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2015–2019

“To accomplish great things, we must not only act but also dream. Not only plan but also believe.”

—AnAtole FrAnce

Strategic Plan

NAI Strategic Plan 2015–20192

Summary

The essence of nAI

nAI now

Who We Are and Will Become

Why

Focus Areas

Derived, Key Strategic Issues

Strategic Themes

Strategies and Performance Indicators

Contents356789

111516

Strategic Plan 2015–2019 NAI 3

Summary

Current Environment (External)• Thereachandunderstandingofheritageinterpretationisincreasingandbecomingmore

recognized – nationally and internationally• Visitorstointerpretivesitesaredemandinggreateraccessanddesirefortechnologyinprograms

and media• Substantialgrowthinglobaltourismisputtingpressureonnaturalandculturalsitesimpacting

management,visitorexperience,andsustainabilitynegatively• HeritageinterpretationprogramsinUScollegesanduniversitiesaredecreasingalongwith

publishedresearchonheritageinterpretation• Nationally,associationmembershiptrendsshowdeclines,aspressureisappliedtoprovide

relevantproductsandservicesinreturnforloyalty

Key Strategic Issues (Internal)• Developmentofamoresustainable,financiallysecureandinnovativeorganizationisneeded• Demandsforadvocacyforboththefieldofheritageinterpretationandthevalueofheritage

interpretersrequireaction• Growth,engagement,support,andretentionofmembersrequireadditionalfocus• Partnershipandcollaborationopportunitiesneedtobeexploredformemberandorganizational

benefit


Strategies• ReviewBoardMember/OrganizationalUnit

leaderrolesandresponsibilities,andstrengthenleadershipmanagementandoperationalprocedures,toreduceinefficiencies,sharpenfocus, and strategically allocate internal resources

• Ensurefinancialsustainability,missionimpact,andorganizationalaccountability

• Assessandpromoteeffectivetechnology,communicationandcollaborationamongBoard,workgroups,membership,andstaff

• Reachouttopastleaders,fostercontinuedorganizational commitment, and elicit engagement with ongoing organizational leadershipanddevelopmentprograms

• Developandimplementaninternalvolunteerandleadershipdevelopmentprogram

• FosterandsupportvolunteerandleadershipdevelopmentopportunitieswithinNAI

• Undertakeafullcertificationandnationalstandards review

• Completeacompetitiveanalysis,andinnovativeconference strategy

• Undertakeamemberandmarketneedsassessment for training

• CompleteacomprehensivedemographicsurveyofNAImembers

• FinishOrganizationalUnitre-organization,managementandmemberservicestabilization

• StaffandboardtoworkcollaborativelywithOrganizationalUnitstodevelopannualoperationsplanstosupportNAIstrategicplanand annual goals

• Developandimplementmembershipgrowthand retention initiatives

• DevelopstrongerrelationshipsacrosstheorganizationparticularlywithOrganizationalUnitstorealizethepotentialof“OneNAI”

• Developanadvocacypolicyandstrategy• Implementanationalcollaborativeandstrategic

partnershipassessmentandplan• Developinternationaloutreach,collaboration,

mentoring,exchangeprograms,andpartnershipplantoworkwithinternationalmembersandsimilar organizations

• InitiatediscussionandworktodevelopanInternationalFederationofHeritageInterpretationOrganizationsbetweenkeyinternationalheritageinterpretationorganizations

Strategic Themes

By the end of 2016A. Ensure organizational viability

By the end of 2017B. Review, develop, and grow the performance of NAI’s core programs and services

By the end of 2019C. Partner nationally and globally; engage in collaborative advocacy efforts

È È È


The Essence of NAI

Strategic Framework

The National Association for Interpretation will:Facilitateandprovideaccesstothelatestresearch,training,resources,andtrendsinheritageinterpretationthroughmultiplechannelswhileadvocatingforandcreatingnetworkingandmentoringopportunitiestogrowitsmembernumbers,andcelebratingtheirachievements

For: Allindividuals,agencies,organizations,andcompaniesthatprovidepersonalandnon-personalheritageinterpretation

As a: Preferredvoiceandadvocateforheritageinterpretationnationally,andasatrustedmentorandcollaboratorinternationally.

MissionInspireleadershipandexcellencetoadvanceheritageinterpretationasaprofession

VisionNAIistheleaderofinterpretationintheUnitedStatesandanirreplaceablepartnertootherinterpretiveassociationsaroundtheworld

Goals• Highengagementwithmembersresultinginretentionandgrowth• Wellrespectedtrainingandprofessionaldevelopmentprogramsforalllevelsofpaidand

unpaidinterpreters• Innovativeandmemberresponsiveprogramming• Accessandsupportoftoolsandresearchthatcaninfluenceandprovidedirectionforheritage

interpretationintothefuture• Throughadvocacy,heritageinterpretationismorewidelyrespectedandsupportedasa

professioninNorthAmericaandNAIisitspreferredvoice• Collaborationandpartnershipswithagenciesandorganizationsnationallyandinternationally• Energetic,highperforming,well-rewardedstaff• Excellenceinethicalandtransparentgovernance• Effectiveandtransparentcommunications


NAI NowWiththeamalgamationoftheWesternInterpretersAssociationandtheAssociationofInterpretiveNaturalistsin1988,NAIbecameonevoicededicatedtothesinglefocusofheritageinterpretationintheUSandhasmaintainedthatrolesuccessfullyfor the last 25 years.

