2014.4.9.alutiiq museum strategic plan · 2014-05-16 · page%1%of%17% %...

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Strategic Plan 2014 Roadmap to Sustainability

Adopted April 8, 2014

The Alutiiq Museum & Archaeological Repository Strategic Plan was developed through a collaborative facilitated process

involving board, staff, and community stakeholders with funding through the Rasmuson Foundation.

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Table of Contents

Vision, Mission & Core Values 1

Plan Summary & Methods 2

Snapshot of the Alutiiq Museum's Funding 2010-‐2013 3

Recommendations for Reaching Fundraising Goals 4

Roadmap to Reaching Goals 5

Key Messages 8

Board, Committees, & Partners Development 8

Organizational Chart 12

Our Case Statement 13

Our Theory of Change 15

Our Plan – Goals, Objectives & Activities 16

Monitoring and Evaluating the Strategic Plan Implementation 22

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Our Vision, Mission & Core Values

The Alutiiq Heritage Foundation board and staff of the Alutiiq Museum collaborated to refresh the Alutiiq Museum’s vision, mission and core values during a facilitated daylong group retreat, followed by two separate board meetings, and a staff retreat. The Board adopted the new vision and mission statements on August 19, 2013, and core values on December 17, 2013.

Our Vision:

Celebrating Alutiiq heritage through living culture.

Our Mission:

The Alutiiq Museum preserves and shares the heritage and culture of the Alutiiq people.

Our Core Values Reflect Alutiiq Cultural Values

Respect — Inherent in all Alutiiq values is respect for self, others and the environment. We strive to inspire appreciation and respect for Alutiiq culture while we inform and engage all people to deepen awareness and understanding, and celebrate diversity. We respect and care for our relationships.

Responsibility — The Alutiiq Museum and Archaeological Repository board, staff and community partners have been entrusted to preserve and share cultural artifacts and traditions. The museum is nationally recognized for its research, educational programs, and efforts to explore cultural heritage from a Native perspective, strengthening Alutiiq identity. We are loyal to our mission and committed to ensuring a safe, sustainable institution and community for future generations.

Sharing — The museum board and staff welcome everyone. We foster a culture of openness, unity, trust and safety. We share collaborative research and cultural exploration through exhibits, education outreach, publication, and program services. We respect culture bearers' knowledge and strive to ensure proper acknowledgement when sharing.

Stewardship — We honor and value our resources. Museum board and staff are committed to using available natural, cultural, fiscal and human resources wisely to preserve and share the heritage and culture of the Alutiiq people. We act in ways that demonstrate responsible stewardship and build trust with others.

Integrity — The museum board and staff have high ethical standards. Our operating principles, programs and business practices are built on a foundation of accuracy, honesty and openness. We are committed to fostering trust in all our engagements.

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Plan Summary & Methods

In the first half of 2013, the Alutiiq Museum experienced: • A leadership transition after 13 years • A shift in board leadership with a new chair and several new members • The impact of sequestration and a decline in federal grant funding • The challenge of unstable funding from Native corporations and gaming • Increased demand for services and programs; requests for more depth in the programs • Success in building relationships with museums around the world who have Alutiiq collections • A surge in number and fluency of Alutiiq language learners, with 10 new intermediate speakers • Growing excitement over a series of cultural revitalization projects, including the New Sewers

Club, Wild Foods Project, Kal’unek – From Karluk Publication, and an upcoming Weaving Exhibit

The staff and board determined this to be a perfect time for a strategic look at governance practices, policy frameworks, systems and processes as well as every aspect of programming including the way the museum’s work is funded. What follows in this plan is the collective work of board and staff facilitated by Dr. Kristina Mayer and Melissa Borton, and completed by Dr. Alisha Drabek. It tells the story of success, challenge and emerging potential.

Dr. Mayer conducted a series of stakeholder interviews, which identified a number of significant gaps to address. These gaps included:

• Governance -‐ Reinvigorate both the board and its committees, and revise policies • Internal Relationships & Communications – Address internal communications and morale • External Communications -‐ Improve systems and promote a consistent image • Facilities – Expand collections storage space, remodel store, and reallocate gallery space for

workshops, demonstrations, community engagement activities, and lease space for expansion • Financial Stability & Endowment – Plan for strategic fund development to position the museum

through a five-‐year graduated approach that involves seeding an endowment

Following the group board and staff retreat, the board met to review and approve its new mission and vision statements. The staff proceeded to collaboratively develop a list of unmet needs and opportunities. Recruiting an additional local facilitator the staff participated in an all staff retreat that included its new Director of Operations. During weekly staff meetings other new staff members have been engaged in the plan review and development process.

During the staff retreat, the group developed a series of ‘group agreements’ to guide their planning discussions and to address internal communication issues. They agreed to: 1. Assume Universal Good Will, 2. Establish Direction, 3. Open Communication, 4. There are NO dumb questions, 5. Be Comfortable with being Uncomfortable, 6. Limit Interruptions, 7. Create a Safe Place, 8. Be Honest, 9. Be Forward Thinking, 10. Be Realistic, 11. Remember and Include Teleconference Participants.

After initial work sessions, the staff and board reviewed this plan and its synthesized objectives to guide our next steps. All future modifications will engage all staff in development planning.

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Snapshot of the Alutiiq Museum's Funding 2010-‐2013

What we know about the historic top income streams between 2010 and 2013:

• Gaming funds dropped significantly between 2010 and 2011; they have remained relatively flat

• Store sales have dropped slight but have also been relatively flat

• Donations from the supporting Native corporations declined from a high in 2010 and continued to decline in 2011 and 2012

• Federal grant income declined significantly and remained at the lower level for 2011 and 2012

• Foundation income has fluctuated but is lower in 2012 than in either of the previous two years

What are the implications?

• Fluctuating and declining funding makes planning more difficult, especially in a time when there are more requests for program and services

• Grants are a less stable source of funding than gifts from individuals, individuals tend to be loyal if there is adequate stewardship

• Federal grants may stay at a lower level which requires a shift in focus for major funding

• Individuals, who hold about 80% of the available philanthropic money, do not appear on our graph; leaving an opening for diversifying funding streams

• Earned income sources do not appear as 'top income streams,' presenting a growth opportunity

$0

$300,000

$600,000

$900,000

$1,200,000

$1,500,000

$496,894$315,529

$384,311 $323,993

$330,202

$247,850$190,095 $256,366

$322,455$187,851$303,586

$426,381

$74,278$128,542

$1,253,477

$941,243 $890,799 $902,814

Grants

Donations

Earned Revenue

2010 2011 2012 2013unaudited

Savings (loss)

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Unrestricted Funds

Financial reserves are essential for sustainability. Unrestricted funds are an indicator of organizational health. Unrestricted funds come from committed loyal individual donors or from mission-‐related earned income. Both of these strategies require full participation by key staff and the board of directors in relationship management.

