N.S.C.A.R. Long Range Plan 2014-2019 FINAL Composite... · Committee Members: Caitlin Collins, Hans Jackson, Micah Proctor ... Bob Collins, Holly ... Explore possibility of conducting

N.S.C.A.R. Mission Statement

"The National Society of the Children of the American Revolution trains good citizens, develops leaders and promotes love of the United States of America

and its heritage among young people."

N.S.C.A.R. Long Range Plan 2014-2019

“Where Are We?” Where Do We Want To Go?” What Do We Want To Be?”

“You can’t leave a footprint that lasts if you’re always walking on tiptoes.” Marion C. Blakey

Adopted by the National Board and Senior National Board of Management on 4/10/14.

1776 D Street NW Room 224 - Washington DC 20006 Phone: 202.638.3153 E-mail: [email protected]

National Society of the Children of the American Revolution

Table of Contents

Introduction ............................................................................................................................ Page 1-3 Section I – (Summaries of Goals & Objectives by Program Parts) ....................................... Page 4 Part I – Program & Education ................................................................................................. Page 5 Part II – Leadership Development .......................................................................................... Page 6 Part III – Membership ............................................................................................................ Page 7 Part IV – Communications & Public Relations ................................................................ Page 8-10 Part V – Finance .................................................................................................................... Page 11 Part VI – Headquarters (HQ) ................................................................................................ Page 12 Section II – (Catalogue of Choices/Ideas to Explore/Implement by Program Parts) ......... Page 13 Part I – Program & Education ......................................................................................... Page 14-20 Part II – Leadership & Development .............................................................................. Page 21-22 Part III – Membership ..................................................................................................... Page 23-25 Part IV – Communications & Public Relations .............................................................. Page 26-28 Part V – Finance .............................................................................................................. Page 29-30 Part VI – Headquarters .................................................................................................... Page 31-32 Timeline Chart ................................................................................................................ Page 33-34 Note: The Committee concluded that using “technology” in a variety of ways to move the

organization forward can no longer be treated as a stand-alone component. Therefore, Part VII – Information Technology (updated LRP 2012), the summary/goals/objectives, has been eliminated. All points raised have been integrated into the remaining six parts.

Long Range Plan 2014-2019 1

Introduction (LRP ’14-’19)

The following pages represent a rather significant re-formatting of the previous Plan, last updated in January and approved by the Senior National Board of Management in April 2012. This Committee concluded the organization has moved into another phase of its development and continued with an action-oriented perspective in this document. After much discussion the current Long Range Planning (LRP) Committee decided any item previously marked ‘deleted’, ‘completed’ or ‘removed’ should be excised totally from this new document. While not included in this document, subjects of ongoing interest, i.e., “National Program/Project”, “Regionals”, “National Convention”, “C.A.R. Library”, “General Issues” and “Idea Vault”, are preserved for future reference. The rationale for these changes is to improve document readability without compromising ‘content’ or ‘intent’. Many important initiatives were underway in the first year of this administration. This Committee did not formally meet until mid-2013, because many ‘moving parts’ mitigated against making reasonable assumptions on which to base decisions for the new LRP. However, it kept abreast of developments and accomplishments via numerous other committee reports made at Senior National Board of Management meetings. In July 2013 a two-day retreat was held in New Hampshire prior to the New England Regional meeting. The conversations were spirited from both member and senior perspectives. Practical decisions were made on such matters as ‘format’ and what to include/exclude in the new document. New ideas were explored to expand the ‘reach’ of C.A.R., not only to its members but to the public. As always, some topics ranged into ‘philosophical’ realms with no end and perhaps no good answers! In January 2014 many on the Committee braved winter snows to meet for a weekend retreat in Rhode Island. The interaction between members and seniors in person, via Skype and email comments was wonderful. The entire 2012 (updated) Long Range Plan was reviewed over two days and long nights. The result was an assignment to coordinate, refine and/or re-draft goals/objectives/suggestions in each of the six remaining Parts, as described in the Table of Contents. From February through March, a series of conference calls, two or three times/week and each totaling two or more hours in length, ensured a review of the Parts captured all points raised from July through January. Duplication of a few objectives is apparent where the Committee felt it important to link relevant ideas from one part of the document to another. While the subsequent points are not fully explored in this LRP, they are formal recommendations voted by the Committee which resulted from ongoing conversations as the document evolved. These ‘advisory’ points serve as strong encouragement from this Committee for the next Administration to take ‘action steps’ to implement the following: 1. Engage a person with Human Resource experience, on a volunteer or contract basis,

to qualify the “C.A.R. experience” and compose a statement describing in professional terms its internal and external benefits to members who participate fully in the organization’s programs and projects.

2. Appoint an Ad Hoc Committee to review the structure and purpose of regional

meetings. It is suggested a report be made, preferably to the SNBM, no later than June 2015 in order to implement changes by the 2016 Summer Tour.


3. Suggest to the new LRP Committee a review of the current National Committee structure to organize a more targeted, stream-lined array of programs. Suggest basing any re-alignment on stronger ‘connections’ to our six Objects and those programs which refine answers to decades-old questions: “Who We Are”, “What We Do”, and How To Pay for It”.

