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Lacy Leadership Association 2009-2011 Strategic Plan Adopted March 24, 2009 LLA Vision: Lacy Leadership Association will be, indisputably, the premier leadership network driving high-level engagement that makes Indianapolis the best city in the nation. LLA Mission: Lacy Leadership Association develops, engages and mobilizes current and future leaders to encourage philanthropic involvement that helps our community thrive.

Strategic Platforms Advancement Communications Membership Programming

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Advancement Task Force Chair: Bill Harris Purpose: To increase LLA financial viability and stability. Key success measures 1. 2. 3. 4. 5. 6. 7.

Lists options for increasing and sustaining revenue and resources Provides for at least 1 year operation expense in bank/reserves Is derived from diverse, multi-year sources of revenue Provides enough revenue for planned programming and staffing plus a net income of $20,000 per year Makes projections through 2013 Develop and implement a Planned Giving strategy by end of 2010 Determine direction for new business development concepts a. New Business Development—evaluate in 2009, develop plan for implementation by end of 2010 b. Signature Event—develop concept in 2009, develop implementation plan in 2010 8. Develop and implement plan for increased contribution income by 4th quarter of 2009

Key audiences Internal Membership Task Force Program Task Force Communication Task Force Treasurer

External Current Partners Current Donors Event Participants Potential donors/partners Potential Donors

Guideposts for all strategic and tactical decisions to ensure we are projecting our premier status     

Are we providing basic information? (facts, purpose, how it works) Are we promoting benefits/value? (What do I get for my dues? Why should I donate?) Are we encouraging diversity/inclusion? (ethnic, age, graduation year, cultural … all aspects of diversity) Are we projecting our premier status? How will we measure success? (How do we know what‘s working?) Page | 2


Key action items/deliverables for 2009   

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Meet income and expense targets as approved in 2009 budget Develop a strategy for Planned Giving (draft to Advancement Committee by July, submitted to the board by September and potential implementation beginning of 2010) Determine direction for new business development concepts o New Business Development - Feedback from Focus groups in July. Based on results, develop plan for implementation in 2010. o Signature Event – Results of brainstorming process and concept presented to Advancement Committee in July. Develop and implement plan for increased contribution income (Initial plan provided to Advancement Committee by April). Reviewed and provided to Communications and Membership Committees in May. Final plan submitted to the board in July. Going forward (2010-2013) o 10% increase in partnership income o 5% increase in sponsorship income o Get on Board continues as a program in partnership with another organization o Lacy Society income increases by 7.5% o Membership income increases by 6.5% o Expenses increase by 3%

Key action items/deliverables for 2010

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Communications Task Force Chair: Susan Matthews Purpose: To enhance effectiveness of internal and external communications Key success measures 1. 2. 3. 4. 5. 6.

By 2010, 65% of membership agrees/strongly agrees that LLA is a strong brand (up from 58% in 2008). By 2010, to increase clarity and understanding of LLA as measured by improved results in a membership survey. By 2010, establish a data-driven measurement of external audiences‘ perceptions of LLA. Advancement goal: Annually, meet revenue and expense budget. Membership goal: By 2012, increase membership by 30 percent. Programming goal: Help programming reach all attendance goals.

Key audiences Internal Current LLA members Non-member LLA alumni Current donors/partners

External Potential LLA members  Current participants  Program alumni Community leaders/influencers Potential donors/partners Potential speakers

Guideposts for all strategic and tactical decisions to ensure we are projecting our premier status     

Are we providing basic information? (facts, purpose, how it works) Are we supporting the brand and following branding guidelines (positioning, messaging, visuals)? Are we promoting benefits/value? (What do I get for my dues? Why should I donate?) Are we encouraging diversity/inclusion? (ethnic, age, graduation year, cultural … all aspects of diversity) How will we measure success? (How do we know what‘s working?)

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Key action items/deliverables for 2009              

Deliver annual report in Q1. Deliver newsletter in Q‘s 2-4. Produce and distribute a membership directory in Q2. Research, plan and implement a social media strategy in Q‘s 2-4. Plan and implement a year-long media relations strategy. Coordinate and distribute monthly Leadership Lessons Learned through multiple channels (e-mail, Star, Web site). Research, prepare and distribute monthly Did You Know? factoids through multiple channels (newsletter, SKL, OI, LEAD, Web site). Consider creation of a Q&A that answers commonly asked questions about LLA. Create, distribute, collect and share responses to Quarterly Queries. Maintain Web site (year-long) and consider enhancements to site in Q4. Enhance capabilities in electronic monitoring (Web results, media placements). Conduct annual membership survey. Conduct annual community survey. Recommend and create new/enhanced communications materials as we: o Partner with Advancement Taskforce to support their goals. o Partner with Membership Taskforce to support their goals. o Partner with Programming Taskforce to support their goals. (May include helping Programming find the right people to help develop programming.) Draft an annual communications action plan/calendar for 2009, 2010 and 2011.

