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2) While prioritizing the security and stability of Northeast Asia, the United States, and beyond, support efforts to promote reconciliation and peaceful reunification, denuclearization, human rights, and economic development in North Korea.

3) Increase understanding of the importance of Korea in its region and beyond.

4) Strengthen and articulate our common democratic values of freedom, human rights, rule of law, and democracy.

2) Conduct Public Policy Programs and Roundtables.

3) Conduct an annual Van Fleet Signature Policy program.

4) Engage with the media to highlight key activities.

5) Conduct programs and events to honor and remember Korean War veterans and those who have served and are serving in Korea.

6) Feature current U.S. and Korean policy makers to discuss matters key to the U.S. – ROK Alliance.

7) Collaborate with like-minded partners to expand impact and outreach.

2) Promote the advancement of Korean language learning, meeting the needs of individuals who wish to develop Korean language skills for both professional and personal interests.

2) Conduct post-program surveys of current audiences and execute environmental scans to identify future audiences.

3) Create, maintain, and promote robust and easily accessible educational resources for students, educators and researchers.

4) Offer a range of programming for educators, including the following:

5) Promote the Sherman Family Korea Emerging Scholar Lecture Award Program to advance thought leadership for a new generation of scholars and professionals.

6) Promote the Project Bridge Youth Ambassador program among educators and students in New York and Montana, as well as sponsors in Korea.

7) Promote study abroad to Korea by offering competitive travel grants for underfinanced, undergraduate students.

8) Increase the diversity and number of the Society’s Korean Language Program offerings.

9) Develop trainings for a broad spectrum of audiences utilizing varied platforms.

10) Attract sponsor/underwriter funding to support grants, awards, and education-related projects.

a. For Students:
– Increase applications submitted to competitive programs (Project Bridge & Study Abroad) & increase TKS visibility at schools.
– Secure adequate funding to double number of Study Abroad Grants & funding awarded annually.
– Attract interest from and engagement with student clubs.

b. For Teachers, Educators, Researchers and Others:
– Increase number of middle and high school workshops offered locally and attract new virtual audiences.
– Increase Lecture attendance.
– Significantly increase website ‘hits’ on our digital resources.
– Attract at least 5 organizations willing to partner on our resources initiative.

c. For Professionals:
– Increase enrollment in our new Business series among companies.
– Generate income that covers costs.

2) Korean Language Learning indicator:
– Increase overall enrollment.
– Increase participant geographic diversity.
– Generate sufficient revenue to cover, at a minimum, all direct expenses, and ideally all indirect.

3) Audience, Partner and Donor Development:
– Develop post-program surveys for all programs and strive to achieve a minimum 30% online response rate -Attract new sponsors for our PB Study Tour.

2) Foster awareness of Korean and Korean American artists and professionals; promote their contribution to the cultural scenes in New York City and beyond.

2) Promote contemporary artists with exhibitions and special online programs, including artist-talk programs and art history lecture series.

3) Design literature programs to be conducted both in the event space and online, featuring Korean-American writers and Korean authors, whose books are translated and published in the U.S.

4) Support touring performers and Korean film releases in the U.S. by promoting the events and conducting interviews both in-person and online.

5) Design lecture series to present traditional Korean culture, including cuisine, fashion, and design, to be delivered by scholars and experts.

6) Develop interview series with Korean-American creatives who are working in the U.S. to promote their career and business.

7) Identify possible partners both in Korea and the U.S. to present more diverse programs with greater impact and increase audience numbers.

8) Increase the network of possible presenters and guests for the program from both Korea, the U.S., and around the world.

9) Identify and cultivate a better understanding of potential program funders who can become critical to the Society’s Mission, Vision, and Goals.

10) Identify possible funders for specific arts and culture programs.

– Participation and interest to be evaluated through the number of RSVPs and attendance in person and YouTube views (demographic breakdown of general audience and English-Speaking, Younger Generation).

2) Social media indicator:
– Social media outreach expansion to be evaluated via the number of followers and engagement metric from Instagram (demographic breakdown of general audience and English-Speaking, Younger Generation).