Further, the LRP Committee suggests development of a policy that reflects important 21st century concerns of privacy and confidentiality. N.S.C.A.R. should undertake this task as soon as possible. Meanwhile, as the organization engages in assessments, surveys or to other information-gathering tools in order to execute any aspects of this Plan, every effort should be expended to guard privacy and confidentiality of persons and data. Moving from the more ‘practical’ side of creating the new LRP, it seems important to consider for a moment “Where We Came From” just a few short years ago. The National Society of the Children of the American Revolution has a century-plus, tradition-steeped history of which we can justly be proud. However, like most not-for-profit organizations approaching the dawn of this Millennium, it became evident that undergoing a re-assessment process was imperative. Addressing 21st century realities meant ‘hope’ for survival and ‘denial’ spelled possible demise. Happily, C.A.R. has embraced the future over the past dozen plus years. Asking questions like “Where are we? Where do we want to go? What do we want to be?” informed the ‘direction’ of the LRP 2014-19. Answering those questions within the context of this work-in-progress will provide further forward motion organizationally. It is important to note many of the ideas included in this Plan are the result of member input and involvement. Members themselves desire more community interaction/outreach and to increase membership in unique ways. Fully implemented, this Plan will represent another leap into the future for an organization truly striving to be ‘of, for, and by’ the members. We should be eternally grateful for the dedication and strength of character exhibited by our senior leadership. C.A.R. success is dependent almost exclusively on the work of volunteers. With invaluable assistance from a small Headquarters staff we keep doors open and organizational wheels turning. When major change is envisioned and major investment required to convert ‘dreams’ to reality, it is a slow process of necessity, oftentimes undertaken in fits and starts. Differing philosophical perspectives must be aligned; the tortuous tasks of prioritizing needs, securing funds, and most importantly, ‘operationalizing’ an idea must be structured. Some days (and nights!) it seems more questions are asked than answered! Nonetheless, steady progress is being made. Although this Plan represents practical aspirations for the future, this Committee is cognizant it serves simply as a ‘road map’. Others in subsequent Administrations will be responsible for implementation of what and how much is presented today. All ideas contained in the Plan should be regarded as ‘suggestions’ no matter how strongly made, not mandates. Moreover, it is likely new paths may present themselves in the next five years which may be take precedence over some stated, current Objectives. Nonetheless, this LRP 2014-2019 represents the next phase in re-purposing N.S.C.A.R. efforts. Although our Mission remains unchanged- emphasizing patriotic education, historic preservation, and volunteer projects that support community and national needs- C.A.R. is aiming higher as evidenced in these pages. The goal ‘to broaden the spectrum’ is well-expressed by Michigan State President Mitch Huber: “Our Mission can only be accomplished through more concrete deeds that


provide real-world experiences and responsibilities that help us preserve our past, act on our present, and prepare for our future for the betterment of the Nation.” This is the over-arching goal to which the current LRP Committee dedicated its thoughts in creating this document: how to better quantify and qualify critical “Who”, What”, and “How” questions. The ‘vision’ is here; ‘action’ is happening! N.S.C.A.R. will continue to march confidently farther into its future by appreciating….

“You can’t leave a footprint that lasts if you’re always walking on tiptoe.” (Marion C. Blakey) Sean Montibello Jane Keegan Jane F. Keegan National Chairman Senior National Chairman Committee Members: Caitlin Collins, Hans Jackson, Micah Proctor, Billie Spence, Erin

Jackson, Betsy Ehmcke, Holly Lynne McKinley Schmidt, Joanne Zumbrun, Samuel Hinckley, Kimberly Nagy, Rebecca Grawl, Connor Jackson, Katie Kraft, Lisa Davis, Hannah Ehmcke, Norma Griffin, Catherine Horne, Sallie Sites, Cyndy Sweeney, Lance Ehmcke, Mitchell Huber, Renee Horne, Brooks Morton, Laura Page, Edward O’Connell, Bob Collins, Melissa O. Wetzel, Kathy Ehmcke, Kyle Montibello

Special Acknowledgements: There was enthusiastic participation of all Committee appointees, but singular recognition should be given for “services rendered above and beyond the call of duty” to: Billie Spence, Joanne Zumbrun, Lisa Davis, Laura Page, Bob Collins, Holly Lynne McKinley Schmidt, Norma Griffin and Catherine Horne. Acknowledgement and accolades go to those on multiple committees over the years whose members nurtured the accomplishments so far to move all previous long range plans into fast-forward mode. Final thanks are due to National President Caitlin Collins and Senior National President Hans Jackson for their dedicated support of the Committee as the new Long Range Plan 2014-2019 was being crafted.


Section I

Summaries of Goals and Objectives by Program Parts (I through VI)

Who we are? Where do we want to go? What do we want to be?


Part I: Program and Education Goal I: Offer appealing, relevant and meaningful educational programs. Objective 1: Ensure the yearly educational programs in the National Program Packet

promote the historical and patriotic mission and objectives of N.S.C.A.R. Objective 2: Develop educational programs and resources that promote value to our

organization and the community. Objective 3: Develop strategies that encourage community involvement and promote

community visibility. Objective 4: Enhance the individual C.A.R. member experience. Objective 5: Develop a professional plan for securing funds from grants, public and private

foundations in support of C.A.R. educational programs.

Goal II: Expand the organizational knowledge of members and seniors. Objective 1: Develop educational programs and resources for each organizational asset

(e.g., presentations, brochures, handouts, photos, video tours, and electronic itemization of all objects in each asset). *Update to accepted museum standards

Objective 2: Maintain and update the existing organizational resources.

Objective 3: Preserve C.A.R. historical records by digitizing and cataloging (Use as possible reference source for local society good ideas).

Objective 4: Explore possibility of conducting regular internal workshops and seminars.

Goal III: Make programs, educational and organizational resources available for broader reuse.

Objective 1: Determine the best method(s) for making resources available remotely. Objective 2: Develop a process for submitting and evaluating resources for broader reuse. Objective 3: Determine the business rules for data classification and access guidelines as to

which resources should be made available, where (external vs. internal), and to whom.


Part II: Leadership Development and Training

Goal I: Develop effective member and senior leaders committed to the mission of C.A.R. and to enhancing the C.A.R. experience for all participants.

Objective 1: Develop leadership training programs incorporating academic, personal and

professional growth. Objective 2: Educate officers and chairmen, both member and seniors, as to individual

responsibilities at National, State, and Local levels. Objective 3: Increase communication between member and senior leaders at all levels in

order to develop a “culture of communication.”

Goal II: Develop professional and personal leadership opportunities for members. Objective 1: Incorporate leadership training consistently into annual Summer Pre-Board and

Regional Meeting activities. Objective 2: Provide assistance to members to enable them to market their skills and

abilities persuasively in person and in print, e.g., resumes, cover letters. Objective 3: Develop a marketing package to assist in gaining approval for college credit

and/or for excused absences at all educational levels done in conjunction with Public Relations and Patriotic Education Committees.


Part III: Membership

Goal I: Increase Membership Objective 1: Attract new members. Objective 2: Retain current members.

Objective 3: Continue development of a formal program that promotes an active network and pragmatic communication between N.S.C.A.R., C.A.R. Alumni Foundation (CARAF) and SNOC through information sharing technology.

Objective 4: Optimize member involvement.

Goal II: Help Prospective Members Join – Provide genealogical research assistance, staff and the facilities necessary to meet the needs of C. A. R.

Objective 1: Expand genealogical resources to include partnerships with parent

organizations.


Part IV: Communications and Public Relations

Goal I: Increase the value of information communicated to C.A.R. Membership. Objective 1: Develop a strategy for using unified branded imaging for all

categories of communication.

