THE FRIENDS OF THE LAKE BLUFF PARK DISTRICT FOUNDATION

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1 STRATEGIC PLAN THE FRIENDS OF THE LAKE BLUFF PARK DISTRICT FOUNDATION is committed to assisting the Lake Bluff Park District and community with future recreational needs and legacies. OUR MISSION: To provide long-term funding for parks, programs and facilities through philanthropy and collaboration with individuals, families, community groups and partner organizations. OUR PERSPECTIVES: These four perspectives focus on the key drivers of success that lead to the achievement of our mission. Donors and stakeholders: To achieve our mission, how should we develop successful long-term donor and other stakeholder relationships? Financial: To succeed financially, what is necessary in working with donors, the Park District Board and staff, Lake Bluff taxpayers, and other stakeholders? Internal business: To satisfy our stakeholders (donors, Park District Board and staff, taxpayers), which business processes must we execute extremely well? Learning and growth: To achieve our mission, how will we sustain our ability to change and improve, and to develop leaders among the Trustees? STRATEGIC THEMES: The Foundation has developed the following strategic themes broad organizational descriptions that provide direction for the four perspectives. The themes provide the overarching focus for the strategic plan implementation. 1. Donors and Stakeholders Perspective: Make a Difference 2. Financial Perspective: Financial Responsibility and Sustainability 3. Internal Business Perspective: Convert Ideas into Effective Action 4. Learning and Growth Perspective: Focus on Best Practices and Board Continuity

2 1. DONORS AND STAKEHOLDERS PERSPECTIVE: Make a Difference Objective: Plan and executive to achieve material results: Move the needle Set fundraising goals as part of an annual planning process Produce directly one annual flagship fundraising event Objective: Uses of funds: Focus support on key projects and programs Coordinate with Park District Board to identify key projects and programs to support Identify and monitor Park District, individual, community and partner organization needs tied to the Park District Strategic Plan Objective: Sources of funds: Offer the right array of fundraising resources, programs and events Develop a comprehensive list of qualified target donors including individuals, families, and community foundations Define and delineate the universe of support programs, primarily direct and indirect fundraising, within the Foundation s capabilities 2. FINANCIAL PERSPECTIVE: Financial Responsibility and Sustainability Objective: Operate with a financial planning and reporting process; use as a tool for active management of activities Understand Park District financial status Develop and communicate to key stakeholders and constituents a financial plan and a budget Objective: Leverage resources Coordinate with Park District staff, Board and other community groups to utilize effective people, funds and shared interests to achieve targets.

3 3. INTERNAL BUSINESS PERSPECTIVE: Convert Ideas Into Effective Action Objective: Be action-oriented Create and implement a system for Foundation Board action and accountability Objective: Implement a branding, marketing, and public awareness program communicating the Foundation s mission, events, programs, and resource offerings Develop a Brand Marketing Plan Develop a process/habit of incorporating data when making decisions and allocating resources Objective: Create a lasting impression and legacy Review existing agreements with partners to ensure the District receives appropriate benefits for the costs associated with each agreement

4 4. LEARNING AND GROWTH PERSPECTIVE: Focus on Best Practices and Board Continuity Objective: Operate using best practices Create a collaborative working relationship with successful peer board(s) to learn and share best practices Benchmark performance against peer foundations Incorporate periodic professional (consultant) input to refine and revise Foundation strategic plan Objective: Foster a learning environment for Trustees and Friends Understand and stay current on Park District key initiatives and finances Create resource/reference library for Trustees Objective: Build volunteer and community involvement in support of Foundation mission Coordinate with and support leadership of independent program and asset-based groups (golf, paddle, beach, etc.) Organize a group of volunteers by continuous cultivation of volunteer network Prioritize requirements for volunteers based on needs assessment

5 IMPLEMENTATION OF THE PLAN A time-period priority has been assigned to each objective. The timeframes are as follows: Short-term goals are to be accomplished by December 2012 Midterm goals are to be accomplished by December 2013 Long-term goals are to be accomplished by December 2014 Continuous goals are repeated on an annual basis during the entire period The following suggestions for successful implementation of the Strategic Plan represent the commitment and discipline required to institutionalize the process. All Board of Trustee members should receive a copy of the plan or electronic access to the Plan. The Plan should be posted on the Foundation s website, and results should be tracked on the site as well. Elements of the Strategic Plan should be incorporated into the Trustee orientation program. The Foundation should report regularly on the Plan s progress. The Plan should be broken down into fiscal years and reported on one year at a time. At the beginning of each year, a Trustee should be assigned to be responsible for regularly updating the status reporting of each initiative. Each initiative for the year should include a list of tactics that support the goal s completion. It is the Theme Committee Leader s responsibility to report on his/her goal, included in a quarterly report. A suggestion is to input each year s data on a spreadsheet that lists the themes, objectives and initiatives, each with its start date and completion date. Track the measurement system on a semi-annual basis. The Board of Trustees should review the Strategic Plan progress on a quarterly basis. At the end of the year, each initiative should have an annual review with update of the completed initiatives. Update donors annually on the Plan s implementation and results. There should be an annual review of the next year s Initiatives to determine whether priorities have changed. This can be included at an annual extended meeting during which successive years Initiatives are discussed as part of the annual budget process. Initiatives should tie into the budget process.

6 Acknowledgments Barbara Heller of Heller & Heller was instrumental in support of The Board of Trustees in the completion of the Friends of Lake Bluff Park District Foundation Strategic Plan Her insight and knowledge of the community, potential donors, and users of the programs and services were invaluable. Board of Trustee Members Peter Arnstein, Trustee President Jim Salanty, Trustee Vice President Jennifer Beeler, Secretary Alan Sidman, Board Treasurer Amy Halstead Jim Johnstone Jack Sheppard Doug Warren Participating Park District Staff and Commissioners Susan Ehrhard, Commissioner Rob Douglass, Commissioner Ron Salski, Executive Director