of educating those students in the SHMA mission, providing them opportunities for community involvement, and encouraging them to become members.

Suggested Timeline: 2015

Goal 3: (shared goal) Make SHMA more visible throughout the community and region

Suggested Actions:

  1. Recruit an External Relations Committee chair
  2. Review and update current methods of advertising
  3. Continue to utilize existing and explore new social media outlets
  4. Publish an historical journal, similar to The Quarterly
  5. Revamp the Newsletter in an effort to update and modernize

Timeline: Identify External Relations Committee chair immediately; all others 2011

Goal4: Energize and improve quality of SHMA programs

Suggested Actions:

  1. Committees will identify and implement qualitative improvements that make the SHMA experience more exciting and rewarding
  2. Encourage innovative projects and programs, and request adequate fiscal support in the annual budget or through a grant application
  3. A process for pre-briefing the Board and providing a post-event “Quicklook” will be developed to keep the Board informed of event planning, execution and recommended improvements

Suggested Timeline: Ongoing; 2011

Goal 5: Establish closer ties with other museums andselected communityorganizations

Suggested Actions: The Curator and Director will ensure that a SHMA liaison/representative attends applicable meetings with regional historical organizations, and that SHMAhosts periodic gatherings of area historical organizational representatives.

Suggested Timeline: Ongoing.

Goal 6:Expand the Tour Program

Suggested Actions:

  1. The Director will coordinate a program amongst Committees that promotes organizational tours of SHMA properties and the Town of Steilacoom.
  2. The Director should assess the need for a new Tours Committee and make appropriate recommendations to the Board.

Suggested Timeline: 2012

  • Fiscal viability

Goal 7: (shared goal)Maintain a balanced budget

Suggested Actions: With guidance from SHMA managementand Sub-committee chairs, the events coordinators,and other staff members who spend SHMA funds, willsubmit budgets that are reasonable, well-planned,and based upon projected needs and previous budget experience.

Suggested Timeline: On-going

Goal 8: Use all SHMA properties to generate revenue.

It is the policy of SHMA to use all facilities to generate revenue.

Suggested Actions: In order to maximize revenue generating potential in SHMA properties, appropriate committee and sub-committee chairs will address revenue generation in their respective responsibilities statements, planning documents, and operating procedures.

Suggested Timeline: March, 2012

Goal 9: Revitalize the Grant Writing program

Suggested Actions:

  1. Recruit a Grant Writer and a grant writing committee and establish a comprehensive program that draws upon Committee inputs that are likely to have relevance to an existing or potential grant opportunity
  2. Publisha Grant Programprocedure manual
  3. Require an after action report for each completed grant project
  4. Submit a budget for education and training of the Grant Writer and committee members

Suggested Timeline: Recruit a Grant Writer immediately

Goal 10: Acquire new sources of revenue independent of established programs and events

Suggested Actions:

  1. Task Ways and Means Committee to develop a program to solicit newrevenue-generatingideas for projects/eventsfrom the membership
  2. Publicize the need for ideasin the newsletter, the welcome letter and other media
  3. Task appropriate Committee chairs to include new revenue-generating ideas in their respective responsibilities documents, plans, and standard operating procedures (SOP)
  4. Task Education Committee to continue developing new revenue-producing educational activities

Suggested Timeline: End of July 2011 for inclusion in the August Newsletter

Goal 11:Expand the membership.

Suggested Actions:

  1. Complete a demographic study of the current membership
  2. Create a questionnaire to determine reasons current members joinedandwhy members left the association
  3. Require committees to include new member recruitment in responsibilities documents, plans, and SOPs
  4. Encourage the general membership to seek new members
  5. Establish a suitable membership status for the youth, such asan associate or student category

Suggested Timeline: Complete a demographic study in conjunction with the next membership campaign.

  • Management

Goal 12: (shared goal)Ensure all positions of responsibility have documented guidelines

Suggested Actions:

  1. Identify and document duties and responsibilities of the Committee chairs and staff
  2. Develop and publish standard operating procedures as needed

Suggested Timeline: December 2011

Goal 13: (shared goal)Establish a formalized docent and tour guide program.

Suggested Actions: Implement the program developed by the Docent and Tour Guide Ad Hoc Committee

Suggested Timeline: March, 2012

Goal 14: (shared goal)Enhance communications betweenManagement, Staff, and Members

Management needs to be aware of Staff actions in a timely manner. Conversely, the staff needs to be aware of Board decisions and direction. Formalized lines of internal communications are essential to facilitate this awareness within all levels of the Association.Furthermore, members should be made aware of channels of communication available to them.

Suggested Actions:

  1. Implement the Board-directed communications plan
  2. Include communications in SOPs, where appropriate
  3. Maximize the use of social media as well as the traditional written and verbal channels of communication

Suggested Timeline: End of 2012

Goal 15:Preserve individual knowledge and memories of Steilacoom

Many of Steilacoom’s residents have enjoyed a long and colorful past in the town, some for their entire lives. In keeping with its mission topreserve the memories of longtimeresidents, it is important for SHMA to learn as much as possible from those residents, members and non-members alike.

Suggested Actions: The Curator shall develop a plan to revitalize and utilize the oral, written, and pictorial history program.

Suggested Timeline: January,2014

1

[1] Article II, Section I of the By-Laws.

[2] Article II, Section V of the By-Laws.

[3] Article III, Sections I, II, and III of the By-Laws.

[4] Article III, Section IV of the By-Laws.

[5] Article III, Section VI of the By-Laws.

[6] The items in this (bulleted) section are an adaptation of guidance in Code of Ethics for Museums,Board of Directors of the American Association of Museums, November 12, 1993, which SHMA leaders are required to follow.

[7] Ibid.

[8]Preliminary Report of the Long Range Planning Task Force, SHMA, November 1994.

[9] The Actions Required and Timelines in this section of the plan (i.e., the “Management” section) are final upon approval of this plan.

[10] The Actions Required and Timelines in this section (i.e., the “Staff” section) of the plan are for guidance only. Staff may find some actions and/or deadlines cannot realistically be achieved, or may discover additional goal-supporting actions which can be achieved. If additional actions are identified, a timeline for achievement will be established for each.

[11] As previously mentioned, “shared goal” as used here means that the Management element of SHMA also has the same (or essentially the same) goal.