Objective 2: Apply a single distribution strategy for important announcements to manage the number of places where information is posted or ways information is distributed.

Objective 3: Develop communication tools and strategy for “quick” dissemination of

announcements or information to members and seniors. It is recommended that an electronic contact management system be attached to the centralized N.S.C.A.R. database. Communications can be included in the Children of the American Revolution Magazine, but enhanced use of email and the web must be aggressively pursued.

Goal II: Take action to support sustainability of the Children of the American Revolution Magazine. Objective 1: Identify persons involved in C.A.R. who have professional publishing,

computer publishing, writing and/or layout skills who could serve as the Editor of the Children of the American Revolution Magazine, on a periodic rotating or other succession plan.

Objective 2: Identify persons who could be contributing editors for the Children of the

American Revolution Magazine, as regular contributors of feature materials, ideas, articles, or of sources of guest authors for such feature articles.

Objective 3: Improve member commitment to the Children of the American Revolution

Magazine by making members aware of the importance of publication deadlines and by submitting articles to the magazine as an expected activity vs. an exception.


Magazine by encouraging solicitation of advertising. Objective 5: Working through the C.A.R. Magazine Advertising Committee, establish

sales goals, target companies or organizations who should be advertising in the Children of the American Revolution Magazine and solicit their advertising.

Objective 6: Evaluate the subscription price of the Children of the American Revolution

Magazine and the subscription model (e.g. pricing on a family basis in connection with a family dues model).

Objective 7: Investigate how to include or highlight magazine articles or “teasers” on the

website (public portion).


Goal III: Increase knowledge and awareness of C.A.R. for the public audience Objective 1: Create a marketing video and post on the homepage of the N.S.C.A.R.

Website. Post the video on the N.S.C.A.R. YouTube Channel and provide links (via media releases or other distribution mechanism) to parent organizations for redistribution.

Objective 2: Promote C.A.R. through the creation and distribution of consumable

materials tied to the Patriotic Education Committee. Objective 3: Develop a branded name for C.A.R. educational material, similar to the

DAR “American Spirit”. Objective 4: Every National President should post a video discussing the National

Project so the public can be informed of our annual project. This video can also be posted on our Facebook page.

Objective 5: Develop public-oriented advertisements/brochures to be made available at

the Local Society level. Need to consider providing these as a downloadable option for C.A.R. Societies to distribute to their contacts or to provide a number of hard copies free of charge annually to local societies as a way to promote membership.

Objective 6: Encourage consistent application of our branded image for State and Local

Society websites. Beyond consistent use of the C.A.R. logo (instead of the Insignia), State and Local Society websites should be regularly updated and reflect current information. A Web Development or Web Review Committee could assist societies who desire a site but have insufficient resources to develop or manage the site themselves.

Objective 7: Consistently manage the N.S.C.A.R. Internet presence. Objective 8: Develop strategies that encourage community involvement and promote

community visibility. See Part I: Program and Education, Goal 1: Objective 3.

Objective 9: Further develop the strategy to leverage the C.A.R. eagle mascot as one

recognized branded image for our society. Objective 10: Explore the feasibility of developing satellite exhibits to be placed in a

variety of public places. Goal IV: Improve participation in public relations activities on all levels (National/State/Local

audiences) Objective 1: Products! Create long-term stock of branded products. Branded items, not

National Project-themed items, may be attractive to present to new and long time members.

Objective 2: Improve resources for State and Local Societies to generate media coverage.

Post examples of successful media releases to the web site under "Resources". A "Public Relations Handbook" or other guidance would be invaluable to a society with limited experience in this area.


Objective 3: Social Media Plan Execution: Leverage the N.S.C.A.R. Facebook to link to

posted media events when local and state societies are in the news. (All content should be generated by the state and local societies; we are just the gate keepers)

Objective 4: Develop a scheduled plan to periodically refresh all C.A.R. information to

ensure it is relevant, current and accurate. This review would include an objective, critical, reading of all published information. Consider implementing new technologies to coordinate our advertisements. Does our message match our intent in today’s context and based on our view of the future?

Objective 5: Develop a focused communication strategy to involve former C.A.R. members.

In conjunction with CARAF investigate more meaningful use of their database.


Part V: Finance

Goal I: Develop and implement a financial plan and structure to assure sufficient support for C.A.R. Objective 1: Develop an information package to allow donors to leave assets to the

N.S.C.A.R. as part of their Estate planning. Objective 2: Evaluate and consider establishing a $10,000.00 lifetime gift recognition level

for the Endowment Fund, with an accompanying tangible recognition such as a platinum Endowment Pin.

Objective 3: Study and re-evaluate the membership dues structure. Objective 4: Continue to educate members and seniors to ensure understanding of the

Society’s financial information. Objective 5: Maintain and use a nationwide vendor for planning a meeting event at sites for

region meetings and state conferences in order to reduce costs. Objective 6: Educate our C.A.R. base and donors about differing methods of donation;

current use giving and endowed giving. Non-profit organizations need both areas of giving to operate, improve and plan for future needs.

Objective 7: Develop a strategic plan to secure external sources of funding to support the

C.A.R. mission, e.g. grants, public and private foundations. Objective 8: Improve and promote the annual giving campaign through the use of

technology and a broader marketing universe of alumni, corporate sponsorship, and create a cadence of communication (multiple channels of communication) with multiple methods of making a donation.

Goal II: Develop and implement a background investigation process help assure safe senior leadership

support for C.A.R. and remediate liability risks. Objective 1: Identify the minimum criteria to be reviewed and safeguards concerning

investigation results during a background investigation. Objective 2: Determine what level of adult leadership within N.S.C.A.R. will be asked to

have a background investigation performed (e.g., Senior National Officers, Senor National Chairmen, Senior State Presidents, etc.)

Objective 3: Develop and publish, for nationwide comment by all appointed and elected

senior national officers and chairmen, the proposed process to be used for implementing background investigations, and safeguards to be observed to ensure protection of confidentiality with regards to background investigation results.

Objective 4: Identify and select the background investigation firm to be used. Objective 5: Implement an ongoing background investigation process.


Part VI: National Headquarters (HQ)

Goal: Maintain an efficient, effective HQ to meet the needs of C.A.R. using contemporary non-profit staffing models.