HeadquarteredinFortCollins,Colorado–NAIhassixfulltimestaffdedicatedtotheprimaryprogramsoftheorganization,andit’smembers.Twopart-timestaffandstudentvolunteersbolsteritscapabilities.

Withtimeandagrowingmembership,NAIformed10distinctgeographicalregionsrepresentingall50statesandthe10provincesthatmakeupCanada.Affinity-basedsectionsdevelopedtoprovidememberstheopportunitytonetworkandlearnskillswithinaspecificniche.Recently,changestothebylawscreatedanewtitleandstructureforregionsandsections.Nowknownas“OrganizationalUnits”–regionalandaffinity-basedsectionsoperateunderguidanceofan“AdvisoryCouncil.”Membershipgrewtoaround5200in2006andhasremainedatthatplateau.Theadditionofsixcertificationprogramsfrom2000to2003continuedtoprovideprofessionalgrowthandasteadyinfluxofnewinterpretersthroughthehighlysuccessfulCertifiedInterpretiveGuideProgram.Additionally,OrganizationalUnitsprovidelocalizedandspecializedtrainingopportunitiesthroughregionalworkshops,andincreasinglywebinars.Nationally,heritageinterpretationreceivesadditionalsupport,advocacyanddevelopmentinmanyotherorganizationsandentities,manyofwhicharespecificallyfocused.Examplesofthisincludethenorth American Association for environmental education, theAmericanAssociationforStateandLocalHistory,theNatureCenterDirectorsAssociation,andothers.ManyofNAI’smembersbelongtotheseorganizationsinadditiontoNAI.

Membersalsocontinuetobecomemorediverse–culturallyaswellasinthesettingsfortheirwork.Thetraditionalinterpretivefieldofthefederalandstateagencieshavebeenjoinedbylocalhistoricandlivinghistorysites,tourismoperators,themeparks,conventionandvisitorbureaus,nationalandlocalmuseums,musicians,poetsandindeedanyonewithastorytotellwiththegoalofconnectingpeopletoacultural,historicalornaturalresource.Supportingthestoriesisresearchfromacademiaandindustry,andthevasttalentsofcommercialmembers,trainers,andconsultantsthatbringinterpretiveideastolifeinmanyformsofinterpretivemedia.Newopportunitiesandnichesinheritageinterpretation,training,andprofessionaldevelopmentallowinterpretersandtheirorganizationstoexpandandbecomedilutedatthesametimewhichcreatespressureandambiguityonlimitedresourceswithintheprofession.AconcerningissuefacingNAIandmembershipisthefailuretoretainmembers,particularlyaftercertification.

Nationalconferences,heldeveryyearsince1988,andaninternationalconference,addedin2006providetheopportunityforNAItoshareitscollectiveknowledgeandnetworkingtopeersworkinginthefieldinadditiontonumerouscountriesaroundtheworld.SeveralofthosecountrieshavebroughttolifetheirowninterpretiveorganizationsandcontinuetocollaboratewithNAIopeningupnewfrontiersandpotentialtoincreasethevalueofinterpretationonaglobalscale.

In2013,NAIheldassetsof$1.38millionandanannualincomeof$1.23million.Primaryfundscomefrommembershipduesandcertification.WhileNAIisnotawealthyorganization,andreliesannuallyonalineofcreditwhenneeded,solvencyisbalancedthroughtheownershipandincreasingvalueofitsFortCollinsofficeproperty.

NAI supports, trains, certifies, and provides professional networking to paid and unpaid interpreters in the US and Canada. Members in 36 countries participate in collaborative conferences held around the world and look to NAI as a mentor and leader for interpretive organizations.


Who We Are and Will Become

Strategic Framework

NAI will: • Trainforprofessionaldevelopmentandtoimproveskills• Certifytoconfirmskills• Networktoshareskillsandimprovecommunity• Demonstrateexcellence• Encourageresearchtofurtherrespondtochangingneeds,andtounderstand• Advocatetoincreaseawareness• Collaborateandpartnertomentor,support,andgrowbothourselvesandorganizationsandagencieswhosupportand

contributetothepracticeofinterpretation

For: Allindividuals,agencies,organizationsandcompanieswhoprovideandsupportpersonalornon-personalinterpretation,orwhocanuseinterpretivecommunicationtechniquesandmethodologiesintheirroles

While being: • Missionoriented• Innovative• Relevant• Sustainable• Financiallyviable

Service to our members

Furthering the interpretive profession

Development of the Organization


Why

WithallthepastsuccessthatNAIhasenjoyedovertheyears,theorganizationhasreachedaplateauinitsevolution.Previousstrategicplanobjectiveshavebeenreached through the hard work and commitment ofstaff,boardmembers,taskforcesandgeneralmembersandthetimeforinnovation,creativity,andlooking forward are again at the forefront.

