Our Values

At The Strand Center for the Arts, our work is guided by three core values:

●       Sustainability & Growth – We ensure the long-term success of our nonprofit by fostering a collaborative, thriving, evolving arts community.

●       Inclusiveness & Individuality – The arts are for everyone. We honor diverse perspectives and recognize that each person connects with art in their own way.

●       Passion & Responsibility – Our love for the arts drives us, and we uphold our mission with dedication, integrity, and care.

We believe in the power of the arts to inspire, connect, and transform lives. These values shape a creative, welcoming space where that transformation can flourish.

Vision Statement

The Strand Center for the Arts is a regionally recognized cultural hub, inviting everyone to experience and explore the arts in a welcoming and safe environment. We believe in the transformative power of connection and creativity and ensure access to the arts remains a vital part of our community.

Strategic Plan Summary

"We start by setting the course… We succeed by staying the course"
–Carece Slaughter, a contemporary American writer

Goal #1: Governance

• Align and edit bylaws to current and desired practice [COMPLETED]

  • Our bylaws needed some updating and refining. Our board unanimously agreed on our bylaws changes in April 2026. Our bylaws are available to view here on our website under the “Visit, About Us, Policies, & More!” menu.

• Board recruiting, on-boarding and education

  • With Ryan Demers’ appointment to board chair September 2025 our efforts to expand and codify onboarding and education of our board members has been enhanced. This is an ongoing process.

• Create an Operations Manual

  • As the governing body of the organization, the board must ensure that standard operating procedures are documented properly. To that end, the board is working with the Executive Director to create this evergreen resource.

Goal #2: Financial Stability

Review the organization's reliance on revenue from the theatre. Reconsider structure of organization.

• Review earned vs unearned income

  • The recent theatre ticket buying trends nation-wide have proven that we need a full evaluation of our earned vs unearned income. This is a priority for the board as we look to fully develop and steward a strategy utilizing both revenue streams.

• Establish a formal Fundraising Plan [COMPLETED]

  • The board’s Fundraising Committee proposed a fundraising plan to the full Board of Trustees in February 2026, and was ratified into policy in March. The board uses this as their guidepost for fundraising.

• Grow Business Sponsorships for both general operating and events

  • Business sponsorships remain a large part of our fundraising and sustainability efforts. We aim to expand upon this moving into the future.

Goal #3: Integration/Relationship of Theatre and Arts Center

• Public Awareness that the Strand Center for the Arts includes both the theatre and arts center. We’re one organization.

  • This ongoing process of education and public engagement will help usher in a new era of success for our organization.

• Cross pollination/work of staff in both locales

  • As we look to grow into the future, the Strand must act as one organization. Our Executive Director has executed several initiatives since her appointment in January 2025 that has brought both sides of the business closer together.

Goal #4: Employee Retention & Development

• Create comprehensive compensation plan

  • Any business needs a robust and fully developed compensation plan. The Strand, as a nonprofit, is no different. This is an ongoing process aimed at assuring equitable and fair compensation to all of our employees.

• Offer eligible staff, based on compensation plan, 401(k) match

  • Once the nonprofit has stabilized, we feel it necessary to reward our employees with additional competitive benefits expected at any other reputable organization. The timeline for this is mid-2027 to mid-2028.

• Training opportunities for staff development

  • In order to ensure we are able to support our community and patrons fully, we need to develop an ongoing educational program for our staff, complete with opportunities for personal and professional growth.

• Theatre Manager succession planning

  • Our Theatre Manager is responsible for coordinating every show that comes through our theatre. As our organization’s main driver of profits, the board needs to assure it has a complete and robust plan to ensure that this role continues to provide for the community, and for the Strand.

• Executive Director succession planning

  • The ED is the top executive decision maker in the organization. Without an ED, grants dry up, classes and camps are haphazard, community relationships are not maintained, and the staff receive no direction. The board needs to have a plan of ensuring the functions of this role are transferable and well defined so that any disruption is short lived and manageable.