The museum has two opportunities to shift the reliance on grants to building a base of committed donors and increasing the focus and attention spent on earned income streams. The potential for growth in the earned income area is outline on the chart below. The individual donor base is small and can be grown over time with more concerted effort to steward donors by bringing them along with increasing levels of engagement. Once a donor commits to giving, they can be loyal with appropriate stewardship. Donors want to know two things:

1) Did the money get spend in the way it was intended?

2) Did it make a difference?

Recommendations for Reaching Fundraising Goals

We set an overarching strategy for reaching the Alutiiq Museum's general operations funding goals to raise 2% more annually, or $591,905 in 2014, $603,743 in 2015, and $615,818 in 2016. This growth is based on our 2013 receipt of $580,299 in donations and earned revenue. In addition, we are developing a series of strategies to increase major gifts and earned revenue to seed the museum’s endowment and support developing facility and program growth plans. We will do this by securing the collaborative engagement of those most committed to the success of the museum — the staff, board, members and current donors. The museum has the added benefit of having active local partnerships with Native corporations, tribal entities, public agencies and other museums.

Key Strategies Include:

• Diversify funding streams, reduce reliance on grants, increase earned income, and create an individual donor campaign that retains and grows their support

• Develop systems for data collection, managing donor relationships and tracking giving over time; use the Beyond Cash Dashboard to strengthen the ability to retain donors over time

• Develop a local, regional and state sponsorship plan to reach out over an 18 to 24 month period • Secure multi-‐year commitments from each of our major Native corporate sponsors • Build stronger service relationships with tribes and local arts and education organizations • Set and implement a new fee structure for sponsorships, admissions, contracts, and activity fees • Communicate to various stakeholder groups with intention related to goal attainment

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Roadmap to Reaching Goals – Development

We will focus on a development strategy that is built on best practices. The following five concepts have helped countless organizations focus their development strategy.

• Giving vs. Grants – Spend more time on generating contributed income than granted income. Individual giving accounts for between 50-‐80% of the total given each year for other U.S. nonprofit organizations, whereas it is only 30% for the museum.

• Current Donors – Pay the most attention to the people who are closest to the museum already, as opposed to new donors or 'rich people'. These volunteers, board members and current donors are already tied to the museum’s mission.

• Donor Retention – Prioritize retaining donors and members and retrieving those who have lapsed over acquiring new donors. Once donors engage, work to increase their giving.

• Top 20% – Focus your attention on those who have given the most money — the rule of thumb is the top 20% of donors give 80% of the funds. It is less expensive to retain a major donor than it is to woo them back after they have left.

• Deepen Donor Relationships – Invest more energy in deepening donor relationships with the museum’s work than in asking for money. Ask only when people are ready to say YES.

Grant Funding

Grant funding has declined over the past three years, particularly from federal sources. The practice of funding salaries with grant funds creates extra responsibilities for already busy staff and does not offset the much-‐needed operational support. Instead, the museum must develop a process for critically reviewing grant opportunities for positive and negative impacts. In the recent past, there were 18 concurrent grant projects that put a huge burden on infrastructure and staff.

Individual Giving

Begin the process of developing an individual donor campaign to replace some of the grant funding that has dwindled. Individuals are loyal and can sometimes become legacy donors. This is a highly personalized strategy that requires an organized approach of getting to know the donor, engaging them in the museum’s work and eventually finding a way to help them meet their goals by investing in the museum. If started small, this can lead to a highly rewarding investment in the long-‐term sustainability of the museum.

A thoughtful and measured approach to stewarding donors is needed. This could also include how the organization works with program officers of foundations, individuals, sponsors, members and volunteers. It is worth the investment of time and energy to articulate a stewardship program and develop a way to track engagement with each person or organization, using a management tool such as the newly acquired Little Green Light system. Fundraising is a 24/7 event, done by everyone in

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contact with the organization. If we are astute, we will be using the combined talent of board, staff and our donors, all ambassadors, to build and craft a positive story and brand for the museum.

Recommended Tool: 'Beyond Cash' Donor Dashboard

The 'Beyond Cash' Fundraising Management Dashboard, originated by Peter Drury, is designed to assist nonprofit boards to achieve excellence. Collecting and monitoring data on donations is the first step to being more strategic in fund development year-‐after-‐year. Beginning in 2013/14, the museum will calculate the retention rate of current donors. Retention rates give clear signals about the health of an organization; falling retention rates are a sure sign of trouble. Current donors are the most likely to give and it is easier to retain a donor than to continually attract new donors.

Volunteers, docents, staff, board members and donors are critical ambassadors for the museum. Beginning in 2014, the museum will ask new donors how they learned about the museum and calculate the percentage who learned about the organization from an existing donor, a volunteer, a docent or a board member. This information can be analyzed to see if the reasons change over time. Programming and marketing can be built on the strengths as perceived by existing and new donors. The surest sign of engaged donors is that they share your story and inspire others to give. Word-‐of-‐mouth is the least expensive and most effective marketing strategy.

In 2014 and beyond, the museum will increase its use of the 'Beyond Cash' Dashboard by two attributes a year. In 2014, the museum will pay attention to the median gift size and the non-‐ask ratio to focus on increasing the median gift size of current donors and building stronger donor relations. Median gift size is the point at which 50% of donors are above and 50% are below. Using this technique it mitigates the effect of the one-‐time unusually large gift, which skews the average gift size disproportionately.

By the end of 2015, the museum will be tracking new donors, brand strength and future commitments through gift commitments. These tools will give the museum greater depth to its fund development planning and give relevant feedback on marketing and messaging on and off-‐line. Lastly, the gift commitments produce more stability for the organization and increased future-‐oriented planning and execution.

Earned Income

Earned income sources can be a welcome counterbalance to other more unstable or fickle sources of funding. The museum is well-‐positioned to dramatically increase the income generated from three major sources over the next several years:

Museum Store

The store has potential on several levels: 1) to nurture and network current and emerging Native artists, 2) to expand the reach of Alutiiq art to other venues for sales at other museums

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and in its online store, and 3) to provide leadership in the preserving and sharing Alutiiq art and artistic knowledge systems.