Memberandvisitorprofilesandneedsarechangingwith evolving generations, trends, and technology. Heritageinterpretationprogrammingismorediverse,andevershrinkingbudgetsmeansthosetaskedwithmanagingthevisitorexperiencethroughinterpretationarelookingfornewideasandopportunities.Thesharpincreaseinglobaltravelandtourism,andthedesireforuniqueandmeaningfulvisitorexperiencesisplacingunprecedentedpressureonbothnaturalandculturalsites,providingauniqueopportunityandroleforheritageinterpretation.

Anecdotal evidence suggests that nationally, interpretivestaffandbudgetsareconstantlyunderpressureandthreatenedwitheliminationhighlightingtheneedforincreasedadvocacyfortheinterpretiveprofessionatalllevels,andespeciallytothoseincontroloflargerbudgetswhomaynotnecessarilyunderstandthebenefitsofheritageinterpretation.NAImustbeaninnovativeforceinensuringrelevancyoftheprofession.

The millennial generation is seeking greater meaningintheirprofessions,andintheactivitiesandorganizationsthattheysupport.Withthedeepbeliefthattheycanchangetheworld,millennialsaremission-focusedandwillparticipatein“engagedaction”iftheybelieveinthecause.

Competitionmeansthatorganizationsmustidentifyand grow within their niche and culture in order to growtheirmembership.Competitionalsoprovidesopportunitiesforsharedcollaboration,growthandnetworking.Inordertofindvalueindues,membersarelookingforkeybenefitsinjoiningandaddedvalue.Missingthetrendsandfailingtoadaptisbeingmetwithincreasinglyharshconsequences.Diversityand inclusion are no longer something to work towards,butmustbeintegratedintoeveryfacetofasuccessful organization.

Tothatend,NAI’sOrganizationalUnits–representedbyregionsandsections-haveanincreaseddesire,opportunity,andneedtobemoreinnovative,participatory,andvaluabletomembers.Throughrecentbylawchanges,nowhavethemechanismstodoso.NAIisinauniquepositiontoidentifyandworktowardscreatingthevibrantandsustainableheritageinterpretationfieldofthefuture,andmusttakeadvantageofthatopportunity.Acollaborativeand“OneNAI”workingtogethercanandwillmakeadifference.

Internationally,interpretationasaprofessionalfieldisenjoyingincreasingvalueandunderstanding.Anumberoforganizationsdirectlysupportingthefieldhavegrownorhavebeenborneinanumberofcountries,regionsandcontinents.Partnershipsandcollaborationswithsomeoftheseorganizationshaveprovidedmuchneedednetworking,ideasharing,jointresearchopportunitiesattheuniversitylevel,andmulti-nationalworkopportunitiesintheprivatesector.NAIisenjoyingbothincreasedvisibilityinternationally,andtheopportunitytoexploreincreasedcollaboration.

Professional Membership Organization TrendsProfessionalmembershiporganizationtrendsoverthelast5-10yearsshowthatprofessionalsinmanyfieldsnowhavemorechoicesthaneverinhowtheynetwork,findtoolsandresourcestoenhance their work and careers, and how they access it.ProfessionalorganizationmembershipitselfisdecliningthroughouttheUS,andorganizationsarebeingforcedtofindalternativewaystoengagetheprofession,retainmembersandgrowrevenuestreams.Research,memberneedsassessments,anddatadrivenanalysesarebeingroutinelyusedbysuccessfulorganizations to drive strategy, growth and evolution in a changing association world.


Focus Areas

Focus on Heritage InterpretationHeritageInterpretationisarespected,researched,andpeer-reviewedsocialscience.Fromitsphilosophicalandpracticalroots,tobenefitsand outcomes, nAI is focused onadvancinginterpretationasaprofession,asocialscience, and as Freeman tilden wrote – an art. Interpretationisfullyinclusiveof our natural and cultural heritageandallaspectsofinterpretiveprogramminganddevelopmentincludingdesign,planning,fabricationandimplementation.Focusingon“Interpretation”looksattheprofession,itslegacy,research,advancement, advocacy, training,andphilosophy.

Four focus areas have been identified within NAI to ensure that the full scope of interpretation and the organization are being addressed in each and every program or product developed or offered.

Focus on Heritage InterpretersHeritageInterpretersandthelegacy they steward are the gluethatbondsNAItogetherasanorganizationanddefinesitspurpose.Fromanentry-levelfront-lineinterpreterto national director level interpretiveadministrationand oversight, nAI would notexistwithoutthepeoplewhoidentifyas“heritageinterpreters.”Thefocusoninterpretersincludesbothpaidandunpaidprofessionals,therolestheyplayintheirorganizations, and the professionalethics,standardsandrequiredskillsassociatedwithperformingheritageinterpretation.

Focus on Membership and Organizational UnitsMembersaretheprimaryresource of nAI and as such drivealloftheprogramsand services that ensure itcontinuestooperate.OrganizationalUnits–bothregionalandaffinity-basedsectionsprovideopportunitiesformemberstogatherorshare ideas locally, regionally, orinamongstinterest-basednetworks.Focusingonmembershipandorganizational units ensures collaborativeeffortsbetweenallaspectsoftheorganization(“OneNAI”)areabletoprovideareasonformemberstocontinuetobelong,andthattherightopportunitiesareavailableforthosememberstointeract with the organization inthewaytheyprefer.

