Crystal Falls Contemporary Center
Strategic Plan
July 2019
Mission: Our mission is to provide a safe environment for local and visiting youth and adults to come together for fun, cultural, and artistic activities and enrichment.
Who We Serve: The Crystal Falls Contemporary Center serves approximately 500 people annually. These participants are mostly women and children. They average in age of 3 years old to 80+ years old. We would like to see more men attend classes and be more involved in our practices. Our center has programming for all ages and abilities. There is something for everyone. Geographically, we find that friends, family and visitors of our community attend events year round. Most attendees are within the Iron County area.
Core Values:
Community: The CFCC builds community through strong partnerships and support of our youth.
Accessible: The CFCC and its programs are family orientated, safe, affordable, inclusive, and welcoming.
Creative Excellence: The CFCC is creative, courageous, and open minded, and follows our mission and vision with passion.
Sustainable: The CFCC ensures its longevity through thoughtful and fiscally responsible management.
Programs: Youth and Adult enrichment classes throughout the year
Beer and Wine Tasting each October
Soup Luncheon each December
Scholarship to be awarded each May
Goals for 2019-2023
1. Maintain sound and strategic financial management
2. Expanding internal management that includes exploring communication and program options
3. Physical space expansion of center
Background and Context
The CFCC is currently in a good place. Our center has come a long way in the past ten years. The board of directors wants to ensure that our organization continues to grow. In efforts to do so, a strategic plan has been developed. During the process, the CFCC board of directors performed a SWOT Analysis of the organization. The following strengths, weaknesses, opportunities and threats were identified:
Based on the SWOT Analysis, the following priorities were determined:
1. Communication and organizational structure
2. Growth outpacing resources
Goal 1: Maintain sound and strategic financial management
Action Steps:
1. Look for grant opportunities, including MCACA
2. Help each other with writing, reviewing and reporting of grants
3. Review budget twice per year including revenue streams and have books reviewed by an independent accountant every 3 years.
One year milestone – Review revenue in January and July of 2020
Evaluation
· Minimum of three months in cash reserves
· Increase diversity in revenue sources by adding 1 additional grant, 1 additional partner, and 5 new donors by 2023
Goal 2: Expanding internal management that includes exploring communication and program options
Action Steps:
1. Implement a yearly action calendar for 2020
2. Implement an electronic communication tool for board members such as Trello
3. Move from board led to director led with board volunteers
One year milestone – Trello and yearly calendar will be used by board members
Evaluation
· Master book will be updated with roles defined for board volunteers and staff
· Secure 6 new volunteers by 2023
Goal 3: Physical space expansion of center
Action Steps:
1. Recruit a school representative to serve as a liaison between the school and center
2. Work on plan to expand center to additional room six months before lease is due
One year milestone – Have a school representative attend board meetings quarterly
Evaluation
· Secured additional space by end of lease on July 1st, 2021