Membership

Membership to the museum is an entry point for the cultivation of loyal and committed donors. Once the benefits and value of membership are clarified and it is clear who the target members are, then the museum can use this point-‐of-‐entry to steward members into donors.

Contract Work

The archaeology team at the museum is well-‐regarded and talented. The pursuit of contracts and engagement with land managers is a vital part of become a leading cultural resource consultant in the Alutiiq homeland. Contract archaeology is an opportunity to develop or strengthen relationships with agencies, tribes and Native corporations while also generating revenue.

In addition to archaeology, the museum’s team has collections care, exhibit, publication, research, linguistic, and management skills that would be a welcome resource to other museums or educational entities. Setting reasonable limits to time and resource expenditure, we will explore the extent to which this income stream benefits the museum's mission.

Communications/Marketing Plan

Communication strategy is more art than science. There are lots of different ways to approach the work. Key to the success of the plan will be making sure the goals of the communications plan are driven by the organization's goals/objectives. The question to answer is — what can we do with communications that will help the team achieve core objectives? Once the final organizational goals and objectives are articulated, communications planning can begin in earnest. Aligning communications and organizational objectives makes a convincing case for the allocation of resources to the tasks within the organization.

As the objectives are set for 2014 and beyond, communication objectives should also be developed. At the very least some planning that includes: objectives, audience description, messages, available resources, time lines, tools/activities and a way to evaluate effectiveness will be beneficial. The very last, but not least, important aspect will be a way to adjust strategy and change tactics as needed along the way with a level of intention that feeds goal attainment.

Integrated into our plan are several communications objectives intended to grow our systems for regular communication, such as: A. Website -‐ Alutiiq Museum & Gallery Store; B. Newsletter; C. Social Media -‐ Alutiiq Museum Facebook, Alutiiq Learners & Speakers Facebook; D. Alutiiq Museum Brochure; E. Staff Business & Store Product Authenticity Cards; F. Ads -‐ Flyers, Press Releases, PSAs, display advertisements, and radio announcements; G. Board, Committee, Donor & Sponsor Cultivation Correspondence; and H. Evaluations

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Key Messages

The Alutiiq Museum...

is Kodiak’s Alaska Native cultural center in partnership with tribes.

is a 100% Alaska Native owned and governed nonprofit organization.

is 1 of only 2 tribal museums in the U.S. accredited by the American Alliance of Museums.

has provided nearly 20 years of research, stewardship and education outreach.

is a leader in perpetuating Alutiiq arts.

provides cultural research and exploration in a holistic approach for wellness.

Board & Committee Development

We seek to develop a culture of learning or inquiry at the board meetings. The framework for continuous learning is a non-‐confrontational way to talk about everything the museum does.

We continue to seek ways to strengthen the board's engagement with the museum and involve its members in fundraising. Leading experts in the field agree — when a board is involved in fundraising the chances of success increase dramatically. In addition, the adoption of a board giving policy signals to others that the board is committed. However, the Alutiiq Heritage Foundation board is different than other nonprofit boards in that members are appointed by our ANCSA corporate and regional tribal health nonprofit sponsors.

Relationship building takes time, talent and resources from both staff and board members. It also requires a solid infrastructure. This includes: leadership, a policy framework, data and financial management systems, an articulated donor stewardship program and coordination.

Recommendation: Ten minutes of learning at each board meeting, at least one (preferably two) facilitated trainings a year and an annual board evaluation to give members a chance to reflect on their service and accomplishments.

Plan

Test

Evaluate

Reflect

Adjust

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Committees Prior to 2013 strategic planning efforts, the Alutiiq Museum only had one active committee, its Collections Committee, and two other dormant committees. Through the planning process and change in leadership, the following committees are now actively contributing to development plans. We list current members and their community roles to indicate the diversity they offer.

Collections Committee -‐ Charter: Recommendations for collections loans, donations & policies Margaret Roberts, AHF Board Koniag Representative and Chair (Alutiiq), 907-‐539-‐6085 Larry Van Daele, Alaska Department of Fish & Game Wildlife Biologist, 907-‐486-‐1876 Matt Van Daele, Koniag, Inc. Lands Manager, 907-‐481-‐4125; 907-‐942-‐5155 Susan Malutin, Master Skin Sewer, Artist, Alutiiq Speaker (Alutiiq), 907-‐486-‐6216 Christine Marasigan, Legislative Aide, 907-‐269-‐0125; 907-‐465-‐6876 Alice Ryser, Baranov Museum Archivist (Alutiiq), 907-‐654-‐5283; 907-‐486-‐5283 Rebecca Skinner, Attorney (Alutiiq), 919-‐452-‐3813 Darlene Turner, former Alaska State Troopers Sergeant, 907-‐486-‐6390 Exhibits Advisory Committee – Charter: Recommendations for exhibit design & content Ruth Dawson, AHF Emeritus Board Member (Alutiiq), 907-‐486-‐5261, [email protected] Libby Eufemio, former Alutiiq Museum Exhibit Coordinator, 907-‐486-‐8730, [email protected] Lisa Hupp, Wildlife Refuge Visitors Center, Volunteer Coordinator, 907-‐487-‐0285, [email protected] Quentin Fong, UAF Marine Advisory Program Professor, 907-‐487-‐2346, [email protected] Jill Lipka, former Alutiiq Museum Exhibit Coordinator, 907-‐486-‐2828, [email protected] Jacquie Madsen, Koniag Shareholder Relations Manager (Alutiiq), 512-‐0901, [email protected] Gayla Pedersen, Alutiiq Speaker and Plants Culture Bearer (Alutiiq), 907-‐942-‐0270, [email protected] Teri Schneider, KIBSD Teacher, former Alutiiq Studies Coordinator (Alutiiq), 907-‐486-‐2455, [email protected] Vicki Vanek, Alaska Fish & Game Fishery Biologist, 907-‐486-‐6715, [email protected] Finance Committee – Charter: Recommendations for financial management & audits [Proposed] Perry Eaton, AHF Board Ouzinkie Representative and Treasurer (Alutiiq), former CEO and Master Carver Margaret Roberts, AHF Board Koniag Representative and Chair (Alutiiq), 907-‐539-‐6085 Andy Teuber, AHF Board KANA Representative (Alutiiq), KANA President/CEO, ANTHC Chairman Personnel Committee – Charter: Review of Executive Director Grievances Margaret Roberts, AHF Board Chair (Alutiiq), 907-‐539-‐6085 (members appointed as needed) Facilities Committee – Charter: Recommendations for existing & new facilities development Dr. April G. L. Counceller, AHF Koniag Representative (Alutiiq), Alutiiq Studies Professor, 907-‐486-‐1276 Margaret Roberts, AHF Board Koniag Representative and Chair (Alutiiq), 907-‐539-‐6085 Perry Eaton, AHF Board Ouzinkie Representative and Treasurer (Alutiiq), former CEO, Master Carver Ruth Dawson, AHF Emeritus Board Member (Alutiiq), 907-‐486-‐5261, [email protected] In addition, the board is currently selecting members to adopt a new committee:

Cultural Arts Committee – Charter: Recommendations for cultural arts education & sales Coral Chernoff, Master Weaver, Skin Sewer, Carver (Alutiiq), 907-‐512-‐6082, [email protected] Jerry Laktonen, Master Carver, Artist, 360-‐691-‐7772, puffin-‐[email protected] Jacquie Madsen, Koniag Shareholder Relations Manager, Artist (Alutiiq), 512-‐0901, [email protected] Susan Malutin, Master Skin Sewer, Artist, Alutiiq Speaker (Alutiiq), 907-‐486-‐6216, [email protected] Vickie Era Pankretz, Master Weaver (Alutiiq), 360-‐515-‐0616, [email protected] Cindy Pennington, Artist (Alutiiq), 907-‐248-‐5637, [email protected] Hanna Palmer Sholl, Artist, 907-‐942-‐4785, [email protected]

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The Alutiiq Heritage Foundation also supports three additional community-‐based committees that act without additional board approval: Qik’rtarmiut Alutiit Committee – Charter: Alutiiq Language Planning & Program Review This committee is a partnership between Alutiiq language bearers, the Alutiiq Museum, Tribes, KIBSD, Kodiak College, local and statewide nonprofits. Its membership fluctuates depending on which Elders, learners and organization stakeholders actively participate in the consensus decision-‐making forums held monthly. The group always defers to the fluent Elder speakers who participate, and decision-‐making is postponed if there are not more than two Elders present. Alutiiq Language Council – Charter: Alutiiq Word Approval, formerly New Words Council This council is comprised of fluent Alutiiq speakers who gather to review proposed words or phrases not currently developed, documented or widely known by speakers. The group reviews modern terms and concepts to gain consensus so that they younger Alutiiq language speakers can sustain the Alutiiq language within a modern lived context. Repatriation Commission – Charter: Provides Repatriation Review & Consultation Formed in 2007, the Kodiak Alutiiq / Sugpiaq Repatriation Commission works to bring ancestral Alutiiq remains and objects home and to protect Alutiiq grave sites. Through the Native American Graves Protect and Repatriation Act (NAGPRA), and with assistance from the Alutiiq Museum, the commission maintains a database of Kodiak Alutiiq collections, conducts collections research, assists with repatriation claims, and suggests general repatriation policy for the Kodiak Alutiiq community. In essence, this is a working group that serves as a communication network with the tribes, who hold ultimate approval authority. Commission members represent Kodiak's tribal organizations and Native corporations:

Afognak Native Corporation – Ruth Dawson Native Village of Afognak -‐ Pat Kozak Native Village of Akhiok -‐ Mitch Simeonoff or Linda Amodo Akhiok Kaguyak, Inc. -‐ Fred Coyle Anton Larsen, Inc. – open seat Ayakulik, Inc. -‐ Carolyn Nixon Bell Flats Natives, Inc. – open seat Kaguyak Village -‐ Phyllis Amodo Native Village of Karluk -‐ Catherine Reft Natives of Kodiak, Inc. -‐ Donene Tweten; Pat Heitman Koniag, Inc. – open seat Native Village of Larsen Bay -‐ Alice Aga Leisnoi, Inc. – open seat Tangirnaq Native Village–Gordon Pullar; Margaret Roberts Litnik, Inc. – open seat Old Harbor Native Corporation – Melissa Berns Native V. of Old Harbor-‐Stella Krumrey, Phyllis Clough Ouzinkie Native Corporation -‐ Nick Pestrikoff, Sr. Native Village of Ouzinkie -‐ Alex Ambrosia Native Village of Port Lions -‐ Julie Kaiser, Sara Squartsoff Shuyak, Inc. – open seat Sun’aq Tribe of Kodiak -‐ Olga M. Malutin Uganik Natives, Inc. – Donene Tweten Uyak, Inc. – Gabriel McKilly

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Partners

In addition to our local Alaska Native corporate sponsors, tribes, and individual committee members, the Alutiiq Museum has built, strong collaborations with the following local or state organizations and private sponsors:

Alaska Airlines Alaska Association of Bilingual Educators (AKABE) Alaska Native Heritage Center Anchorage Museum Baranov Museum Bristol Bay Native Corporation Chugachmiut The CIRI Foundation ERA Aviation Discover Kodiak (formerly Kodiak Visitors Bureau) Foraker Group Ilanka Cultural Center Kodiak Archipelago Leadership Institute (KALI) Kodiak Arts Council Kodiak College – UAA

Koniag Education Foundation (KEF) Kodiak Daily Mirror Kodiak Island Borough School District (KIBSD) Kodiak Island Housing Authority (KIHA) Kodiak Maritime Museum Kodiak Military Museum Kodiak Public Library KMXT Radio Station MJ Murdock Charitable Trust P.G. Allen Foundation Quinhagak Heritage, Inc. Rasmuson Foundation Unites States Coast Guard (USGC) USCG Spouses Association of Kodiak US Fish and Wildlife Service & National Wildlife Refuge

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Alutiiq Heritage Foundation’s Alutiiq Museum & Archaeological Repository

Organization Chart

(Including revised job descriptions, updated April 2014)

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Our Case Statement

A case statement is generally used to tell potential donors what the need is and who will benefit when that need is met. If the need is manageable, then the donor feels like they can make a difference. The case statement tells the donor why the museum is uniquely positioned to tackle the need and what the benefits of action will be.

By preserving and sharing cultural traditions of Alutiiq people, we seek to celebrate Alutiiq heritage through living culture.

THE CHALLENGE The Alutiiq people have inhabited Alaska’s Kodiak Archipelago for over 7,500 years, yet their heritage is little known. Rapid conquest of Kodiak led to the loss of Alutiiq lives, traditions, and language. These losses have made it hard for the Alutiiq to know and share their history and created feelings of shame about a remarkable culture.

Today, as a result of geographic isolation, economic challenges, natural disasters, and mistreatment, many Alutiiq people experience hardship, illness, and feelings of disconnection. Members of the Alutiiq community, from Elders to youth, yearn for ways to connect with their cultural identity.

