[ILCSNCA Strategic Plan 7/1/13 – 6/30/16 REVISION 4/7/14, approved by Board at April 16, 2014 meeting]
1
ILCNSCA Strategic Plan FY’14 –FY’16 (7/1/13 – 6/30/16)
REVISION 4/7/14
STRATEGIC
FOCUS
Board
Development
IDENTIFIED
CHALLENGE
STRATEGIC GOAL
The Board and
Friends Of group
are not adequate in
size to ensure a full
complement of
Board and
Committee
members
To develop a board
large enough and
skilled enough to
govern the ILCNSCA
and lend informed
support to the
Executive Director
Board members
need training in key
skills areas
necessary to
stabilize operations
(fundraising,
fiduciary
responsibility,
financial
commitment)
To ensure a
knowledgeable,
engaged, and
committed Board fully
aware of its
responsibilities and
able and willing to
serve as visible
advocates for the
ILCNSCA
STRATEGIC
OBJECTIVES
Implement a
strategic
process to
expand Board
and Committee
membership
and expertise
MEASURES OF
SUCCESS
Addition of three (3)
new Board members for
FY’15
RESPONSIBLE
PERSON(S)
BD/Board/ED
TIMELINE
Addition of non-Board
Committee members to
all Committees for
FY’15
BD, SP, and ED
Ongoing Now thru
8/31
(By 8/31/14)
Finalize and
implement an
annual Board
development
agenda
Completed Annual
Board Development
Agenda for FY’15
BD/SP/and ED
6/30/14
Target list of Board
skills needed
BD/Board/ED
6/30/14
Development of a
Potential Board
member Target List
BD/SP/and ED
6/30/14
Development of a
Potential Committee
Member List
BD/SP/and ED
6/30/14
Expand and
grow the
Friends of the
ILCNSCA
NOTE: This
Page 1 of 8
8/1/14
3 New by
OCT
Annual
Meeting
Deferred
STRATEGIC
FOCUS
IDENTIFIED
CHALLENGE
STRATEGIC GOAL
STRATEGIC
MEASURES OF
OBJECTIVES
SUCCESS
objective is
being deferred
subject to the
successful
completion of
expanded
Board and
Committee
membership;
To be
addressed at
a later date
RESPONSIBLE
PERSON(S)
TIMELINE
Ongoing
To educate and
energize Board
members to
actively
participate in
Board and
Committee
membership
recruiting
FY’14
Completed
Core Values
To maintain our IL
Values in light of:

Possible
acceptance
of Medicaid
funding

The need to
fulfill our
commitments to our
ADRCGNS
To utilize the Decision
Model for all new
program funding in
FY’14 and FY’15
*ED will report
to the Board
vis-à-vis all
new program
implementation
and its
interface to the
Decision Model
Short Term: *
Decision Model is used
to decide course of
action vis-à-vis
acceptance of Medicaid
funding for FY’14
Decision Model is used
to decide course of
action vis-à-vis
acceptance of Medicaid
funding for FY’15
Board
4/16/14
(FY’15
Decision
Reviewed
at the April,
2014 Board
meeting
and
approved
for current
path)
Ongoing
[ILCSNCA Strategic Plan 7/1/13 – 6/30/16 REVISION 4/7/14, approved by Board at April 16, 2014 meeting]
3
ILCNSCA Strategic Plan FY’14 –FY’16 (7/1/13 – 6/30/16)
REVISION 4/7/14
STRATEGIC
FOCUS
IDENTIFIED
CHALLENGE
STRATEGIC GOAL
STRATEGIC
OBJECTIVES
MEASURES OF
SUCCESS
RESPONSIBLE
PERSON(S)
TIMELINE
members
and partners