Objective 1: Hire an Executive Director. Objective 2: Enhance information technology functions. Objective 3: Consider personnel to support a broader range of HQ staffing skills. Objective 4: Create an internship program. Objective 5: Assure safety and security.


Section II

Catalogue of Choices/Ideas to Explore/Implement by Program Parts (I through VI)

“Where are we?” Where do we want to go?” What do we want to be?”


Part I: Program and Education Goal I: Offer appealing, relevant and meaningful educational programs. Objective 1: Ensure the yearly educational programs in the National Program Packet

promote the historical and patriotic mission and objectives of N.S.C.A.R. 1. Encourage National Officers, National Chairman and their corresponding

seniors to review the following to ensure their Program packet entry is consistent with:

a. The mission statement i. Train good citizens ii. Develop leaders

iii. Promote love of the United States of America and its heritage among young people.

b. The Object of the Society: i. To acquire knowledge of American History. ii. To preserve and restore places of Historical importance

associated with men and women who forwarded American Independence.

iii. To ascertain the deeds and honor the memories of the men, women and children who rendered service to the cause of the American Revolution.

iv. To promote the celebration of patriotic anniversaries. v. To honor and cherish the Flag of the United States of

America above every other flag. vi. To love, uphold and extend the principles of American

liberty and patriotism. c. The purpose of their respective office or committee as described in

the C.A.R. Handbook 2. Consider reducing the number of programs in the National Program

Packet, which is the responsibility of the National President, Senior National President, in collaboration with the Awards Committee, to accomplish.

Objective 2: Develop educational programs and resources that promote value to our

organization and the community. 1. Offer a merit-based educational/achievement track program that

establishes age-oriented, tiered levels. If the program is established and successful within the organization it can be offered to the public. (See Part I, Objective 4, Task 1).

2. Generate criteria/guidelines to ensure consistent quality control and proper vetting in the development of programs and projects.

3. Pursue hiring a history teacher on a contract basis to: a. Develop professional, age appropriate, interactive programs and

resources, such as: i. How to become a U.S. citizen ii. How a bill becomes a law iii. What is the presidential election process? iv. How to conduct a meeting using Parliamentary Procedure v. What is the Bill of Rights and why is it important to us? vi. Why is the American Revolution still important?


vii. Who were our Founding Fathers? (e.g., George Washington, John Adams, Thomas Jefferson)

viii. What was the significance of the Boston Tea Party? ix. What role did the French play in the founding of the United

States? b. Validate programs submitted by local societies for accuracy and

originality prior to making them public 4. Develop educational programs focused on the uniqueness associated with

“American” heritage and culture, and our contribution to civilization; e.g. a. Literature b. Music c. Dance d. Arts and crafts e. Inventions f. Cuisine 5. Create “This Day in American History” postings for use in a public blog. 6. Encourage the Museum Advisory Committee and Curators to enhance

the standards of excellence and professionalism for the N.S.C.A.R. Museum.

7. Explore adding technology enhancements [i.e., interactive (touch screen) computer kiosks] to the N.S.C.A.R. Museum and The Children’s Room.

Objective 3: Develop strategies that encourage community involvement and promote

community visibility.

1. Develop resources for local societies on how to become interwoven in local community activities.

a. Ensure activities grow community recognition of N.S.C.A.R. b. Ensure activities set standard for local society participation in

historic and patriotic commemorations or events c. Ensure activities include local community service projects d. Ensure activities include opportunities to educate the community

and train young people in American History, patriotism and love of Country

2. Partner with parent organizations (e.g., DAR, SAR & S.R.), and others with similar historic and patriotic missions to:

a. Participate in local community historic and patriotic commemorations or events

b. Deliver high quality historic and patriotic programs and activities for local communities Examples where we could partner (until we develop our own projects) include:

i. SAR’s national project through its Center for Advancing America’s Heritage programs focusing on George Washington and other founders

ii. DAR’s initiatives in heritage education, naturalization training, developing Good Citizens, and Constitution Week activities

iii. American Legion training in how to display the Flag of the United States of America correctly


3. Refocus the national Patriotic Education Committee to be the clearinghouse and interactive resource for patriotic education of young people.

a. Provide a collection of standard and timeless program ideas and strategies that local societies can use for:

i. School assembly programs ii. Inter-organizational activities with other patriotic-oriented

organizations iii. Recognition of veterans iv. Community events

b. Describe on the Patriotic Education page in the National Program Packet how to link with the collection of program ideas and activities that are generally consistent from year-to-year

c. Develop educational contests for use in schools that would recognize young people’s achievements in American History, patriotism and love of Country at the local, state and national level

d. Be the link other organizations can use to "find" C.A.R. and the branded programs available year after year

e. Develop mechanism for increasing awareness on the correct usage of the Flag of the United States of America

4. Consider setting key target times for C.A.R. programs to accomplish education about history and patriotism. Create an emphasis for enhanced C.A.R. community activities during these target times. Create a special recognition for all local societies who accomplish activities during the targeted time window. This list provides an illustration but is not comprehensive as to all relevant dates:

a. February 12th (Lincoln's Birthday) to February 22nd (Washington's Birthday) for emphasis during history month

b. April 19th (Battle of Lexington and Concord) for the historical context and for the educational and public relations aspect of National Convention.

c. Memorial Day (last Monday in May) d. Flag Day (June 14) e. July 4th (Independence Day) f. September 11th – Patriot Day and National Day of Service and

Remembrance (in response to 9/11) g. September 17th (Constitution Day) during Constitution Week. h. October 12th (Columbus Day) to October 19th (Yorktown Day) –

the former Patriotic Education Week i. November 11th (Veterans Day) 5. Emphasize the importance of C.A.R. members and local societies

volunteering to help their communities with commemoration of Memorial Day, Flag Day, 4th of July and other local or national historic or patriotic holidays and patriotic initiatives such as Wreaths Across America.