Living in isolated villages, young people attend schools that struggle to retain teachers and engaging programs. All village residents face limited economic opportunity. Many young people leave home to attend high school or work in Kodiak. These circumstances put young people at greater risk of engaging in unhealthy activities. Some succeed. Others do not.

OUR HISTORY The Alutiiq Museum grew from the Kodiak Area Native Association’s (KANA) Culture and Heritage division. In 1987, KANA’s board of directors resolved that the exploration and celebration of Alutiiq heritage was essential to the health of Alutiiq people. They initiated programs to promote awareness of Alutiiq history, language, and arts. In 1993 KANA received a $1.5 million grant from the Exxon Valdez Oil Spill Trustee Council to develop a regional research facility. The Alutiiq Museum & Archaeological Repository opened to the public in May 1995. The museum’s governing board of 11 members includes representatives of eight Alutiiq organizations. In 2011, the Alutiiq Museum became just the second tribal museum in the U.S. to earn national accreditation through the American Alliance of Museums for maintaining the highest levels of professional practice.

THE OPPORTUNITY The Alutiiq Museum provides accurate, accessible cultural information. Through collections care and research, we preserve and reveal the Alutiiq world. Through educational programs, exhibits and publications, we share studies and invite all to explore Alutiiq culture. By deepening our collective understanding of Alutiiq heritage, our programs make a meaningful difference in the lives of many.

Anton Charliaga & Family ca. 1917

Photo by Dennis Winn, McCubrey Collection

Collections intern Carmen Ceron with an artifact, Amak site, 2012

KODIAK AT A GLANCE

The Kodiak community is culturally diverse, with 14,239 residents of Asian, Caucasian, Hispanic, and

Alaska Native heritages.

Most live in or near Kodiak city.

Six small Alutiiq villages on the coast of the archipelago have fewer than 220 residents each, with declining

populations.

22% of Kodiak students are Alaska Native. Many of these students struggle to meet grade level

standards.

Commercial fishing, fish processing, and logging are declining as Kodiak’s

leading industries. Tourism is growing in economic importance.

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There is no single way to reawaken Alutiiq traditions. Yet by supporting the Alutiiq Museum, you help Alutiiq people connect with their heritage, and allow everyone to benefit from the cultural contributions. The museum makes a concerted effort to record and share indigenous knowledge, illuminate traditional life ways, and create intergenerational connections. Children, families, and Elders alike improve their chances of developing healthy cultural identities, succeeding in education, and building secure futures. OUR STRATEGY The Alutiiq Museum’s work spans the globe, but we have a deep commitment to the Kodiak Archipelago — the museum’s home and the geographic center of the Alutiiq world. We work diligently to involve people of all heritages in original research – archaeological studies, language documentation, and collections investigations. By engaging everyone in the celebration of Alutiiq heritage, we reduce cultural isolation, reawaken cultural traditions, build intergenerational ties that broaden cultural understanding, and create a welcoming environment for discovery. AREAS OF FOCUS At the Alutiiq Museum, we bring accessible educational activities to many audiences. We are committed to high quality, culturally accurate programs that enhance learning for people of all ages and heritages. We believe that rekindling cultural traditions also depends on the commitment and involvement of community organizations, agency partners, and supporters like you. Our approach has three key elements:

Original Research — We unite community members and museum staff to study Alutiiq history, language, culture, and art.

Care for an Extensive Collection — We collect and preserve indigenous

knowledge and objects to tell the Alutiiq story, from the distant past to the modern day.

Educational Programming — We combine Alutiiq and Western ways of

teaching to create programs that invite honest exploration of the past and celebration of the beauty and ingenuity of Alutiiq culture.

GLOBAL REACH... LOCAL IMPACT

Through collections studies, the museum reunites Alutiiq people with ancestral objects stored around the world. Beginning in the 1700s, European and American traders collected Alutiiq objects and took them to distant museums. Alutiiq objects are stored in places like New England, California, Russia, France, Finland, and Germany. Continuing work initiated by former Executive Director, Sven Haakanson, Jr., the museum is engaged in partnerships with today's caretakers, allowing Alutiiq people to student ancestral works and bring cultural information home to share.

Ceremonial masks from the Kodiak Archipelago, 1872, Pinart Collection, Château-Musée, Boulogne-sur-Mer, France.

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Our Theory of Change

1. Outcome Area 1: Heritage Research and Archaeology

To promote active participation in the celebration of Alutiiq heritage and culture, and to continue to reveal the Alutiiq world, we are dedicated to furthering community support for and participation in research. Access to accurate knowledge of Alutiiq history, understanding its connections to identity, and recognizing the value of its preservation are foundational to building partnerships among tribal entities, land managers, public agencies, scientists, and educators, as well as a range of local, regional, national, and international organizations. In our partnerships, we begin with the individual and the family then move out to the community in ever widening circles.

2. Outcome Area 2: Collections Stewardship

The Alutiiq Museum's collections hold a wealth of artistic, linguistic, and cultural information. We are committed to advancing collections development, stewardship, and research to enhance global understanding of Alutiiq life ways. The museum devotes resources to fostering identity, pride, and cultural awareness by deepening personal connections to Alutiiq heritage, both at home and afar. People of all backgrounds are encouraged to build links to Alutiiq heritage through collections-‐based exploration and learning.

3. Outcome Area 3: Community Education and Outreach

We share programming and resources that reveal Alutiiq life ways to people of all ages and heritages. We provide educational programs that reach local, state, national, and international communities to create cultural awareness and opportunities for understanding and celebration. We respect and value Elders and culture bearers. We encourage relationship building through the intergenerational exchange of knowledge, expertise, and stories of real lived experiences. Locally, family participation is reinforced through partnerships with Native Corporations and agencies to support learning steeped in cultural values and Alutiiq life ways.

The museum board and staff believe a strategic, focused three-‐pronged approach to the museum’s work will enable the organization to affect measurable change in its three outcome areas.

Strategy 1: Preserve Alutiiq Traditions

We collect and preserve objects that tell the Alutiiq story, from the distant past to the modern day, as sources of cultural information and inspiration.

Strategy 2: Involve our Community in Original Research

We unite people of all ages and heritages in the study of Alutiiq traditions, language, culture, and art, and engage the museum’s broad audiences in the research that supports these studies. Strategy 3: Build Cultural Community

We combine Alutiiq and Western ways of teaching to create programs and resources that invite honest explorations of the past and celebration of the beauty and complexity of Alutiiq culture.

