Strategic Plan - Executive Summary

September 2005

Introduction

The National Guild was established by America’s community schools of the arts in 1937 to provide leadership, advocacy, and service to the field. United by their common mission to ensure that quality arts education is accessible to all, community schools foster life-long engagement in the performing, visual and literary arts, and develop the artists and audiences of the future.

As the service association for community schools of the arts, the National Guild believes involvement in the arts is essential to individual fulfillment and community life. The National Guild advances high-quality, community-based arts education so that all people may participate in the arts according to their interests and abilities. The National Guild supports the creation and development of community schools of the arts by providing research and information resources, professional development and networking opportunities, advocacy, and high-profile leadership.

Vision

We envision a future characterized by increased participation, broader member engagement and greater investment by a range of stakeholders. Our programs and services will increase the capacity and effectiveness of our members and raise awareness and increase investment in community schools. The identity of the community school field will be better defined and unified and the Guild will become known as its primary and best provider of information, programs and service. It is our goal to become one of the nation’s best and most highly regarded arts service organizations.

Over the next three years the Guild seeks to become a highly efficient and effective national service organization with the requisite human, technological and financial resources to enable it to communicate with and deliver information and services to a significantly larger number of organizations and individuals. In order to achieve our envisioned future we will focus on the core business of contributing to the success of our members through delivery of quality programs and services that are highly relevant to their needs.

Strategic Priorities

We have identified the following areas of focus that are critical in realizing our vision over the next three years.

Ø Increase value of membership

§ Increase relevance of programs and services through market research (surveys, focus groups, etc.)

§ Improve members’ access to knowledge by employing communication technology and development of more CSA-specific content (i.e. Online Resource Center)

§ Raise awareness of field amongst consumers, donors and policymakers by development of National Guild and Community School “brands” and participation in national forums

§ Create topic-oriented and interest area networks using teleconferences and other distance learning technologies

Ø Increase member engagement

§ Develop programs and services that target specific job functions within institutions; examples include virtual networking forums via the web and listserv.

§ Increase participation of staff beyond E.D within member institutions

§ Support regional activities

Ø Grow membership

§ Develop strategies for increasing artistic and cultural diversity of member organizations

§ Develop and pursue targeted recruitment strategy

Ø Restructure membership and reform Certification Program

§ Create one category for all institutional members, “de-coupling” Certification from membership

§ Study and revise benefits and dues structures

§ Assess and reform certification program

Ø Employ cutting-edge technology to increase organizational efficiency, member engagement and value of membership

§ Upgrade internal hardware and network

§ Plan and install an integrated system for managing contacts, communications, web content and documents, event registration and donations.

§ Secure ongoing, reliable technology maintenance and support

Ø Develop human and financial resources to support the Guild’s services and activities

§ Retain and develop current staff

§ Increase human resources (staff and/or consultants) for content development, marketing and communications, and administrative support

§ Engage and garner support from key corporate stakeholders through board participation, program sponsorship, advertising and trade show participation

§ Increase board’s capacity for giving and gaining access to resources

§ Increase earned revenue by growing membership and participation in fee-based programs

§ Undertake Leadership Campaign to support strategic initiatives