Objective 4: Enhance the individual C.A.R. member experience. 1. Develop an educational/achievement track program that establishes a

merit standard at age-oriented, tiered levels, for individual C.A.R. members to achieve, and thereby obtain specified recognition levels. This would be similar to a merit badge or training level accomplishment and could, but does not have to, involve an actual merit badge or pin.

a. Allow the knowledge/activity achievement levels to be accomplished by any member at the local level

i. Achievement of any of the merit levels should be solely dependent on the individual C.A.R. member demonstrating a standardized level of knowledge and/or skills in the context of good citizenship and love of country and be consistent with the historical and patriotic mission and objectives of N.S.C.A.R.

ii. Goal is to make achievement meaningful but not unattainable.

b. Create separate, age-appropriate standards to be achieved at Elementary, Middle School, and the High School levels that take into consideration the abilities and interests at those ages. The purpose is to encourage continued involvement in C.A.R. throughout the years. Use the variety of topics represented by our National Program Committees to provide alternate paths to each recognition level.

c. Have distinct recognition for achieving each level (e.g., gold, silver, bronze or other appropriately named designations).

d. Design the merit tiers so achieving any one level does not depend on achieving other levels first.

e. Have a tangible award for achieving each level. Partner with parent organizations in regard to citizenship recognitions and medals, or develop a pin/medal unique to C.A.R. to serve as the tangible award.

f. Develop “train-the-trainer” support materials so older members can develop leadership skills by assisting the younger members in this effort.

(Rationale: You can be a member who never holds an office or attends a National

Convention, but receives recognition for having participated in the experience or advanced educational program of C.A.R.)

2. Develop a program to study genealogy so members can learn more about

their ancestors and their roles in the Revolutionary War. Recognition could be established for the members who learn about their ancestors’ story.

3. Create an explanation page for members to help them understand the meaning of the C.A.R. Creed and Mission Statement and explain why we recite them at meetings.

4. Develop a program to train and involve members in improving and managing organizational assets: The Children’s Room, N.S.C.A.R. Museum, N.S.C.A.R. Archives, Children of the American Revolution Magazine, N.S.C.A.R. Web site, Long Range Plan, etc.


5. Establish an internship program at C.A.R. Headquarters. a. Hire or appoint an intern coordinator. (Note: All other references

to “interns” have been consolidated under Program Area VI, National Headquarters.)

b. Create job descriptions for interns/internships c. Publish educational internship program criteria online – open the

search to members, former members, and non-members. Objective 5: Develop a professional plan for securing funds from grants, public and private

foundations in support of C.A.R. educational programs. 1. Develop a business case describing the value of C.A.R. and why a

business or foundation would support the organization. a. Consider the value of C.A.R. educational programs and resources

to members, potential members and the community. b. Consider developing educational curriculum objectives for C.A.R.

to establish a defined focus for our program work, our events, and our publicity/marketing for membership and awareness. (This would also give us a common language to speak to the academic community, potentially assist members in pursuing academic credit, and support our IRS 501(c)(3) designation.)

2. Improve all public-facing areas that promote C.A.R., e.g. N.S.C.A.R. Museum, The Children’s Room

a. Itemize and appraise all museum objects b. Create a visitor book or other system to count visitors 3. Partner with parent organizations to deliver high quality historical and

patriotic programs and activities for local communities. 4. Uses for grant funding could include but are not limited to any program

described in this Long Range Plan. Goal II: Expand the organizational knowledge of members and seniors. Objective 1: Develop educational programs and resources for each organizational asset

(e.g., presentations, brochures, handouts, photos, video tours, and electronic itemization of all objects in each asset). *Update to accepted museum standards

1. N.S.C.A.R. Museum* 2. N.S.C.A.R. Archives* 3. Children of the American Revolution Magazine 4. The Children’s Room Objective 2: Maintain and update the existing organizational resources. 1. “Show-Me-the-Money” workshop 2. The Children’s Room video tour 3. Centennial Plus One by Mrs. Eleanor Niebell 4. The Centennial Convention video 5. Scanned images of prior years’ issues of the Children of the American

Revolution Magazine 6. Scanned membership applications


Objective 3: Preserve C.A.R. historical records by digitizing and cataloging (Use as possible

reference source for local society good ideas). 1. Develop a formal workflow and management plan to digitize any print-

only data assets. 2. Define desired outcome for any digitized asset, i.e. availability for

access, search capability, access controls, etc. 3. Prioritize what data is being digitized by whom (i.e., staff or volunteer),

when and why. 4. Establish a records management policy to specify what should be

retained and why? For how long? Among the records to evaluate are: a. National contest entries (perhaps restrict to only winners) b. Merit Award (materials/entries/winners) c. Freedom’s Foundation (materials/entries) d. Membership Application data e. Society cards f. State and Local Society Annual Reports Objective 4: Explore possibility of conducting regular internal workshops and seminars. 1. Develop dynamic C.A.R. Seminars (e.g., “Patriotic Education,”

“American History Camp”). a. Require long-term planning, funding, staff support and

sustainability b. Should be self-sustaining and a marketing tool for N.S.C.A.R., and

open to the public when possible c. Determine the best time period to hold after consulting with other

non-profits and academic institutions, factoring in the duration and focus of each seminar. Some suggestions are:

i. During the summer in conjunction with one of the regional meetings;

ii. At the end of pre-board and immediately prior to the first regional meeting;

iii. In October during the former “Patriotic Education Week;” or,

iv. In conjunction with an expanded National Convention. 2. Conduct a “Show-Me-the-Money” workshop every two years. 3. Resurrect “C.A.R. Government Is People” seminars (from the early

1970s) 4. Explore offerings by Colonial Williamsburg and Freedoms’ Foundation

to determine if C.A.R. could create a niche market. Goal III: Make programs, educational and organizational resources available for broader reuse. Objective 1: Determine the best method(s) for making resources available remotely. 1. Explore Enterprise Content Management (ECM) solutions as mechanism

to make resources available including: a. Professionally developed programs and resources b. Local society submissions c. Job descriptions and other organizational assets


2. Explore the role of iMIS a. Alternate posting the best programs and resources on the public

side of the N.S.C.A.R. Web site b. Offer organizationally sensitive resources on the Authorized

Users’ side of the N.S.C.A.R. Web site 3. Consider creating a blog to share “This Day in American History”

postings. 4. Study how parent organizations are making assets available for broader

use. Objective 2: Develop a process for submitting and evaluating resources for broader reuse. 1. Determine who and how resources are to be submitted. 2. Determine who and how resources will be evaluated: a. Someone will need to proofread for typographical and grammatical

errors b. Someone will need to check for accuracy of the resources,

especially those locally developed c. Someone will need to check for plagiarism

3. If there are any quality issues, what are the next steps: a. Who will provide the feedback to the submitter?

b. Who is responsible for maintaining quality control of resources? Objective 3: Determine the business rules for data classification and access guidelines as to

which resources should be made available, where (external vs. internal), and to whom.