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Our Plan

Our plan consists of four overarching goals — organizational, financial, collections programming, and cultural education & research programming. Under each broad goal are objectives that reflect outcome areas and strategies outlined in our theory of change. Each objective is written in the SMART format — specific, measurable, actionable, reasonable, and time bound. Measurement metrics include outputs (data about activities) and outcomes (influence, impact, leverage) for ease of evaluation, as well as the abbreviation of the lead staff members responsible for each objective area.

ED – Executive Director CA – Curator of Archaeology DO – Director of Operations CC – Curator of Collections DRP – Director of Research and Publications LAS – Language Archives Specialist DC – Director of Communications CES – Cultural Education Specialist GM – Grants Manager AC – Collections Assistant SM – Store Manager Goal #1 — Organizational Strengthen systems, policies and practices to ensure programmatic effectiveness and efficiencies A. Develop and maintain best practices by updating policies & procedures by 2015 (ED/DO/DRP) 1. Revise and adopt store and consignment policies and procedures by June 2014 2. Develop and adopt new finance policy by August 2014 3. Revise immediate response and procedural emergency plan, including red cross certification, by August 2014 4. Revise and adopt collections policy by November 2014 5. Revise and adopt exhibits interpretive plan by April 2015 6. Develop and adopt a programs evaluation policy by April 2015 B. Improve existing facilities & operating infrastructures to maximize efficiency by 2016 (ED/DO) 1. Complete collections storage expansion and develop long-‐term growth plan by 2015 2. Upgrade the phone system for voicemail improvements and teleconferencing by 2015 3. Lease a language & arts workshop space to accommodate project growth and culture bearers by 2015 4. Consolidate storage both on and off-‐site by 2015 5. Renovate storefront for increased sales, ADA compliance, and market recognition by 2016

a. New lighted door and exterior building signage to clarify the museum’s entrance b. New lighted lab door for safety and connectivity between work areas c. Improve customer flow, sales item displays and lighting for better first impressions

6. Increase server capacity and backup storage system by 2016 7. Install a storage shed for field gear and exhibit supply storage, disposing of old van by 2016 C. Strengthen human resources for staff and culture bearers to attain 90% satisfaction by 2015 (ED/DO) 1. Complete annual staff evaluations by September 2014 2. Develop staff professional development plans and offer targeted training (i.e. Adobe software) by October 2014 3. Provide access to cultural orientation training for new employee in arts, history and traditions by August 2014 4. Improve HR policies and staff benefits (i.e. retirement) to be a competitive employer by December 2014 5. Develop an intern/docent plan to connect members to collections, programs, and professionals by 2015 6. Develop funding streams for artist demonstration and workshop program travel and lodging needs by 201

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D. Improve communications to increase local visitors and members outside of Kodiak by 30% by 2016 (ED/CD) 1. Unveil new brand image with business cards and ads by June 2014 2. Develop and use authenticity cards, and Silver Hand, Made in Kodiak store labels by June 2014 3. Develop streaming video to broadcast lectures, demos, and meetings by Sept 2014 4. Develop a new brochure/rack card by 2015 5. Develop a press outreach campaign for targeted article placements by 2016 6. Revise website for improved use (with blogs, social media, store sales) by December 2016 7. Develop a museum gallery and community tour app by 2017 8. Improve access to collections, archives and library through online finding aids by 2017 (see Goal 3) Develop a

private tour package targeting cruise ship passengers and other tour groups by 2018

E. Design/Build a new Alutiiq Heritage Center with increased capacity by 2022 (ED/DO) 1. Secure property for development of the new Alutiiq Heritage Center by 2017 2. Design an Alutiiq Heritage Center for greater engagement in traditions and collections care by 2018 3. Complete construction of the Alutiiq Heritage Center by 2022 Goal #2 — Financial Balance income streams for greater stability, prioritizing general operations funding A. Strengthen Native organization sponsorships to inspire more collaboration and support by 2016 (ED/DO) 1. Cultivate board and committee engagements through consistent communications and support by 2015 2. Improve Native corporate sponsorship acknowledgements by 2015

a. Post updates on sponsored programs on Shareholder Facebook page b. Add Native organization logos to new brochure, website, newsletter. c. Publish annual sponsors ads in Kodiak Daily Mirror or Anchorage Daily News with logos

3. Offer presentations on the value of cultural, repository and curation services, and contract opportunities by 2015 4. Secure three-‐year pledges from Native organization sponsors toward operational expenses by 2015 5. Strengthen KANA partnership through collaborative community wellness and education services by 2015 6. Strengthen Koniag partnership through Pinart Mask Exchange, Land Survey, and publications by 2016 7. Strengthen village corporation partnerships on specific targeted projects or programs by 2016 8. Develop tribal and other local service organization partnerships for tribal membership services by 2016 9. Establish committee seats for greater Alutiiq Nation representation by 2016 B. Retain, cultivate, and grow members and public sponsors or donors (ED/DO/CD/SM) 1. Revise membership structure to clarify expectations and benefits or value of membership by June 2014

a. Require all researchers maintain active membership dues 2. Develop a “Gift of Giving” Campaign to promote gift certificates for the store & memberships by November 2014 3. Launch a donor cultivation campaign for 20% more major gifts ($1,000+) by 2015 4. Develop a targeted sponsors campaign by matching businesses to programs & operating costs by 2015

a. Publish a Quyanaa to our Sponsors via our webpage and in annual advertisements b. Gain four new sponsors ($250-‐$1,000 each) quarterly

5. Increase museum visitation by 10% annually through a renewed PR campaign by 2016 6. Retain and grow membership from 200 to 300 members through targeted outreach by 2016 7. Utilize donor stewardship and retention database system for shared cultivation between staff and board to ensure

updated information and quick gift processing response (Little Green Light) by 2016 8. Investigate value of reinstating regular small fundraising campaigns (raffles, silent auctions, etc.) by 2017 9. Expand major gifts solicitation to include a planned giving campaign toward the endowment by 2018