Focus on Organizational ViabilityBoardparticipation,governance,bylaws,fiduciaryresponsibility,andorganizationdevelopmentare all key terms that any organizationmustbesuretoaddress,planfor,andevolvewithtoensurestabilityandviability.FocusingonorganizationalviabilityprovidesNAIwithasetofprioritiesthatallowittofunction,becollaborative,competitive,andinnovative,togrow,andoperatewithinnon-profitlegalrequirements.


Strategic Imperatives or Themes

Heritage InterpretationCommunicate,advocate,celebrate,anddemonstratethevalueofheritageinterpretation

From the four focus areas, strategic imperatives provide a desired outcome statement for each, from which all priorities and objectives support.

Heritage InterpretersEmpowerbothpaidandunpaidheritageinterpretersacrossthefullarcoftheircareers

Membership and Organizational Units (“One NAI”)Engagemembersandempowerorganizationalunitstocreatevitalcommunitiesandsupportivenetworks

Organizational ViabilityEnsureawell-led,professionallymanaged,financiallysound,andresponsiveorganization


Derived, Key Strategic Issues Opportunities and threats, and strengths and weaknesses (SWOT analysis) are summarized below in groups, and from them are derived the key strategic issues facing NAI.

Opportunities and threats, strengths and weaknessesPrincipal opportunities and threats for interpretation (external)

• Heritageinterpretationisbecomingamorerecognizedtermandfieldbothnationallyandglobally

• Atabroadacademiclevel,moreresearchisbeingdonethatinformsthefieldofheritageinterpretationasawhole

• Degreeprogramssupportingtheinterpretivefieldaredeclining• Budgetsarebeingstressedwithinmanynationalandinternationalorganizationsleadingto

programsbeingeliminatedorprimarilydrivenbynon-personalmedia• Aperceptioncontinuesthatheritageinterpretationprimarilyoccursat,andNAImembers

primarilycomefromnaturalresourcebasedsitesandnothistoricalsites,museums,orcommercialoperations

• Advocacytomaintainheritageinterpretation’srelevanceandroleinhistoricalpreservation,nature conservation and tourism is much needed nationally and internationally

• Advocacyisneededfortheroleheritageinterpretersplayinengagement,empowerment,civicsociety,communitydevelopmentandtourism

• Asonlinecoursesandtrainingbecomemoreaccessiblethroughtechnology,thereachandvalueofinterpretivecommunicationtrainingismovingbeyondtraditionalniches

• Theinternet,smartphonesandotherinteractivedevicesarechangingthewayweplanvisitsandinteractwithinterpretation–bothculturalandnatural

• On-sitetechnology–itsimpactontraditionalmediaandinterpreters• Increasedglobaltourismdemandandthesearchforenrichedvisitorexperiencesprovides

multipleopportunitiesforheritageinterpretationtoplayalargerrole• Bothatoncecompetition,andthusanopportunity-providingnationalandinternational

workshopsthatincludeinterpretationareincreasinginotherorganizationsandthoseforwhichheritageinterpretationisaniche(e.g.,AmericanAssociationforStateandLocalHistory,TheInternationalEco-tourismSociety,NationalAmericanAssociationforEnvironmentalEducators,AmericanAllianceofMuseums)

Key strategic issues for NAI

1. Advocacyisneededinthefieldofheritageinterpretationinordertosecureitsimportanceandgrowth

2. TrainingandcertificationareinhighdemandaswellasbeingkeyrevenuedriversfortheorganizationandshouldbemanagedformaximumsuccessfornAI and its trainees

3. Increasedpartnershipsandcollaborationwillprovideaplatformforincreasednationalandinternational growth

4. Researchthatbenefitsheritageinterpretationneedstobeidentified,supported,anddisseminatedbyNAIandmademoreeasilyavailabletothefield


Opportunities and threats, strengths and weaknessesOpportunities and threats in addressing the needs of members and heritage interpretation employers (external)

• Opportunitytodevelopandgrowsharedtoolsandresourcesforaccessbyinterpretersatalllevels

• MembersdesiregreateraccesstopotentialjobopportunitiesthroughNAI• Developexpandedopportunitiesforongoingcareerdevelopmentandsupport–especiallyfor

midtofullcareerprofessionals• Non-traditionalaudiencesfromoutsideoftheheritageinterpretationfieldarebeginningtoshow

upatNAItrainingcourses• Thereisincreaseddemandformentoringandprofessionaldevelopmentopportunitiesforcareer

interpretersatalllevels• Declininginterest,participationandunderstandingofsomecertificationcategoriessuchas

HeritageInterpreter,InterpretiveHost,andInterpretiveManager• TrendsshowthatMillennialsarelessinclinedtojoinmemberorganizations.• Engagementstrategiesarebecomingincreasinglydifferentfordifferentgenerations• Betterengagenewmembersornewlycertifiedinterpretersatalllevelstoincreasetheir

involvement with the organization• Moreemployersincreasinglyincreasinglyfacedwithdecreasingbudgetsforinterpretive

programsandstaffwithmultiplenegativeresults• Inabilitytofund,oraccesstofreeorreducedcosttrainingsofferedbyotherorganizationsor

institutionsisprovidingincreasedcompetitiontoNAIofferings• BecomingirrelevantasotherorganizationsfulfillneedscurrentlyprovidedbyNAI