Key action items/deliverables for 2010

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Membership Task Force Chair: Julie Burns Purpose: To increase member engagement, member retention and membership Key success measures 1. By 2012 we will increase our membership by 30% over 2008 membership. 2. By 2010 we will have built the structure to feed membership from all portals to maintain a minimum of 33% class penetration from the 5 most recent classes and a 25% average from all other classes. 3. By year end 2009 we will establish a data driven measurement of what constitutes an active member and then determine a realistic growth measure based on that metric. 4. In the 2009 member survey create a baseline measure that allows us to determine the number of members who understand what their member benefits provide them in order to impact advancement, programming and communication.

Key audiences Internal Current LLA members Non-member LLA alumni Current donors/partners

External Potential LLA members Current participants Community leaders/influencers Potential donors/partners Potential speakers

Guideposts for all strategic and tactical decisions to ensure we are projecting our premier status    

Are we providing targeted information? (facts, purpose, how it works) Are we promoting benefits/value? (What do I get for my dues? Why should I donate?) Are we encouraging diversity/inclusion? (ethnic, age, graduation year, cultural … all aspects of diversity) How will we measure success? (How do we know what‘s working?)

Key action items/deliverables for 2009      

Finish current member campaign and at minimum maintain 2008 membership numbers Create and implement detailed process which solidifies getting recent/current class members to join LLA Create focus group that is made up of representatives of all classes to determine what they want as members Work with communications group to determine timing and process for member survey Determine process for educating classes about LLA‘s refined mission and vision to increase their engagement and or membership Explore additional membership categories in collaboration with the Advancement taskforce. Page | 6


Membership Task Force

Key action items/deliverables for 2010

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Programming Task Force Chair: Bob Schultz Purpose: Offer programming that fully engages members/participants, with the goal of furthering LLA‘s mission & vision. Key success measures 1. Opportunity Indianapolis: Generate maximum attendance with attendee feedback that meets or exceeds objectives; and explore and develop programming that provides graduates continuing engagement opportunities, helping them understand the value of LLA membership. 2. LEAD: Generate maximum attendance with attendee feedback that meets or exceeds objectives; and explore and develop programming that provides graduates continuing engagement opportunities, helping them understand the value of LLA membership. 3. Get On Board: Reduce time spent on mission-eccentric activity; define intended results of new focus; compare actual results to intended results. 4. Other member programming: Create volunteer-led events featuring diverse, high-profile speakers; timely topics; and venues that maximize interest and attendance. 5. Create programming strategy subcommittee: Explore potential directions for existing programs, including ―status quo,‖ ―improve/expand,‖ or ―sunset;‖ explore new opportunities such as issue or Straight Talk cadres and coaching/mentoring opportunities; and, devise methods for intentional growth in diversity of subjects, human capital and experiences. Provide recommendations no later than board retreat, 2010.

Key audiences Internal Current LLA members Non-member LLA alumni Current donors/partners

External Potential LLA members  Current participants  Program alumni Community leaders/influencers Potential donors/partners Potential speakers Page | 8


Guideposts for all strategic and tactical decisions to ensure we are projecting our premier status What does it mean to offer premier programming? Are LLA programs singly, and taken as a whole, defined by:  Their quality?  Their uniqueness? Do they provide opportunities that members cannot get anywhere else?  Their diversity in both subject matter and human capital?  Their responsiveness to all key audiences within the membership? Can LLA members be part of the ―solution‖ to the issue or help the cause?  Their ultimate contribution to our mission (engagement/philanthropic involvement) and vision (Indy as best city in the nation)?

Key action items/deliverables for 2009          

Straight Talk Second Tuesdays, Q1-4. Member Programming, Various, Q1-4. Opportunity Indianapolis, Q2. Link Tank established, Q2. LEAD, Q2-3. Get on Board, Q4. Annual Meeting, Q4. Member/Participant program evaluations, Q1-4. Tactics Subcommittee, program offerings identified 6 months out; Q1-4. Strategy Subcommittee, analysis and recommendations for 2010, Q3-Q-1 (‗10.)

Key action items/deliverables for 2010

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LLA Strategic Plan