Board Organization & Operation

Area of Focus

Administrative

PROGRAMMING: Strategy Timeline Assignment

Research other Midwestern writing organizations' marketing models Research writing organzations' marketing models outside the Midwest Investigate grants (both national and local) for capacity building to aid in marketing growth Develop sponsorships and partnerships to reach targeted audiences outside of Door County (age groups, geographical areas, genders) Research and implement marketing campaigns in specific regions, appealing to embedded audience (i.e. Chicago, Madison, Minnesota) 2020-2022 Managing Director 2020-2022 Managing Director

Winter 2020 Managing Director

2020-2022 Managing Director

2020-2022 Managing Director; Marketing Committee

Use merchandising as a strategic marketing tool to brand outside of Door County Leverage relationship with WPR to reach into wider audiences Pursue advertising opportunities with national publications

Pursue opportunities to be featured in writing publications as a destination 2020-2022

Merchandising Committee; Managing Director Winter 2020 Managing Director 2020-2022 Managing Director

2020-2022 Managing and Artistic Director

Leverage relationship with Destination Door County to reach new audiences 2020-2022 Managing and Artistic Director

Continue to and refine current evaluation tools for participants to improve programming for attendees 2020-2022 Artistic Director

Area of Focus

Administrative

PROGRAMMING: GOAL #4: Grow a Thriving Writers Residency Program

Strategy Timeline Assignment

Conduct a Feasibility Study in preparation for a Capital Campaign

Summer 2020 Managing Director Through various strategies, build the donor base for a Writers Residence Summer Fall 2020 Managing Director Research and choose a model multi-unit Writers Residence and take a research trip to observe 2020-2021 Managing and Artistic Director Develop a marketing plan targeting other non-profits and businesses to contract for residence for organizational development and mission-writing 2021 Managing Director Using strategic calendaring, allocate weeks and months, depending on WODC financial need and mission alignment, with portions in the following categories (writers-in-residence, non-revenue; burgeoning writers, sponsored or on scholarship; organizations, revenue) 2021-2022 Managing Director and Artistic Director Develop a fee schedule and associated documents for revenue-based residences 2021-2022 Managing and Artistic Director Build relationships with schools, universities, and organizations to draw upon for revenue-based retreats 2021-2022 Managing and Artistic Director Develop and implement a safety plan for all residents, modeled after other multi-unit residences 2021 Managing Director Hire a Residency Coordinator (not for programming; administrative work only), or re-distribute responsibilities for current directors, in addition to hiring Administrative Assistant Winter 2020-2021 Managing and Artistic Director Develop a marketing plan to attract new writers-in-resident from outside the Midwest; consider the power of collaborative writing teams 2021 Managing Director; Marketing Committee

Oversee all construction plans, furnishing, and expenses associated with Writers Residence 2022 Managing and Artistic Director; Board of Directors

Once original residence is converted from offices to residences, begin to develop strategic and collaborative model for sharing residence space between multiple residents Using the Dick Scuglik Memorial Scholarship Residency as a model, design and implement two more potential competitive residences for 2021 Develop strategic collaborations for writers-in-residence for co-teaching and co-writing Develop strategic collaborations for week-long or extended conferences Creatively plan for residency spaces to best accommodate writers and their needs Winter 2020-2021 Artistic Director

Fall 2020 Artistic Director

2021-2022 Artistic Director 2021-2022 Artistic Director

2020-2022 Artistic Director