1. Increased demand for nAI to facilitate retention or increase of funding for access to training,conferencesandpositionsacrossmanyorganizations and agencies

2. Membershipretentionandengagementaretrendinglow

3. Manymembersarenearingretirementandtheirlegacyandknowledgemaybelost

4. Millennialsandthenextupcominggenerationneedadifferentapproachandhavedifferentdesiredoutcomesandprioritiesfortrainingandengagement

5. Professionaldevelopmentatalllevelsisakeypriorityanddriverforparticipation,trainingandcareerdevelopmentininterpretationacrossallsectors

6. Bothamemberassessmentandemployerneedsassessmentareneededtoprovidedataforstrategydevelopmentthatcouldbenefitthegrowthoftheprofession


Opportunities and threats, strengths and weaknessesStrengths and weaknesses of NAI for its role (internal)

• NationalandInternationalWorkshopshavesuccessfullybeenofferedannuallysincetheirinceptioneitherasastandaloneevent,orinpartnershipwithotherorganizationsprovidingnetworkingopportunitiesandaccesstosharedresourcesataninternationallevel

• TheCIG,CIT,andCIPCertificationprogramshavebecomesuccessfulanddrivekeyrevenuestreams,however,theyhavenotbeenrevisitedorreviewedsincetheirinception

• WhileNAIisarecognizedbodyforheritageinterpretationintheUS,thereisincreasedcompetitionfromotherorganizationsandlackofawarenessofby“interpreters”whoaredoingthe work

• Revenuesourcesareinconsistentfromyeartoyearmakingitdifficulttobudgetaccuratelyandfundsfordevelopmentofnewprogramsandservicesisextremelylimited

• InternationalWorkshopshaveinconsistentlybeenabletodemonstrateaprofit• Staffcapacityislimited• AcademicresearchrelatedtoheritageinterpretationisnotaswellpromotedbyNAIasit

couldbenoraccessibletothepeopleorsiteswhocouldbestutilizethedata,findings,andrecommendations

• NAIhasastronghistoryofvolunteersfulfillingvariousroleswithinthegovernanceandeventplanningarenas.SomemembersactivelyworktowardsorseekleadershipopportunitieswithinOrganizationalUnitsorattheorganizationallevelbutitisnotconsistent

• Regionalandaffinity-basedOrganizationalUnitsoffermultipleopportunitiestoengagewithothermembersthroughnewsletters,websites,localgatheringsandtrainingopportunitieshowever it is not consistent

• Somelongtimeagencies/partnershave“movedaway”fromNAIinrecentyearsandsupportfrom key agencies is limited

• Lackofclearworkgoalsandopportunitiesfordevelopmentandtrainingforstafftodevelopnewor increased skills


1. Positionsandroleswithinthestaffneedtoundergoreviewforefficiencyanddevelopmentpotential

2. Workshops–bothnationalandinternationalshouldcontinuetobereviewedforfuturepotentialandnew strategies to drive satisfaction and increased attendance

3. Certificationreviewstoidentifyviable“certification”versus“certificate”classesaroundrobustnationalstandardsandlegalrequirementsisoverdue

4. OrganizationalrelationshipsbetweenBoard,staffandOrganizationalUnitsneedfocuseddevelopmentand growth to ensure future success

5. Anincreasedfocusonpartnershipsandcollaborationisneededwithkeystrategicnationalorganizationsandpartners

6. Leadershipdevelopment,training,andsuccessionplanningisneededforboard,OrganizationalUnitleadership,staff,andsupportpositionsacrossNAI

Continued on next page


Opportunities and threats, strengths and weaknessesStrengths and weaknesses of NAI for its role (internal)

• Difficultyinrecruitingvolunteersforkeyrolesplacinggreaterstressonstaffinsomeareas,impactingworkschedulesandbudgeting

• FailureofmultipleOrganizationalUnits–bothinterest-based,andregional• StaffarecommittedtomorestronglysupportingOrganizationalUnitstoensuretheirsuccessbut

arelimitedbytimeandresources• NoroadmapexiststoallowforOrganizationalUnitandstafftobestutilizeresourcesand

opportunitiestodriveandachievegoals• Lackofvision,skillsandvolunteerstofosterlocalmeetingsandmembers,ortofulfillother

servicesasidentifiedbyseveralOrganizationalUnitscreatingdisparityinservices• Currentbudgetsdonothaveroomforadditionalornewspending• Currentincomedoesnotsupportabilitytopayoffdebtsannually,orprovidedevelopmentfund• Lackofwell-establishedcommunicationsprocedurescanputstaffandBoardmembersin

awkwardpositioncreatingmistrust• Inconsistentpastaccountingpracticesandfinancialmanagement• Maintainingprogramsdueto“passion”overpracticality• Hightravelcoststhatarenotalwayssupportedbyincome• Federal(andother)budgetsarediminishing• Limitedboarddevelopmentopportunities,andperformanceisnotmeasured• Fundraisingandinvestmentdevelopmentislimitedinitssuccess


7. Stabilizationandgrowthofincomeandexpenditureis reaching critical stage

8. OrganizationalUnitsneedtoworktofurtherdevelopkeystrengthsandsuccesseswherefeasible.Ensuringadherencetothebylawsforfunctionalunits to allow innovation and growth needs to occur

9. IncreasedthediversityofNAI’smembershipandleadershipneededtoensureafullyinclusiveandrepresentativeorganization

10. Increasedfocusondevelopmentopportunitiesandgrantsrequired

Continued from previous page


Strategic ThemesKey strategic issues are consolidated into three strategic themes and supporting strategic objectives.

