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Complex Weavers' Strategic Plan 2010-2012
Our Mission
Our aim is that Complex Weavers will still exist in twenty years' time as a thriving international organization that promotes excellence in and understanding of weaving beyond the basics, fosters scholarly and practical exploration of weaving techniques, practices and theories whether historical, current or for the future, and encourages and facilitates the sharing of information relating to weaving.
Our Strategic Objectives
We judge the key strategic objectives for these two years to be:
- to raise our profile and establish our position as the obvious membership organization for all weavers wanting to develop their knowledge and understanding of weaving
- to draw up a strategy for using new technological and communications opportunities effectively and cost-effectively without disadvantaging any members
- to develop a plan for ensuring that valuable weaving resources are preserved and their use promoted
- to put in place systems to enable future boards and committees to function as efficiently as possible, building on the experience of their predecessors in office, and making the minimum demands on members' time to maximum effect
Our Priorities
Level One Priorities
- to organize CW Seminars 2012, aiming for them to be the best yet, and in so doing, to pull together best practise guidelines to make the task easier for future organizers
- to review the CW Journal publication policies with a view to enabling color (whether in print or electronic) and enhancing its status outside the world of CW membership
- to decide how we manage our presence in the virtual world - what do we embrace, what do we reject, how do we handle it?
- to continue to develop our web site to ensure it is firmly at the heart of our communication with members and non-members alike
- to make sure all our publications, outreach materials, brochures, other documents and web site pages work together to raise our profile by having a CW style that is clearly identifiable, looks professional, and is appropriate for a contemporary organization with interests in the past and the future
- to put in place a payment system that facilitates non-check payment for all members and for merchandising purchases in the most cost-effective way possible
Level Two Priorities
- to communicate more immediately with members, to get better feedback and to encourage input from all members into CW plans and policies
- to draw up plans for other CW events in addition to the biennial Seminars
- to develop our merchandising in order to make CW publications available to a wider audience, increase awareness of CW through the wider weaving world, and increase our revenue stream
- to develop contact with fiber arts college students and faculty on the one hand, and industrial and commercial textile professionals on the other, with a view initially to increasing awareness of CW and following on from that extending our membership base in those areas
- to investigate ways of ensuring that the records and materials of senior weavers are preserved and if possible made active use of, for example for workshop use, for private study, for incorporation in publications or online collections
Level Three Priorities
- to organize an international CW exhibit and if possible facilitate other national or regional CW exhibits
- to look at whether the role of area rep could usefully be developed
- to develop a policy regarding whether, where and how we advertise and whether we should use any other forms of promotion
- to investigate how a "mentoring" scheme might work
- to explore a range of alternatives for our main biennial Seminars to linking it with Convergence
Wendy Morris
August 2010
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Update: September 24, 2010