1. Which resources can be made available to the general public? 2. Which resources should only be available internally? 3. Which authorized user(s), based on their roles, should have access? Examples of resources are: a. Member contact information b. Member photographs c. Contributors and financial records d. National Convention Slide Shows e. End of Summer Tour Slide Shows f. National Project presentations g. Photographs from the official photographer


Part II: Leadership Development and Training

Goal I: Develop effective member and senior leaders committed to the mission of C.A.R. and to enhancing the C.A.R. experience for all participants.

Objective 1: Develop leadership training programs incorporating academic, personal and

professional growth. 1. Conduct an assessment every two years of the needs of the Society and

develop training plans to enhance the C.A.R. member experience. a. Develop an assessment plan to include coverage of the entire scope

of the Society’s activities, events, programs, and activities b. Any survey must be a sustained effort in order to capture data

which can be measured over time and be included in the annual planning and budgeting cycle

c. Survey information will be safeguarded for privacy. 2. Training programs include but are not limited to these focused/topical

examples. : a. Parliamentary Procedure b. Website Development and Maintenance c. Social Media Profile Development and Appropriate Use d. Resume Creation and/or College Applications Incorporating the

C.A.R. Experience Objective 2: Educate officers and chairmen, both member and seniors, as to individual

responsibilities at National, State, and Local levels. Note: Items #1-4 are currently works in progress. As hard copies are often

inaccessible to members and seniors nationwide, online formatting should be made available for future transitions.

1. Senior leaders are to disseminate updated information to each

corresponding officer and chairman related to their duties and responsibilities on or before May 1, with responsibility and oversight by the Senior National Second Vice President.

2. The Senior National Second Vice President will manage the repository, which will hold the documents and serve as the year-to-year “turnover” file for each officer and chairman. This repository should be digitized. The repository of information should include but is not limited to:

a. A summary of current job duties b. Copies of any motions approved c. Reports submitted d. Copies of contest pages submitted to the Awards Committee e. Program year calendar, to know what to expect during each month f. Checklist of essential “to-do” items g. “How to Make Your Job Easier” Guide

3. Identify resource(s), e.g. Senior National Librarian, for the responsibility to manage each piece of training material to be disseminated to members and senior leaders.


Objective 3: Increase communication between member and senior leaders at all levels in order to develop a “culture of communication.”

1. Establish and disseminate protocols for expected contact between member

officers and chairmen and their senior counterparts. 2. Establish and disseminate protocols for expected contact between

national/senior national officers and chairmen and their state counterparts. 3. Develop an annual retreat/training seminar for national members and

senior officers and chairmen. Goal II: Develop professional and personal leadership opportunities for members.

Objective 1: Incorporate leadership training consistently into annual Summer Pre-Board and

Regional Meeting activities. Objective 2: Provide assistance to members to enable them to market their skills and

abilities persuasively in person and in print, e.g., resumes, cover letters.

Objective 3: Develop a marketing package to assist in gaining approval for college credit and/or for excused absences at all educational levels done in conjunction with Public Relations and Patriotic Education Committees.


Part III: Membership Goal I: Increase Membership Objective 1: Attract new members. 1. Develop a program to education and encourage local and state societies

to participate in community events throughout the year 2. Create a volunteer ombudsman position to act as a liaison between the

genealogy department, the local society and the applicant to ensure a prompt completion of the application process.

3. Develop long-range strategies to share the C.A.R. story with prospective members, their parents and senior leaders through mechanisms such as the website, membership brochure, marketing videos and other resources.

4. Develop a plan for how to include DNA evidence in the member application process. Consider any existing DAR, SAR, and S.R. policies.

5. Develop a strategy to use regional meetings as a mechanism to promote C.A.R in the local community, focusing on community service and activities. Strategy to include targeted media release packages.

6. The National Society should brainstorm and answer the following questions: “Why do we want to be a member of C.A.R.?” “Why is C.A.R. right for you?” The goal is to help participants readily answer these everyday questions in order to effectively recruit their friends.

7. Develop a marketing strategy to target genealogical publications, specifically via DAR/SAR/S.R. local, state, and national newsletters/magazines.

8. Develop a long-range strategy to promote Life Memberships to increase membership. e.g., waive the membership application fee if the Life Membership fee is submitted with the application.

9. Develop a strategy for having a N.S.C.A.R. presence at national, regional, state, and local genealogical conferences.

10. Review the current chairmanship job description for members and seniors to determine if an expanded committee structure is desired and would prove beneficial, e.g. one chairman to work on attracting new members and one to work on retaining existing members.

11. Establish an auxiliary/affiliate membership category in C.A.R. Form an ad hoc committee to determine the appropriate form, structure, management, and rights/responsibilities of auxiliary/affiliate membership and make a report within the next two years.

12. Create an actionable strategy to identify and acquire prospect lists of known member-eligible individuals (their parents); cold prospects to be used for the purpose of a pragmatic membership drive. Establish a formal prospect workflow process to convert prospects to members while engaging and enlightening them to the benefits of C.A.R.


Objective 2: Retain current members. 1. Develop a strategy to encourage membership retention at all ages. a. Life membership drive for members 16 – 21 years old; remind

members this is an opportune time to become a Life Member. b. Explain at 18 options concerning our parent organizations and

stress dual membership versus “transferring” to the parent organizations and dropping C.A.R. membership.

c. Examine a variety of fee structures to encourage membership retention.

d. Assist members in retaining their membership in a hardship situation, i.e. adopt-a-member campaign.

2. Encourage members to become Life Promoters and continue to receive the Children of the American Revolution Magazine.

3. Create programs conducive to family involvement. 4. Promote the Mission Statement. 5. Review the current chairmanship job description for members and

seniors to determine if an expanded committee structure is desired and would prove beneficial, e.g. one chairman to work on attracting new members and one to work on retaining existing members.

6. Create a new national officer/senior officer position or repurpose current national officer/senior officer position(s) with a focus on member retention and local society revitalization.

7. Develop and conduct a survey directed to dropped members (non-payment of dues) to understand if actions can be taken to reinstate these members and/or gain knowledge for future retention of members.

8. Develop a reinstatement and retention campaign.

Objective 3: Continue development of a formal program that promotes an active network and pragmatic communication between N.S.C.A.R., C.A.R. Alumni Foundation (CARAF) and SNOC through information sharing technology.