• Advocacy

• Trainingandcertification

• Partnershipsandcollaboration

• Research

• Membershipretention

• Professionaldevelopment

• NAIstaff

• Nationalandinternational workshops

• Organizationalrelationships

• Leadershipdevelopment

• Finances

• Investmentanddevelopment

• Employerandmemberneeds

• Diversity

A. Ensure organizational viabilityTwo years to complete (by the end of 2016)

• ReviewBoardMember/OrganizationalUnitleaderrolesandresponsibilities,andstrengthenleadershipmanagementandoperationalprocedures,toreduceinefficiencies,sharpenfocus,and strategically allocate internal resources

• Ensurefinancialsustainability,missionimpact,andorganizationalaccountability• Assessandpromoteeffectivetechnology,communicationandcollaborationamongBoard,

workgroups,membership,andstaff• Reachouttopastleaders,fostercontinuedorganizationalcommitment,andelicitengagement

withcurrentNAIleadershipanddevelopmentprograms• Developandimplementaninternalorganizationalvolunteerandleadershipdevelopment

program

• Initiatefullcertificationandnationalstandardsreview• Developacompetitiveanalysisandinnovativeconferencestrategy• Undertakeamemberandmarketneedsassessmentfortraining• Undertakeacomprehensivedemographicsurveyofinterpreters• FinishOrganizationalUnitre-organization,managementandmemberservicestabilization• StaffandBoardtoworkwithOrganizationalUnitstodevelopannualoperationsplansto

supportNAIStrategicPlan,andannualgoals• Developandimplementmembershipgrowthandretentioninitiatives

B. Review, develop, and grow the performance of NAI’s core programs and servicesThree years to complete(by the end of 2017)

C. Partner nationally and globally; engage in collaborative advocacy effortsFive years to complete(by the end of 2019)

• DevelopstrongerrelationshipsacrosstheorganizationparticularlywithOrganizationalUnitstorealizethepotentialof“OneNAI”

• Developnationaladvocacypolicyandstrategy• Developanationalcollaborativeandstrategicpartnershipassessmentandplan• Developinternationaloutreach,mentoringandpartnershipplan• InitiatediscussionandworktodevelopanInternationalFederationofHeritageInterpretation

Organizationsbetweenkeyinternationalheritageinterpretationorganizations

Thefirstthemeisaboutviability,thesecondisaboutdeliveringkeyprograms,andthethirdisaboutsustainabilityoftheprofessionbothlocallyandglobally.Actionstoimplementstrategiescanbeginondayone,irrespectiveofintendedcompletiondates.

STRATEGICOBjECTIVESISSUE THEME


Strategies and Performance Indicators

Strategy

A.1RevisittheNAIdefinitionof“HeritageInterpretation”toensurerelevancyforthefutureoftheprofession

A.2Developandimplementaninternalvolunteer/leadershipdevelopmentprogramtoensurelongtermviabilityofleadershipwithinNAI

A.3Developandimplementlongtermcommunications,publicrelationsanddevelopmentstrategiesandplansinclusiveofmembersandthewiderpublic

A.4Ensurefinancialsustainability,missionimpact,andorganizationalaccountability

A.5Assessandpromoteeffectivetechnology,communicationandcollaborationamongBoard,workgroupsandstaff

Performance Indicator

1. Initiateataskforcetoperformanin-depthanalysisofthecurrentdefinitionof“heritageinterpretation”andifneeded,proposeanewdefinitionforconsiderationandapproval

1. Identifyataskforceonleadershipdevelopmentwithintheorganization2. Aleadershipdevelopmentplanisdevelopedthatidentifiesskillsandtraitsdesiredbythe

organizationandatimelineforimplementation3. Progressismeasuredannuallyafterinceptionoftheplantoensuregoalsarebeingmet,andany

gapsidentified

1. Identifystrategiesforeffectivecommunications,publicrelationsanddevelopment2. Completecommunication,publicrelationsanddevelopmentplansandimplement

1. Long-termfinancialgoalsareestablishedandastrategytoachievethemidentified2. Amission-impactexerciseandmatrixisundertakenattheendofeveryyeartocheckagainst

assumptionsandtoinformdecisionmakingforthefollowingyear3. Aninternalaccountabilityauditisdevelopedandmeasuredagainsteveryyeartoidentify

strengthsandopportunities

1. Anassessmentofcommunicationneeds,methodsanddeliveryisundertakenalongwithagapassessment

2. recommendations are made that identify communication tools and methods that will increase thelevelofcommunication,acknowledgementandparticipationbetweenBoard,workgroupsandstaff

Theme A: Ensure organizational viability; by end of 2016


A.6ReviewBoardMember/OrganizationalUnitleaderrolesandresponsibilities,andstrengthenleadershipmanagementandoperationalprocedures,toreduceinefficiencies,sharpenfocus, and strategically allocate internal resources