3) Korean/Korean-Born/of Korean Descent Artists indicator:
– Survey with past artists and guest speakers regarding the impact TKS program/exhibition had on their career.

4) Donor indicator:
– Potential donors show greater awareness/ support of TKS A&C by engaging with the staff and exploring possible funding opportunities.

2) Explore and enhance understanding of major issues in the evolving landscape of economic, trade, and technology policies affecting the business partnerships between the U.S. and Korea.

2) Liaise and leverage activities with the Policy and Arts & Culture program areas to attract greater interest in and support from the U.S and Korean business communities.

3) Seek new opportunities and relationships with business leaders in U.S. and Korean firms.

4) Conduct high profile programmatic series and explore new areas in the future. Develop specialized program series, namely:

5) Global Financial Leaders Forum (GFLF): Feature leaders in the Korean and U.S financial community and cooperating with Maekyung Media Group, Korea Finance Society, and Korea Investment Corporation, to provide insight on market trends and analyze investment strategies.

6) Young Professionals’ Network (YPN): Build upon collaborative partnerships with adjacent organizations to provide a platform for learning and growth, professional development opportunities, mentorship, and networking in all business industries for young professionals in The Korea Society’s local, national, and international audience.

7) Conduct and expand outreach programs and the visibility of TKS to prioritized cities and states with an emphasis of attracting an audience from regional business communities.

8) Prioritize attracting speakers who are critical to the Society’s Mission, Vision, and Goals.

2) Raise sufficient investment income (fundraising, investments, program, event revenue and membership dues) to fund and expand programs and staff.

2) Fundraise in general, but with a focus on special events and Business & Economics programming.

3) Develop a plan to grow endowment through new contributors.

4) Seek earmarked sponsorship for particular Policy, Arts & Culture and Business & Economics programs.

5) Conduct a highly profitable Annual Gala Dinner.

6) Conduct other highly profitable special events, namely the Van Fleet Memorial Golf Tournament and the Annual Membership Party.

7) Maintain a high bar on the selection of the Van Fleet Award recipients.

8) Reach out to U.S. companies more actively.

9) Revise the current membership benefits and levels to attract greater membership.

2) Long-term sustainability of operating budget indicator
– Present annual evaluation of income and expenses.

3) Maintain optimal performance of endowment
– Monitor annual endowment portfolio.

2) Develop a process and the organizational structure to further enhance the Society’s ability to utilize digital media opportunities. Across all Korea Society departments enhance the understanding and use of social and digital media presence in order to help better promote all of TKS goals and priorities, to reach key audiences and as appropriate, to generate revenue.

3) Increase individual membership.

4) Establish the Van Fleet Advisory council to guide accomplishment of the above goals in fulfillment of the Society’s mission.

5) Maintain an effective Board of Directors

6) Develop a succession plan for key positions.

2) Work to better understand the opportunities in digital media to enhance the Society’s ability to reach a broader, more influential audience.

3) Maintain robust engagement with traditional print and broadcast media in the U.S. and Korea.

4) Enhance the benefit of membership and explore membership levels and strengthen mechanisms to track and renew membership

5) Establish Advisory Councils to support the BOD and TKS.

6) Develop a list of skills needed on each committee and the BOD. Develop a BOD self evaluation methodology.

7) Develop a succession plan for executive officers of The Korea Society (see Article VII of the Bylaws).

2) Media coverage effectiveness indicator:
– Steady increase in traditional media coverage and social media audiences, including subscribers (e.g., YouTube) and followers (e.g., Instagram, Facebook).

3) Individual membership growth indicator
– Increased individual membership.

4) President/CEO/Board effectiveness indicator
– President/CEO evaluation by the board shows high functionality as well as expected areas of better performance.
– Board self-evaluation developed shows high functionality as well as skills needed to function more effectively.

5) Advisory Board creation indicator:
– Board advisory council established to advise on strategy, programs, and membership development (meet 2x/year).
– Van Fleet leadership advisory council established as higher level group of advisors that meet 1x/year to expand our networks and donors.