Strategic Direction
A Note From Our Executive Director
The 2023 passage of the National Heritage Area Act marked a transformative moment for us, creating new opportunities and challenges for our organization. With the reauthorization of National Heritage Areas nationwide and an extended federal partnership, we have the chance to set a bold, innovative course for the future. This significant milestone coincided serendipitously with our strategic planning timeline, prompting us to use this process to evaluate past successes, clarify our direction, and define the steps necessary for our long-term sustainability.
As we engaged in strategic planning, two major themes emerged that will guide our direction. The first was the critical need to diversify our revenue streams and reduce our dependence on federal funding. To address this, we are moving away from our federal sub- granting program and pivoting toward scaling and developing staff-led initiatives that are directly aligned with our mission and areas of expertise. These programs will continue to be shaped by community input and designed to address local needs, ensuring we remain adaptable and financially sustainable in an ever-evolving environment.
The second emerging theme was around public perception of our organization. As our work has grown and evolved, so has the need to clarify the relationship between KMTA as a nonprofit organization and the National Heritage Area (NHA) that we steward. The creation of the nonprofit coincided with the establishment of the NHA, and over time, the identities of the two have become intertwined and, at times, muddled. As our organization’s scope and impact have expanded, it has become essential to distinguish the NHA as one of our core programs—a region we manage and preserve—but not the sole focus of our broader mission. To put it simply, the NHA is a physical place, while our nonprofit is the organization that cares for it.
Our strategic priorities moving forward are grounded in this distinction and will serve as the foundation for our future. These priorities reflect our renewed commitment to the region and its people. As we implement our new direction, we will build on our legacy of stewardship while embracing innovative approaches to expand and diversify our impact. This new chapter is about shaping the future of our organization—strengthening our financial sustainability, refining our identity, and deepening our influence. We hope you’ll join us for the journey.
With gratitude,
Rachel Blakeslee
Key Priority Areas
Our 2024-2029 strategic priorities are outlined below. Please navigate to the full strategic plan document to find the corresponding goals for each priority area.
Board
Governance
Cultivate a nonprofit board governance culture rooted in best practices to effectively support organizational growth, sustainability, and impact.
Priority Goals
- Strengthen board diversity and inclusion
- Ensure consistent, meaningful board engagement in alignment with organization priorities and needs
- Develop board expertise and knowledge to support informed decision-making
- Refine board processes, policies, and materials to align with recommended standards for nonprofit governance
Organization
Profile
Strengthen awareness and relevance of our nonprofit organization to inspire public support and engagement.
Priority Goals
- Tell a representative and inclusive narrative of our region
- Establish a brand awareness framework to strengthen the organization’s importance and relevance
- Clarify the distinction between our nonprofit organization and the KMTA National Heritage Area as a physical region
Build
Capacity
Prioritize building organizational capacity and sustainability through financial and human resources.
Priority Goals
- Create and implement a diverse funding model that leverages support from a wide variety of donors
- Cultivate strategic partnerships through board and staff relationships
- Invest in staffing needs and culture
- Explore short- and long-term physical space needs for organization operations
Programming &
Events
Align all programming and offerings with the new refocused mission of the organization.
Priority Goals
- Deepen engagement through high-quality education programs
- Establish new diverse programs that align with other priority focus areas and enable diversification of funding opportunities
- Grow our community-based events program.
Strategic Plan Documents
Explore our previous and current strategic plans to learn more about our goals and priorities. Click the buttons below to read or download the full documents.