A.7Reachouttopastleadersandawardwinnerstofostercontinued organizational commitment, and elicit engagement

1. ReviewallExecutiveCommitteeandstandingcommitteerolesandresponsibilitiestoensurestrategicalignmentandeffectiveallocationofresourcestobestservetheorganizationandmembers

2. Annualreviewsarecompletedofboardmember/organizationalunitleaderskills,expertise,anddesiredcontributions.Eachmemberisassignedtorelevantworkinggroupsorprojectsusingthefindings

3. Boardmember/organizationalunitleaderserviceplanswithtimelinesandmeasurableobjectiveshavebeenfacilitatedandcompleted,providingevaluativefeedbackandcoachingsupportasneeded

4. Boardmember/organizationalunitleaderstrainingopportunitiesareprovidedincreasingawarenessofrolesandresponsibilitiesandfacilitatingtheaccomplishmentofserviceplans

5. Everyboardmember/organizationalunitleadercanpinpoint3-5waysthattheyhavecontributedtotheNAIvisionandstrategicinitiativesonanannualbasis

1. Ataskforceisconvenedtoidentifypastleadersandaprogramdevelopedtore-engagethemwith nAI

2. Createamechanismthatprovidestheopportunitytoparticipate,influence,andhelpkeyprograms


Strategy

B.1Undertakeafullcertificationandnationalstandardspeerreview

B.2Completecompetitiveanalysisandinnovativeconferencestrategytoensurelongtermviabilityandadaptationtochanging trends and needs

B.3Undertakeamemberandmarketneedsassessmentfortraininganddevelopment

B.4Completeacomprehensivedemographicsurveyofinterpreterstoensureallmembershaveaccesstorelevantservices and information that meets their needs

B.5Fosterandsupportunpaidprofessionalandleadershipdevelopmentopportunitieswithintheheritageinterpretationfieldasawhole


1. Ataskforceisestablishedtoundertakecertificationandnationalstandardspeerreview2. Allcertificationprogramshavebeenassessedagainstcurrentliteratureandstandardsarebased

on this

1. Ataskforcewillbeinitiatedtoresearchemergingtrendsinconferencedevelopment,management,andprograming

2. Presentrecommendationsusingtheaboveresearch,trendsanalysis,andpost-conferencesurveys

1. AprofessionalneedsassessmenthasbeencompletedfortheNorthAmericanaudience2. Identifyandprovidetrainingopportunitiesthatsupportandbuildknowledge,skillsandabilities

requiredtoreachtheminimumcompetenciesandstandardsoftheprofessionalcertificationcategories

1. AtaskforcewillbeinitiatedtodevelopademographicsurveytoolthatwillallowNAItobetterunderstanditsnationalandinternationalmembersandneeds.

2. Resultsfromthedemographicsurveywillbelaidagainstcurrentprogramsandservicestoidentifyanygapsoropportunities

3. RecommendationswillbemadeofferingopportunitiesforNAItocloseanygapsidentified

1. InitiateataskforceofkeyinterpretiveleadersrepresentativeofNAI’smemberorganizationsandbusinesstypes

2. Surveyandanalyzeleadershipneedsandgapswithintheprofession3. ReviewcurrentNAIprogramsandcertificationtoidentifyopportunitiesandchallenges4. Developandimplementaprofessionalleadershipdevelopmentprogrambasedonfindingsand

regularlyassesseffectiveness

Theme B: Review, develop and grow the performance of NAI’s core programs and services; by end of 2017


B.6CompleteOrganizationalUnitre-organization,managementinitiativesandmemberservicestabilization

B.7Staff,BoardandOrganizationalUnitscollaboratetodevelopannualoperationsplanstosupportNAIStrategicPlanandannual goals

B.8Developandimplementmembershipgrowthandretentioninitiatives

1. OrganizationalUnitswillhavedocumentationonfile,acceptedbytheBoard,recognizingmemberservices,andanannualreviewprocessbytheendof2015

2. AcollaborativetaskforcecomprisingmembersfromOrganizationalUnits,staff,andBoardwillbedevelopedtoexplorestrategicplangoalsandopportunities

3. Recommendationsandideaswillbepresentedandifviablewithpotentialpositivemissionimpact,assignedchampionstodevelop,budgetandimplement

1. OrganizationalUnitswillhaveannuallyapprovedoperationsplansdemonstratingalignmentwithoperationalgoalsandstrategicopportunities

1. AmembershiptaskforceworkingwiththeExecutiveDirectorandMembershipmanagerhasbeeninitiated

2. Annualmembershipgoalsforretentionandnewmemberswillbeidentified,andstrategiesdefinedandimplementedtomeetannualgoals


Strategy

C.1Developstrongerrelationshipsacrosstheorganization,particularlywithOrganizationalUnitstorealizethepotentialof“OneNAI”

C.2Developanationaladvocacypolicyandstrategy

C.3Completeanationalcollaborativeandstrategicpartnershipassessmentandplan

C.4Developinternationaloutreach,mentoringandpartnershipplantoworkwithinternationalmembersandsimilarorganizations

c.5 lead discussion and work to initiate International Federation ofHeritageInterpretationOrganizationsbetweenkeyinternationalheritageinterpretationorganizations