The
Affordable
Care Act
Long Term:
Choices and strategies
are made in alignment
with Decision Model
and are supportive of
ILCNSCA Core Values
Board reviews ED
adherence to Decision
Model in implementing
new programming
Page 3 of 8
4/18/14
STRATEGIC
FOCUS
IDENTIFIED
CHALLENGE
Resource
Finite finances and
Development resources make it
challenging to keep
up with a
continuously
changing and
complex
environment.
There are no clearlydefined needs/goals
for raising funds
Resource
ILCNSCA has limited
STRATEGIC
GOAL
Reduce reliance on
governmental funding
STRATEGIC
OBJECTIVES
MEASURES OF
SUCCESS
RESPONSIBLE
PERSON(S)
TIMELINE
Increase
donations
*Increased donations
for FY’14
*Increased Grant
income for FY’14
Board/RD
6/30/14
RD/Board/and ED
6/30/14
*Increased donations
for FY’15
*Increased Grant
income for FY’15
RD/Board/and ED
Increase grant
income
*Provide strong,
identifiable giving
opportunities that can
develop a connection
with donors
6/30/15
RD/Board/and ED
6/30/15
*Align giving
opportunities
with defined
Strategic
Planning needs
(See Strategic
Planning)
RD/Consultant
2/28/14
To Develop
appropriate
case
statements and
giving options
RD/SP/ML/ED/Consultant
*Develop a
three-year
fundraising
plan with
targeted
amounts/goals
RD/SP/Consultant
RD/Board/SP
RD/SP/BD/Board
10/31/14
DEV/SP/ED/Consultant
10/31/14
RD/SP/ED/ML
8/31/14
This
success
measure
was not met
for the
FY’15
Budget
10/31/14
[ILCSNCA Strategic Plan 7/1/13 – 6/30/16 REVISION 4/7/14, approved by Board at April 16, 2014 meeting]
5
ILCNSCA Strategic Plan FY’14 –FY’16 (7/1/13 – 6/30/16)
REVISION 4/7/14
Development grant expertise and
(cont.)
no dedicated
fundraising staff
The Resource
Development
sufficient
membership
To develop an
institutional
awareness of grant
resources and
staffing capacity to
pursue same
Ensure sufficient RD
membership
*To develop a
grants/funder
pipeline to
pursue external
funding
sources
*To develop a
grants
boilerplate
DEV/ED/ML
8/31/14
*Implement a
strategic
process to
expand DEV
membership
(RD & Board
brainstorming)
RD/Board/Consultant/and
ED
6/30/14
6/30/13
6/30/13
Page 5 of 8
Staff
Recruitment
& Retention
Financial
Oversight
Financial
Oversight
(cont.)
Staff turnover is a
constant distraction
for the Executive
Director and
interrupts the smooth
flow of operations
To stabilize staff
retention
Development
and
implementation
of a periodic
Employee
Status
document to
routinely record
retention data
Short Term:
Design/implement
Tracking grid with
reasons for termination
Strat Plan w/ED
6/30/14
Long Term
Steady reduction in
turnover trending
ED/SP
Monthly
Summary
and Annual
EOY Report
(from
monthly ED
Report
SP/Board/ED*A clearly
articulated fiscal
strategy in place to
guide annual budget
development
FO, Board, and ED
1/31/15
FC/ RD/and ED
1/31/15
FO/BD/Board/SP
6/30/13
Marketing and funds
development needs
clearer support and
fruitfulness
Minimize the potential
for budget crisis to
impact ILCNSCA
programs and
services
Develop a
financing
strategy that
minimizes
disruption of
services due to
budgetary
impacts
FC and RD currently
work independently
without reciprocal
budgetary interface
Develop RD planning
within FC budgetary
context
Ensure
synchronization
of FC/ RD
planning in
annual budget
*FY16 RD planning is
successfully integrated
into FY16 Budget
development
Ensure sufficient FC
membership
*Implement a
strategic
*Addition of two (2) FO
Committee members in
Finance Committee
1* new
[ILCSNCA Strategic Plan 7/1/13 – 6/30/16 REVISION 4/7/14, approved by Board at April 16, 2014 meeting]
7
ILCNSCA Strategic Plan FY’14 –FY’16 (7/1/13 – 6/30/16)
REVISION 4/7/14
lacks sufficient
membership
Strategic
Planning
The Strategic Plan
needs consistent
annual review and
updating
The Strategic Plan is
out of synch with
budgetary cycles and
lacks the ability to
inform budgetary
decisions and
anticipate costs and
operating changes
Strategic
Planning
Page 7 of 8
The Strategic Plan
lacks correlation to
To maintain updated
planning goals and
parameters
To make the Strategic
Plan a true planning
instrument that helps
inform budget
development and
operational growth
through the
development of
develop measureable
goals and outcomes
Ensure that the
process to
expand FO
membership
FY’15:
*A clear
understanding
of both shortand long-term
organizational/operational
needs for
inclusion in
annual
budgetary
planning
*Commencement of the
identification and
prioritization of specific
operational needs for
FY’16
SP/Committees/Board/ED 1/31/15
*Evidence of clearlydefined organizational
needs in the budgetary
process
SP/Board/ED
2/28/15
*To have a
Strategic Plan
that reflects
past
performance
and addresses
future needs
*A budget Development
schedule for FY’16 that
incorporates RD and
SP planning
SP/FO/ RD/BD/ ED
1/31/15
To utilize
performance
and clearly-
*To have welldeveloped annual
Committee goals and
SP/Board/FO/ED
5/1/14
Plan
Review at
the May,
1014
Board
meeting)
member by
2/28/13
*1 new
member by
4/30/13
*A consistent Annual
review and update of
the Strategic Plan
(cont.)
Succession
Planning
operational
performance and
goals
ED succession
becomes more
imminent over next
five years
Strategic Plan
accurately reflects
and performance and
needs of the ILC
Seamless transition
process to next ED
defined goals
in budget
development
and long-range
planning
ancillary expense
estimates in advance of
the budgeting process
To align the
Strategic
Planning cycle
to inform the
annual
budgetary
process and
assist
Committees in
developing
realistic annual
goals
*Committee goals and
expenses incorporated
into budget planning
To develop an
annual EOY
report that
defines key
drivers, trends
and outcomes
Commence design of
Summary Report with
key drivers
SP/FC/and ED
6/30/14
Implementation of
Summary Report
SP/FC/and ED
9/1/14
Ensure
continuity of
executive
leadership
ILCSNCA Succession
Plan completed and
implemented
SP/ Board/and ED
4/18/14
Succession
Plan
Reviewed
and
approved
at the April,
2014 Board
meeting
2/28/13
SP/FO/Board/ED
2/28/13
Annual review/update
of the Succession Plan