2009 Strategic Plan
Introduction
Leadership Lake County launched its six-month strategic planning process in September 2008. Dr. John Yankey, an emeritus professor of nonprofit management at Case Western Reserve University, was engaged to assist in the design and facilitation of this process. Jane Steger (business consultant, LLC alumnus and current member of LLC’s Board of Trustees) chaired the 19-person Strategic Planning Committee comprised of LLC board members and staff. A Critical Issues planning model was used to engage board members in in-depth discussions of the strategic issues confronting the organization and to generate a variety of responses to address the issues. This resulted in Strategic Connections 2012—a three year strategic road map.
The Strategic Planning Committee engaged in a series of meetings from September 2008 to February 2009, to develop the strategic plan. Under the leadership of Ms. Steger, the committee:
- Refined LLC’s mission statement.
- Modified LLC’s inspirational vision statement.
- Reaffirmed the organization’s core values and/or guiding principles.
- Conducted an analysis of LLC’s strengths, weaknesses, opportunities, and threats.
- Identified the most critical strategic issues confronting the organization.
- Developed and prioritized goals and strategies to address critical issues.
- Approved the draft for a three-year strategic plan to be presented to the full LLC Board of Trustees.
Strategic Goals & Strategies
Strategic Goal 1:
Build the strength of adult and youth programming to increase the positive impact upon individuals, organizations and the community.
Strategies
1.1 Assess the community’s changing leadership needs and existing leadership development programs.
1.2 Maximize the talents of alumni in planning and delivery of LLC programs.
1.3 Explore, and develop as appropriate, strategic alliances with community organizations to jointly offer leadership development programs, including advanced leadership training.
1.4 Pursue collaborative programming with other regional leadership development programs.
1.5 Develop internship opportunities with northeast Ohio colleges’ programs in nonprofit management, public administration, social work, etc.
1.6 Initiate a more systematic measurement of the community impact of LLC programs.
1.7 Develop succession planning for key organizational leadership positions.
Strategic Goal 2: Enhance the image and visibility of Leadership Lake County.
Strategies
2.1 Establish baseline data regarding various stakeholders’/constituents’ perceptions of LLC and its programs.
2.2 Develop a well-defined articulation of LLC’s image and community value.
2.3 Create a communications plan for LLC, engaging alumni with public relations and marketing expertise.
2.4 Establish a Speakers Bureau to communicate LLC’s value proposition and successes.
2.5 Cultivate relationships with media representatives to foster more publicity for LLC.
2.6 Publicize the accomplishments and community activities of LLC board members, alumni and staff.
2.7 Engage professional information technology expertise and resources to enhance LLC’s website.
Strategic Goal 3: Revitalize engagement of alumni in Leadership Lake County activities.
Strategies
3.1 Re-establish the Alumni Association with multiple membership categories and a committee structure to assist in implementation of the strategic plan.
3.2 Develop a plan to utilize alumni as a significant recruiting tool for participants and trustees.
3.3 Involve alumni as “volunteer staff” for specific LLC projects.
3.4 Increase the number of educational, networking, and socialization opportunities among alumni.
3.5 Develop systematic mechanisms or vehicles to increase services provided to the community by alumni.
3.6 Coordinate an annual community/regional service project by LLC Alumni.
Strategic Goal 4: Modify Leadership Lake County’s governance structure and operations.
Strategies
4.1 Clarify and articulate board governance roles (including committees) and expectations (including participation, engagement, financial, etc.).
4.2 Diversify the composition of the board, including an increased number of alumni.
4.3 Revamp the board’s committee structure to implement the strategic plan.
4.4 Develop an orientation and ongoing training program for board members, including fundraising training.
4.5 Implement formalized recruitment and planning processes to ensure appropriate board composition and succession planning.
4.6 Conduct evaluations of individual and collective board performance.
Strategic Goal 5: Develop a comprehensive, multi-year diversified revenue generation plan for LLC.
Strategies
5.1 Engage professional fundraising expertise and resources.
5.2 Conduct fundraising activities for scholarship support, including endowment, for both adult and youth programs.
5.3 Maximize local, state, and federal governmental funding, especially for regional economic development projects.
5.4 Refine the annual giving program with increased use of online giving opportunities.
5.5 Identify and promote opportunities for “naming rights” related to LLC programming.
5.6 Engage board members more actively in the organization’s fundraising activities.
5.7 Develop entrepreneurial programming to generate earned income.
5.8 Increase LLC’s website sponsorships.
5.9 Explore, and implement as feasible, joint fundraising activities with other regional nonprofit organizations.
Conclusion
This strategic plan will position Leadership Lake County to continue its tradition of excellence and will enable its governance board to more effectively carry out its planning and fiduciary oversight responsibilities. Further, the plan will provide invaluable guidance as the organization’s board and staff forge even stronger working relationships in pursuit of LLC’s mission and vision over the next three years. To be most helpful, the plan should be revisited and modified annually to reflect the changes that will occur internally as a result of implementation and the changes in the external environment.
Over the next three years, the challenges facing Leadership Lake County will be significant; however, opportunities abound. This strategic plan, Strategic Connections 2012, provides the framework for taking full advantage of these opportunities as they arise.
