SIC Foundation

SIC Foundation Strategic Plan

Group of Students

SIC Foundation 2023-2027 Strategic Plan

Plan approved by Foundation Board: August 24, 2023

Mission

To promote, support, and advance Southeastern Illinois College as a partner in providing accessible, affordable, responsive, and accountable higher educational opportunities.

Purpose

The purpose of the Southeastern Illinois College Foundation is detailed in the organization’s by-laws. In general, the purpose is to advance higher education by supporting Southeastern Illinois College. This support may cover a variety of venues be it scientific, cultural, literary, and recreational. That support may come in a variety of forms such as money, scholarships, construction, grants, etc.

This multi-faceted purpose, integrated with the SICF mission statement, provide a solid foundation for this strategic plan which will be viewed as a living document with annual updates to guide the organization for the next five years.

Process

Strategic planning at Southeastern Illinois College is a comprehensive process that considers multiple forms of feedback within the context of a defined institutional effectiveness cycle. The process provides a roadmap for the SIC Foundation to generate its own strategic plan, one that aligns with the College’s planning and mission.

The current process for creating a five-year strategic plan began with organizational meetings with the SICF board directors with periodic updates. The executive team of officers met to review and discuss planning initiatives with administrative staff and Foundation-affiliated personnel. As a result, the group compiled initiatives and directives for the full board to review.

In the Spring of 2023, the first full draft of the SICF 2023-2027 Strategic Plan: was drafted. This plan includes major organizational initiatives that drive the organization. Once the executive team reviewed and approved the plan, it was sent to the full body of directors for a review and then approved at the next organizational meeting.

The strategic plan exists as a visionary document; whereas, the operational components of the major initiatives include the detailed plans of action and measurable objectives.

The team will engage annual objectives with reporting of results beginning Summer 2024 and extending through Spring 2027.

Calendar

This calendar provides a specific timeline for how the strategic plan will be used and reviewed. The timeline aligns closely with the College’s strategic planning calendar for alignment and collaboration purposes. However, it does deviate some due to the Foundation’s own timetables of specific activities and organizational needs.

2023-08-01

August

Review strategic plan and upcoming operational activities with Board of Directors

2023-08-01

2023-09-01

September

Begin engagement of operational activities

2023-09-01

2023-10-01

October

Engage

2023-10-01

2023-11-01

November

Engage

2023-11-01

Report

Report to College

Report to College strategic planning committee during the College’s own strategic plan review

Report

2023-12-01

December

Engage

2023-12-01

2024-01-01

January

Engage

2024-01-01

2024-02-01

February

Engage

2024-02-01

2024-03-01

March

Engage

2024-03-01

2024-04-01

April

Engage

2024-04-01

2024-05-01

May

Engage

2024-05-01

2024-06-01

June

Revise/Formulate new operational activities

2024-06-01

2024-07-01

July

Review operational activities effects

2024-07-01

Strategic Plan Initiatives

INITIATIVE # 1:

Practice sound operational management.

This initiative is paramount to a stable, trustworthy foundation. Solid, transparent operations must be followed to assure donors and regulatory authorities of sound stewardship.
1.1. Expand donor database inventory.
1.2. Maximize efficiency of Human Resources.
1.3. Maintain a progressive, information-driven momentum.
1.4. Maintain a knowledgeable and effective Board of Directors
1.5. Maintain periodic internal reviews of pertinent Foundation documents.

INITIATIVE #2:

Develop resources for the future.

This initiative is paramount to ensure support for student success and College viability.
2.1. Maintain and improve annual giving campaigns.
2.2. Engage fundraising/friend-raising activities and events.
2.3. Promote long-term giving/estate planning.
2.4. Implement the White County/Stanley Center expansion capital campaign.
2.5. Improve scholarship operations.

INITIATIVE #3:

Maintain excellent compliance and regulatory requirements.

This initiative is paramount to protect the organization as well as provide external validation of operational integrity to stakeholders.
3.1. Maintain a sound audit.
3.2. Maintain strong state and federal compliance.
3.3. Maintain quality, informative quarterly reports to the Foundation Directors to inform decision-making.
3.4. Actively engage in relevant functional unit assessment.
3.5. Comply with existing policies and procedures.

INITIATIVE #4:

Develop a comprehensive marketing process to recruit donors and promote the positive impact of the Foundation.

This initiative is paramount to exhibit the value and need as well as good works of the organization for the College and its students.
4.1. Develop and maintain a strong digital presence.
4.2. Develop and utilize general print materials that promote the Foundation.
4.3. Create and utilize targeted publications for use in varied distribution.
4.4. Utilize direct solicitation of gifts.
4.5. Create and adhere to a master marketing and solicitation calendar.