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C. Increase earned income by 10% by 2015, and 3% annually, sustaining a 1/3 income ratio (ED/DO/CD/GM) 1. Revise store operation & marketing plans to increase efficiency, quality, service and sales by 2015 2. Publish artist bios on website and in a binder, and research value of an interactive touchscreen by 2015 3. Develop and implement a plan to create museum store products based on exhibits by March 2015 4. Publish store catalog for corporate sponsors prior to holiday season by October 2015 5. Develop a store renovations capital campaign to promote store sales by 2015 6. Promote contract opportunities and grow service partnerships to increase earned income by 2016 7. Develop a plan for funding artist travel and lodging to participate in First Friday Art Walks, summer arts

demonstrations, and during Holiday Bazaar for an artists professional development workshop by 2016 8. Grow the Alutiiq Heritage Trust endowment to $2,000,000 to produce a 5% interest revenue that covers 10% of

operating costs by 2024

D. Pursue targeted grant projects & foundation proposals, sustaining a 1/3 income ratio (ED/DO/DRP) 1. Maintain a grants and foundations proposal schedule to meet project priorities identified in this plan by 2015 2. Obtain a federally negotiated indirect rate so that grants can contribute more toward operating costs by 2015 3. Grow foundation relationships with matching missions who support operating costs by 2016 E. Develop a new facility capital campaign that targets funders matched to project phases by 2017 (ED/DO) 1. Secure predevelopment and design funding by 2016 2. Develop donor-‐focused communication strategies to reach prioritized donor groups by 2017 Goal #3 – Collections Programming Promote long-‐term preservation, access and stewardship for the museum’s collections A. Ensure that current best practices are followed to maintain AAM accreditation (ED, DO, DRP, CC) 1. Update our collections plan and solicitation processes by November 2014 2. Complete a collections preservation Conservation re-‐Assessment Program (reCAP) review by March 2015 3. Complete a collections procedures manual by 2016 4. Develop budgetary and human resource capacity to complete prompt processing of collections by 2016 5. Develop a conservation policy and plan by 2017 B. Complete prompt processing and conservation of archaeological and contemporary collections (DRP, CC, CA) 1. Deaccession Amason painting stored in Anchorage by November 2015 2. Complete research on collections pending consideration by the Collections Committee by Spring 2015 3. Reactivate the Kodiak Alutiiq/Sugpiaq Repatriation Commission and repatriate human remains from both Alutiiq

Museum holdings and other institutions (e.g., USF&WS Chirikof) by 2016 4. Develop a project with Alfred Naumoff to repair and relash kayak donated by the RO church by 2016 5. Complete backlog of pending collections acquisitions processing work for ca. 90 collections by 2017 6. Facilitate the return of select assemblages to Kodiak with funding for inventory and storage by 2017 7. Organize and inventory major archaeological assemblages yet to be brought to museum standards: (i.e. K37

(Nunakakhnak), Rice Ridge, and Malina Creek) by 2019 C. Ensure the preservation and documentation of Alutiiq heritage sites (DRP, CA) 1. Partner with the island-‐wide tribal land managers on site preservation, building awareness of the museum’s

expertise, and promoting collaborative projects by 2015 2. Collaborate with Island Trails Network to protect sites near new or developing trails by 2015 3. Develop an updated Kodiak Archipelago site database, incorporating loose file data, and expanding stewardship

services similar to a Tribal Heritage Preservation Office by 2016 4. Establish a USF&WS cooperative agreement for site management in the KNWR by 2016 5. Complete pilot Native landholder site survey projects (i.e. Koniag, Leisnoi…) by 2017

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D. Develop the Alutiiq Museum Archives for improved care and access (ED, DRP, CC, CA, LAS, AC) 1. Complete an archives system assessment for improvements by October 2014 2. Hire a dedicated Alutiiq language archivist trained in records management and fundamentals by 2015 3. Develop standard archives procedures for documentation, storage, and access by June 2015 4. Ensure preservation of digital media, addressing media migration and a digital storage system by 2016 5. Identify and develop summaries and finding aids for our most valuable archival holdings by 2016 6. Archive museum publication collections – manuscripts, contracts, permissions, and images by 2016 7. Gather and archive archaeological site photo collections that document excavation of collections currently cared for,

obtaining permissions for non-‐exclusive use and integrate with collections by 2016 8. Improve access to Alutiiq language audiovisual resources through creation of a specialized Alutiiq Language

Archives Database, using a proven Content Management System by 2017 9. Develop an Alutiiq Language Archives Strategic Plan to address gaps in linguistic corpus by 2017

E. Expand access and update the Library & Teaching Collection by 2016 (ED, DRP, CES, CC, CA, AC, LAS) 1. Refurbish 8 Education Boxes with updated content and waterproof hard cases by August 2014 2. Develop plans for new Education Boxes in partnership with key educators by May 2015 3. Develop touch object gallery kits and docent boxes for Teaching Collection use within exhibits by Sept 2015 4. Develop a long-‐range plan and proposal for online library expansion by 2016 5. Develop an acquisition plan for additional reference library texts by 2017

Goal #4 — Cultural Education & Research Programming Examine and revise the depth and breadth of programs to improve learning outcomes

A. Commemorate an annual theme with special events & materials that promote Alutiiq history (ED, DC)

2014 2015 2016 2017 Survival 50th 1964 Tsunami 25th Exxon Valdez 230th Awa’uq

Rights & Revitalization 20th Anniversary & 70th Native Rights

Repatriation 25th Larsen Bay Repatriation (NAGPRA)

Leadership 90th Benny Benson Flag Design 30th Dance Renewal

B. Cultivate advanced Alutiiq second language daily use across communities and generations (ED, LAS, CES) 1. Develop an Annual Alutiiq Nation Exchanging Words Symposium for Learners & Speakers by 2015 2. Expand and sustain the Alutiiq Word of the Week (AWOTW) Program, adding Podcasts by 2016 3. Repackage existing language materials as kits for wider audience access by 2016 4. Support language acquisition at all skill levels, while celebrating the many ways of speaking Alutiiq by 2017

a. Expand Community Language Night through advertising and family services by May 2014 b. Establish the Wamlita baby play group as a twice a week program by August 2014 c. Develop storytelling and craft activities for young children within the Wamwik by 2015 d. Develop an Alutiiq Orthography Club to assist others with advanced editing services and grow our

advanced second language speakers and writers knowledge by 2015 e. Sustain systems for weekly Elder Review and monthly Alutiiq Language Council meetings by 2016

• Prioritize New & Remembered Words List needs to make language usable for youth 5. Increase partnerships and establish a communications network for a healthy, united Alutiiq Nation by 2017 6. Develop an Introductory Alutiiq Language textbook using current teaching philosophies and resources by 2018 C. Promote cultural education for daily use and greater wellbeing for all ages (ED, CES, LAS) 1. Facilitate schedule and support for ongoing craft circles by September 2014 2. Collaborate with Kodiak College and KANA on an Elder-‐in-‐Training Conference by December 2014

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3. Develop a plan to grow Traveling Traditions as a rural access program, hosting exchanges, workshops, and exhibits by 2015 (i.e. kayak building, carving, weaving, skin sewing, headdresses, dance, song, language and storytelling)