1. AtaskforceinclusiveofOrganizationalUnitleaders,staff,andboardmembersisestablishedtoexplorestrongercollaboration,opportunities,andoutcomesforOrganizationalUnitsthatwillbenefittheorganizationasawhole

2. OrganizationalUnitannualoperationsplansincludeprogramsandproductsthatmeetstrategicplangoals

3. ThenationalannualoperationsplanincludesprogramsandproductsincollaborationwithOrganizationalUnits

1. AnadvocacytaskforceisinitiatedtodefinedesiredadvocacylevelsandanadvocacypolicyforNAI2. Anadvocacystrategy/planisdevelopedandhasbeenadoptedbyNAIandisinuse,and

regularlyreviewedandupdated

1. Anassessmentandexternalpartnershipplanhasbeencompletedandisregularlyupdated2. Keynationalpartnershavebeenidentified,andanypotentialoutputsareassessedregularly

againstmissionimpactanddesiredstrategicoutcomes

1. Internationalneedsadvancingtheprofessionareidentifiedanddiscussionsconvenedoncommon issues

2. Aclearinghouseofresourcestorespondtoneedsiscreated3. Asopportunitiesandproductsareidentified,ataskforceorteamwillbeassignedtodevelop,

propose,andimplementanyresultingoffering4. Fromthelistandresources,thosewhichcouldbebetterservedbyalargerfederationhavebeen

identified

1. Ataskforceandatimelinetoworkonfederationprojecthasbeeninitiated2. Keyglobalpartnerorganizationshavebeenidentifiedandcontactestablished3. DiscussionswithinternationalgroupregardingconveninganInternationalFederationof

HeritageInterpretationOrganizationshasbeeninitiated4. AnInternationalFederationisestablished,orinternationalcooperativeagreementreachedon

anyestablishedoutcomes

Theme C: Partner nationally and globally; engage in collaborative advocacy efforts; by end of 2019


Glossary

Advocacy Theterm“advocacy”hasmanyapplications.AsNAIhasplayedalimitedadvocacyroleinthepast–thetermisusedlooselyinthisdocumentuntilanewadvocacypolicyandstrategyismorefullydevelopedaspartofanoverallgoalofthestrategicplan.

Heritage Interpretation“Heritage”representsboththenaturalANDculturalheritagethatallthosewhoworkininterpretationworktointerpreteveryday.“NatureInterpretation”or“CulturalInterpretation”arealsocorrectandrepresentmorespecializedformsofinterpretationasa whole.

National Thistermisusedtobefullyinclusiveofalllocal,regional,city,andotherentitiesunlessotherwisespecified.

Organizational UnitUnderthe2010updatedbylaws,OrganizationalUnits(OU’s)is the legal term identifying what nAI more commonly calls“Regions”and“Sections.”Whilethesetermscanbeusedinterchangeablyinthisplan,theterm“OrganizationalUnit”hasbeenprimarilyused.

Task ForceAworkinggroupthatcanbecomprisedofstaff,members,board,oroutsideexpertiseasapprovedbythePresidentforaspecifictaskforaspecifiedperiodoftime

Unpaid ProfessionalAnupdatedandmorerespectfultermfor“volunteer”–unpaidprofessionalpaysahigherrespecttotheprofessionalskillsandtalentsofthethousandsofdocentsandunpaidinterpretersthatworksupportinginterpretation.

Thank You!Aschairofthestrategicplanningtaskforce,Iwouldliketoextendmysinceregratitudetoboardmembers,NAIstaffmembers,andthemembersofthetaskforceincludingChuckLennox,jessicaMoore,KevinDamstra,johnMiller,ToddBridgewater,TheresaCoble,LindaStrand,AmyLethbridge,johnLuzader,PaulCaputo,EmilyjacobsandMargoCarlockwhoputinmanyhourslistening,writing,editingandresearchingforthisplan.ThankyoualsotothemanymembersandOrganizationalUnitswhoprovidedthoughtfulandmeaningfulfeedbacktohelpguidethefutureofYOURorganization.Ithasbecomeveryobviousandgratifyingtoknowthatmanyofusfeelpassionatelyaboutourprofessionandtheeffortsneeded to ensure a strong legacy. Please know that if your thoughts and comments are not directlyrepresentedinthisplan–theyhavenotbeenforgottenorignored.Astrategicplanisonlytheguidingfirststepsandidentificationofdestinationsonajourney.Theactualroadmap,directionsandthesitesweexplorealongthewaywillalsoincludeyourrichness,experience,andideasasNAIreachesintothefuture.Withnextstepsandimplementationabouttobegin,wehopeyouwillcontinuetojoininandbeheard!

—Jane Beattie, November 2014

Sources• NAINationalConferenceAttendees-Reno2013• Facebookcommentsandresponsestospecificquestions• LinkedIncommentsandarticles• NAIStrategicPlanningWebpagecomments• AcademicsininterpretivefieldinterviewedbyMastersStudentsfromStephenF.

AustinUniversity• Personalcommunicationsofstaff,board,andtaskforcememberswithindividual

membersorprofessionalsintheinterpretivefield• Board Strategic Planning meetings

www.interpnet.com

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