1. Provide opportunities for life-long friendships by encouraging aging-out

members to join the CARAF and/or the Senior National Officer’s Club. 2. Send a communication to aging-out members thanking them for their

membership and provide information on ways they can continue to support C.A.R., e.g. Life Promoter.

3. Develop a program to involve C.A.R. alumni in the National Convention, regional meetings and other events sponsored by the National Society or state and local societies to encourage their continued connection to and involvement with C.A.R.

4. Develop a program for communications to C.A.R. alumni. 5. Explore ways to increase participation and interest among inactive

alumni members in local, state, regional, and national meetings by making the member alumni roster available to state and local societies.


Objective 4: Optimize member involvement. 1. Develop and implement a buddy system whereby experienced National

Board members and National Chairmen act as mentors to incoming members.

2. Plan programs and activities to engage the interests and talents of 8-11 year-olds, i.e. assign them as pages/aides in a variety of capacities, as flag bearers, and give them other responsibilities as a part of their leadership development.

Goal II: Help Prospective Members Join – Provide genealogical research assistance, staff and the

facilities necessary to meet the needs of C.A.R.

Objective 1: Expand genealogical resources to include partnerships with parent organizations.

1. Create C.A.R. genealogical network of assistants. 2. Participate in regular/periodic ‘Genealogy Summits’ with our parent

organizations to resolve procedural issues with the goal to make it easier for our prospective members to use existing genealogies and to ease the eventual acceptance of aging-out C.A.R. members into the parent organizations.


Part: IV Communications and Public Relations

Goal I: Increase the value of information communicated to C.A.R. Membership.

Objective 1: Develop a strategy for using unified branded imaging for all categories of communication.

Objective 2: Apply a single distribution strategy for important announcements to

manage the number of places where information is posted or ways information is distributed.

Objective 3: Develop communication tools and strategy for “quick” dissemination of

announcements or information to members and seniors. It is recommended that an electronic contact management system be attached to the centralized N.S.C.A.R. database. Communications can be included in the Children of the American Revolution Magazine, but enhanced use of email and the web must be aggressively pursued.

G Goal II: Take action to support sustainability of the Children of the American Revolution Magazine. Objective 1: Identify persons involved in C. A. R who have professional publishing,

computer publishing, writing and/or layout skills who could serve as the Editor of the Children of the American Revolution Magazine, on a periodic rotating or other succession plan.

Objective 2: Identify persons who could be contributing editors for the Children of the

American Revolution Magazine, as regular contributors of feature materials, ideas, articles, or of sources of guest authors for such feature articles.


Magazine by making members aware of the importance of publication deadlines and by submitting articles to the magazine as an expected activity vs. an exception.


Magazine by encouraging solicitation of advertising. Objective 5: Working through the C.A.R. Magazine Advertising Committee, establish

sales goals, target companies or organizations who should be advertising in the Children of the American Revolution Magazine and solicit advertising.

Objective 6: Evaluate the subscription price of the Children of the American Revolution

Magazine and the subscription model (e.g. pricing on a family basis in connection with a family dues model).

Objective 7: Investigate how to include or highlight magazine articles or “teasers” on the

website (public portion).


Goal III: Increase knowledge and awareness of C.A.R. for the public audience Objective 1: Create a marketing video and post on the homepage of the N.S.C.A.R.

Website. Post the video on the N.S.C.A.R. YouTube Channel and provide links (via media releases or other distribution mechanism) to parent organizations for redistribution.

Objective 2: Promote C.A.R. through the creation and distribution of consumable

materials tied to the Patriotic Education Committee. Objective 3: Develop a branded name for C.A.R. educational material, similar to the

DAR “American Spirit”. Objective 4: Every National President should post a video discussing the National

Project so the public can be informed of our annual project. This video can also be posted on our Facebook page.

Objective 5: Develop public-oriented advertisements/brochures to be made available at

the Local Society level. Need to consider providing these as a downloadable option for C.A.R. Societies to distribute to their contacts or to provide a number of hard copies free of charge annually to local societies as a way to promote membership.

Objective 6: Encourage consistent application of our branded image for State and Local

Society websites. Beyond consistent use of the C.A.R. logo (instead of the Insignia), State and Local Society websites should be regularly updated and reflect current information. A Web Development or Web Review Committee could assist societies who desire a site but have insufficient resources to develop or manage the site themselves.

Objective 7: Consistently manage the N.S.C.A.R. Internet presence. Objective 8: Develop strategies that encourage community involvement and promote

community visibility. See Part I: Program and Education, Goal 1: Objective 3.

Objective 9: Further develop the strategy to leverage the C.A.R. eagle mascot as one

recognized branded image for our society. Objective 10: Explore the feasibility of developing satellite exhibits to be placed in a

variety of public places. Goal IV: Improve participation in public relations activities on all levels (National/State/Local

audiences) Objective 1: Products! Create long-term stock of branded products. Branded items, not

National Project-themed items, may be attractive to present to new and long time members.

Objective 2: Improve resources for State and Local Societies to generate media coverage.

Post examples of successful media releases to the web site under "Resources". A "Public Relations Handbook" or other guidance would be invaluable to a society with limited experience in this area.


Objective 3: Social Media Plan Execution: Leverage the N. S. C.A.R. Facebook to link to

posted media events when local and state societies are in the news. (All content should be generated by the state and local societies; we are just the gate keepers)

Objective 4: Develop a scheduled plan to periodically refresh all C.A.R. information to

ensure it is relevant, current and accurate. This review would include an objective, critical, reading of all published information. Consider implementing new technologies to coordinate our advertisements. Does our message match our intent in today’s context and based on our view of the future?

Objective 5: Develop a focused communication strategy to involve former C.A.R. members.

In conjunction with CARAF investigate more meaningful use of their database.


Part V: Finance Goal I: Develop and implement a financial plan and structure to assure sufficient support for C.A.R. Objective 1: Develop an information package to allow donors to leave assets to the

N.S.C.A.R. as part of their Estate planning. Objective 2: Evaluate and consider establishing a $10,000.00 lifetime gift recognition level

for the Endowment Fund, with an accompanying tangible recognition such as a platinum Endowment Pin.

Objective 3: Study and re-evaluate the membership dues structure. Objective 4: Continue to educate members and seniors to ensure understanding of the

Society’s financial information.