4. Develop a Traditional Healing Network to strengthen culture bearers and promote wellness by 2015 5. Promote wild foods use and stewardship by formalizing collaboration with harvesters and tribes by 2015 6. Develop a Alutiiq Language Community Engagement Campaign focused on recovery & wellness by 2016 D. Increase community awareness and appreciation for Alutiiq history, research, and culture (ED, CES, DC, SM) 1. Develop a plan for online expansion of the weekly Fall Lecture Series by July 2014 2. Develop an annual plan for a Film/Performance Series in partnership with another entity by 2015 3. Develop a Collections Discovery Series to showcase new gifts and collections by theme or type by 2015 4. Develop a “Night at the Museum” experience for youth groups by 2015 5. Expand traveling and sponsor exhibits through location partners and an new exhibits plan by August 2015 6. Develop a research and documentation workshop series: annual photo and drawing contests by 2016 7. Develop an online ethnographic database for searchable resources on Alutiiq culture and history by 2016 8. Develop a Alutiiq Storytelling Network to promote traditional storytelling by 2017 9. Develop a Native Education and Community-‐Schools Engagement initiative by 2017

a. Increase cultural curriculum resource access through Alutiiq education websites by 2015 b. Facilitate an annual Alaska Native Education Summit and Report by 2016

E. Lead Alutiiq heritage research on targeted and prioritized topics (ED, DRP, CES, CC, CA) 1. Document Alutiiq weaving history and traditions by August 2014 2. Document the history of Alutiiq dance, in partnership with former Cumillat’stun members by 2015 3. Map place names and Alutiiq community genealogy to demonstrate linkages across the archipelago by 2016 4. Study Rice Ridge remains to identify relationship between Ocean Bay and Kachemak period peoples by 2016 5. Research Alutiiq leadership & role models biographical research, to incorporate into educational curricula by 2017

F. Publish cultural and scholarly resources and rejuvenate or add associated exhibits (ED/DRP/CD)

Publications Exhibits Tangraqa Posters – 5 Eras of Alutiiq History (2014) Cultures Through Time Handouts (June 2014) Kal’unek – a Karluk 1 site report & catalog (2015) Kal’unek opening reception featuring K1 artifacts

(2015) Weaving Exhibit Pamphlet (2014) Inartalicirpet -‐ Our Weaving Ways – Phase 1 (2014-‐17)

-‐ Phase 2 – Audio Enhancements (2015) Russian Museum of Ethnography weaving catalog (2016) Introductory Video for Gallery (2016) Introduction to the Alutiiq Nation & Villages (2016) Kodiak Alutiiq Plant Lore Guide -‐ Ethnobotany (2016) Wild Foods (Renew and Expand) (2016) Kayak Exhibit Pamphlet (2016) Peabody Kayak Conservation & Exhibit (2016) History of Alutiiq Dance Booklet (2017) Alutiiq Dance & Regalia (2017) Alutiiq Leaders (2017) Alutiiq Leaders Exhibit (2017) Alutiiq Orthography – Second Edition (2017) Alutiiq Language & Story – Petroglyphs, Cyrillic &

Contemporary Alutiiq Writing (2018) Kodiak Alutiiq Petroglyphs Catalog (2018) Dr. Jeff Leer’s Alutiiq Dictionary (all dialects) (2018) Kodiak Alutiiq Prehistory (Storybook) (2019) Alutiiq Houses (2019) Russian Museum of Ethnography skin sewing (2019) Skin & Gut Sewing Exhibit (2019) Pinart Field Notes Translation (2020) 150 Years After Pinart (2020) 2. Investigate cost and rights to reprint out-‐of-‐print publications (i.e. A Time to Dance by Larry Matfay & Mike Rostad)

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G. Complete or sponsor other scholarly papers and archaeological reports: (DRP, CC, CA) (Deadlines to be determined) 1. Old Harbor Airport Site Report (2014) 2. Raw Materials through Time / Materials List (Paper) 3. Comprehensive Artifact Taxonomy for Kodiak (Paper) 4. Houses Through Time (Paper) 5. Impact of Bears on Archaeological Sites (Paper with L. Van Daele) 6. Archaeological Site Condition for Kodiak (Paper) 7. Riverine Archaeology (Paper) 8. Old Karluk Summary with Maps (Paper) (2015) 9. Alutiiq Collections Outside the U.S. (Paper) 10. Outlet Site Report 11. Karluk River Survey Report 12. Amak Site Report 13. Womens Bay Comm. Archaeology Reports 14. Settlement Point Site Report 15. Uyak Site Reports

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Monitoring and Evaluating the Strategic Plan Implementation

Strategic plans are roadmaps. They aren't rules. It is OK to deviate from the plan, but only if intentionally. The board and staff should understand the reasons for the deviations and update the plan to reflect the new direction. It is important for implementation to identify who is responsible for tracking overall progress and then who is responsible for achieving each goal and objective. A consistent check in at board and staff meetings will assure the plan stays on track.

Key Questions While Monitoring and Evaluating Status of Implementation of the Plan

1. Are goals and objectives being achieved or not? If they are, then acknowledge, reward and communicate the progress. If not, then consider the following questions.

2. Will the goals be achieved according to the timelines specified in the plan? If not, then why?

3. Should the deadlines for completion be changed (be careful about making these changes — know why efforts are behind schedule before times are changed)?

4. Do personnel have adequate resources (money, equipment, facilities, training...) to achieve goals?

5. Are the goals and objectives still realistic?

6. Should priorities be changed to put more focus on achieving the goals?

7. Should the goals be changed (be careful about making these changes — know why efforts are not achieving the goals before changing the goals)?

8. What can be learned from our monitoring and evaluation in order to improve future planning activities and also to improve future monitoring and evaluation efforts?

Reporting Results of Monitoring and Evaluation It is good practice to write down status reports. In the report address the following at a minimum:

• Answers to the key questions while monitoring implementation. • Trends regarding progress, or lack thereof, toward goals, including which goals and objectives. • Recommendations about the status of implementation. • Any actions needed by the board or staff.

Changing the Plan Be sure to be intentional about changing the plan. Write down the following: 1. What is causing the changes to be made? 2. Why should the changes be made? 3. The changes to make, identifying which goals, objectives, responsibilities and timelines. 4. Manage the versions of the plan by putting new dates on them and keep copies of the older versions. 5. Finally, what can be learned from recent activity to make the next strategic plan more beneficial?

Celebrate! Celebration is an important part of organizational culture. Take time to acknowledge the accomplishments of the organization and the individuals within. There is much to celebrate!

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