Strategic Plan FY21-FY23
Approved by the Trustees November 24, 2020
2020-2022 STRATEGIC GOALS AND TACTICS
The Mechanics Hall Strategic Planning Committee met regularly from September 2019 through November 2020. It delayed its final report to the Trustees from May 2020 until November 2020 because the COVID-19 pandemic disrupted Mechanics Hall business and the businesses of the Committee members.
The Governance Committee will have general oversight of the Strategic Plan.
The Strategic Planning Committee will meet again in April 2021 unless the Governance Committee requests a review before that date to evaluate strategic goals and tactics within the pandemic environment. The Strategic Planning Committee agrees it needs to address the needs of the Hall
1) within the context of potentially prolonged business closure as well as 2) within the context of a gradually increasing events schedule when business can resume and new event hosting parameters that may emerge post-pandemic.
Regardless of the unique pandemic environment, when the Trustees approved the current strategic planning work, they agreed it was in the best interests of Mechanics Hall to begin reviewing strategic goals annually and, further, that all Committees would be using the Strategic Plan for evaluating and recommending/implementing tactics. The report identifies which Committees will share in the responsibilities of achieving certain goals. This process provides for continual strategic evaluation of the work and success of Mechanics Hall and eliminates the need for concerted strategic planning once every three to five years.
The strategic goals and tactics identified in this report do not have deadlines attached. However, the Strategic Planning Committee agrees that the timeframe for completing the work described ought to be June 2022.
Finally, the Strategic Planning Committee evaluated the current mission statement and is proposing changes as noted in this report.
Goal 1: Maintain/Improve Financial Stability
Tactic: Determine Specific, Measurable, Achievable, Relevant, and Time Bound (S.M.A.R.T.) short-term and long-term operating income and fundraising goals based on data analysis and establish campaigns to support the goals.
Responsibility: Staff, Finance Committee, Membership & Development Committee, and Sales & Marketing Committee
Tactic: Develop strategy for re-emerging post-COVID
Responsibility: Staff, Finance Committee, Sales & Marketing Committee, Property Committee
Tactic: Develop contingency plan for prolonged COVID-19 induced shutdown
Responsibility: Staff, Finance Committee, Executive Committee
Tactic: Assemble a volunteer hospitality team to reduce Hall expenses and offer client savings.
Responsibility: Staff, Sales & Marketing Committee
* * * * * * * * * * * * * * * * * *
Goal 2: Position the Hall as a Premier Brand of Culture & Community
Tactic: Launch the Portraits Project to add William Brown and Frederick Douglass to the Great Hall portrait gallery. This tactic also supports Goal 4.
Responsibility: Staff, Portrait Project Committee, Property Committee, Executive Committee, Membership & Development Committee.
Tactic: Broaden and Diversify Programming by facilitating use of the Hall by diverse cultural, arts, and community organizations as rental events or partnerships.
Responsibility: Staff, Sales & Marketing Committee, Membership & Development Committee, and Advisory Council
* * * * * * * * * * * * * * * * * *
Goal 3: Enhance Appearance & Function
Tactic: Evaluate the technology needed for clients, vendors, and staff. Plan acquisition, installation, and training.
Responsibility: Staff, Property Committee, Sales & Marketing Committee, Membership & Development Committee
* * * * * * *
Goal 4: Cultivate Organizational Leadership in Support of the Mission
Tactic: Create an Advisory Council that will include community leaders who will share their expertise to support and advise the Trustees and Executive Director relative to the mission of the Association.
Responsibility: Staff, Governance Committee, Board of Trustees
* * * * * * * * * * * * * * * * * *
MISSION STATEMENT
Current Mission Statement (2015)
Worcester County Mechanics Association
Our mission is to serve the community by offering Mechanics Hall as the gathering place for experiences that inspire, enrich, and enlighten generations.
Proposed Mission Statement
The Worcester County Mechanics Association’s mission is to steward Mechanics Hall and continue its legacy to serve as a world-class host to cultural and community events; inspiring, enriching, and enlightening generations.
Mechanics Hall • 321 Main Street, Worcester, MA 01608 • Info: 508-752-5608 • Tickets: 508-752-0888