In order to achieve these goals, the strategic efforts of the BCHA should focus on the following four (4) strategic directives:

Directive 1: Design and implement interactive programming that engages visitors and communicates the history of Berrien County

• Shift the current passive model to an experiential model of engagement.
• Develop interpretive aids for the Courthouse and surrounding buildings.
• Design engagement events to utilize the exterior space of the Courthouse Complex.
• Conduct collaborative events with public agencies such as the Village of Berrien Springs, county history centers, the Berrien County Bar & Courts, and the Berrien County Parks Dept.
• Develop and implement a marketing and communications plan to inform public of events and services.

Directive 2: Cultivate a culture of Volunteerism

• Develop a formal volunteer program to provide enrollment, direction, task significance, feedback, and safety to those who volunteer for the BCHA.
• Use a concentric-circle model of recruiting volunteers; transition volunteers into members.
• Empower volunteers to lead projects they are most passionate about (“Lane 1” initiatives).

Directive 3: Communicate the relevance of history to the next generation

• Promote educational services, resources, and programs to Berrien County schools.
• Create interpretive and reenactor experiences on the Courthouse Complex property.
• Coordinate field trip experiences for Berrien County schools.
• Develop a School Promotional Plan to market specific programming for elementary and school age/grades to give them a different experience at each encounter.
• Design targeted programming in civics, government, social justice, law, and law history.
• Assist the County administration in the creation of a Capital Improvement Plan to maintain and restore historical buildings within the Courthouse Complex.
• Work with the Village of Berrien Springs to adopt the Courthouse Complex as the cornerstone of the Historical District.

Directive 4: Attain Financial Stability

• Secure grants for school programming and various lecture series.
• Maintain rigorous financial controls through monitoring, audits, and budgets.
• Increase the number of paid programming to comprise 30% of gross event revenue.
• Improve and expand existing revenue streams (i.e. gift shop, signature event, etc.).
• Increase association membership by 10% each year.
• Develop and nurture relationships with major donors and community sponsors.
• Maintain appropriate staffing mix to sufficiently meet the administrative requirements of the Association.
• Cultivate “Lane 2” fundraising initiatives.