1. Create/update a “Show Me the Money” type format. 2. Centralize documentation and determine accessibility to all financial

Policies, Resolutions and Fund documents. 3. Continue to explore ways to create more transparency of financials and

budget. 4. All income must be accounted for in performing the educational program

and mission of the society. 5. Develop a formal cost/benefit analysis for operations and fundraising. 6. Identify, analyze and monitor the total overhead costs to determine point

in time financial health (cash flow of normal operations) of organization.. 7. Clarify what are the General Operating Fund and the Restricted Funds

versus new restricted funds. 8. Explore expanding this financial education opportunity to develop

life/work skills under Leadership Development.

Objective 5: Maintain and use a nationwide vendor for planning a meeting event at sites for region meetings and state conferences in order to reduce costs.

Objective 6: Educate our C.A.R. base and donors about differing methods of donation;

current use giving and endowed giving. Non-profit organizations need both areas of giving to operate, improve and plan for future needs.

Task: Explore the current financial standing of the organization and the needs

for ‘current use’ and ‘endowed’, so a plan can be created for the function of strategic fundraising.

Recommendation: Involve chairs of Finance Committee, Development

Committee, Investment, and EFAC in evaluating current state of finances and the organization’s needs for ‘current use’ or ‘endowed’ giving.

Objective 7: Develop a strategic plan to secure external sources of funding to support the

C.A.R. mission, e.g. grants, public and private foundations.


Objective 8: Improve and promote the annual giving campaign through the use of

technology and a broader marketing universe of alumni, corporate sponsorship, and create a cadence of communication (multiple channels of communication) with multiple methods of making a donation.

Task: The Development Committee should implement and make continuous

improvement to formalize the fundraising campaign effort(s). Recommendation: 1. Integrate the Annual Giving Campaign into lifetime giving. 2. In consultation with the IT Committee, identify technology solutions that

can be developed/utilized to expand/implement this objective. See Goal I: Objective 2 above.

3. Develop capabilities to facilitate giving by individuals or a local society via multiple channels. See Goal 1: Objective 6 above.

4. Create a broader list of entities or companies (individuals known to C.A.R.) for marketing solicitation.

Goal II: Develop and implement a background investigation process to help assure safe senior

leadership support for C.A.R. and remediate liability risks. Recommendation: Given the high level of sensitivity to youth protection issues across

numerous youth-focused organizations, it is HIGHLY recommended that the Senor National President (2014-2016) form an ad hoc committee no later than June 1, 2014, with no more than five senior leaders from several levels, to complete this goal by the National Convention in April 2015. The chairman should be a person with extensive experience in a human resources environment and with a strong focus in managing a background investigation process.

Objective 1: Identify the minimum criteria to be reviewed and safeguards concerning

investigation results during a background investigation. Objective 2: Determine what level of adult leadership within N.S.C.A.R. will be asked to

have a background investigation performed (e.g., Senior National Officers, Senor National Chairmen, Senior State Presidents, etc.)

Objective 3: Develop and publish, for nationwide comment by all appointed and elected

senior national officers and chairmen, the proposed process to be used for implementing background investigations, and safeguards to be observed to ensure protection of confidentiality with regards to background investigation results.

Objective 4: Identify and select the background investigation firm to be used. Objective 5: Implement an ongoing background investigation process.


Part VI: National Headquarters (HQ) Goal: Maintain an efficient, effective HQ to meet the needs of C.A.R. using contemporary non-profit

staffing models. Objective 1: Hire an Executive Director 1. Reports to the Senior National President. In business terms, the

Executive Director would be the Chief Operating Officer (COO). The Senior National President would function as Chief Executive Officer (CEO) and Chairman of the Board consistent with the duties and responsibilities as per the Bylaws.

2. Duties and Responsibilities. a. Hire staff authorized by the Senior National Board of

Management, following procedures outlined by the Society. b. Organize HQ staff, including assigning functions, and workload. c. Evaluate HQ staff performance. d. Manage the business operations of HQ and the Society. e. Facilitate Fund Raising. Note: An executive director would relieve the Senior National President of

routine communications and business, so the Senior National President can focus on representation and promotion of C.A.R., strategic development and mentoring members. The Senior National President would then act as CEO as opposed to a caretaker or staff member. Reevaluate the decision not to hire individuals affiliated with C.A.R. See Objective 2: 3f below.

Objective 2: Enhance information technology functions. 1. Develop a process to facilitate direct online dues payment by credit card

to encourage more members to choose a Life Membership option. 2. Use the Web Site and file sharing solutions to facilitate volunteer work

support remotely. 3. Create a position to support the implementation of Information

Technology having duties such as: a. Manage National Convention Processes, e.g. Credentials,

Registration b. Basic event management, e.g. Post State Conference Information. c. Post Board Minutes/Motions. d. Refresh the Web Site (Packet/Administration/Graphics/Roster,

etc.). e. Basic user management f. Re-evaluate the decision to not to hire individuals affiliated with

C.A.R. g. Marketing campaign management execution, e.g. fundraising,

events, volunteer solicitation, talent pool development h. Outbound communication management, e.g. establishing a cadence

of communication and messaging to designated audiences


Objective 3: Consider personnel to support a broader range of HQ staffing skills 1. To manage a diverse talent pool 2. To assist and/or drive the implementation of fund raising programs to

include grant writing 3. To coordinate the C.A.R. Alumni Foundation and the Senior National

Officer’s Club 4. To manage the N.S.C.A.R. Museum and its collections, The Children’s

Room collection, N.S.C.A.R. Archives 5. To assist in the development of professional educational programs Objective 4: Create an internship program. 1. Explore the benefits of an intern coordinator to develop and manage an

internship program: a. Develop the program in consultation with educational institutions

and other non-profits. b. Create job descriptions for interns. c. Publish educational internship program criteria – online. d. Open internships to members and non-members. 2. Possible internship functions might include: a. Collect and analyze demographic data on the organization and

identify trends. b. Assist with membership-marketing programs. c. Assist with web site management. d. Assist with the operation of the N.S.C.A.R. Museum. e. Enhance the awareness of C.A.R. in academic communities. f. Assist with the Regional Tour, serving as educational support or

staff assistant. Objective 5: Assure safety and security.

1. Maintain a safe work environment at HQ. 2. Review insurance coverage and liability exposure. 3. Evaluate the layout of facilities to optimize efficiency.

Documents

N.S.C.A.R. Long Range Plan 2014-2019 FINAL Composite... · Committee Members: Caitlin Collins, Hans Jackson, Micah Proctor ... Bob Collins, Holly ... Explore possibility of conducting