Strategic Plan 2017-2022
To promote, support, and advance Southeastern Illinois College as a partner in providing accessible, affordable, and accountable higher educational opportunities.
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 cash, scholarships, construction, grants, etc.
This multi-faceted purpose, coupled 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.
Strategic planning at Southeastern Illinois College is a comprehensive process that takes into account 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 officers with periodic updates. The executive team of officers and one at-large director charged the SIC administrative staff and Foundation-affiliated personnel to compile initiatives and directives for their review. Such periodic reviews occurred at both executive meetings and full board of director meetings.
In the Summer of 2017, the first full draft of the SICF 2017-2022 Strategic Plan: Focus on the Future 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 2018 and extending through Spring 2022.
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.
August Review strategic plan and upcoming operational activities with Board of Directors
September Begin engagement of operational activities
Report to College strategic planning committee during the College’s own strategic plan review
June Revise/Formulate new operational activities
July Review operational activities effects
INITIATIVE # 1: Practice sound 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.Improve data base inventory.
1.2. Maximize efficiency of Human Resources.
1.3. Maintain a progressive, information-driven momentum.
1.4. Maintain an effective Board of Directors
1.5. Review pertinent internal documents periodically.
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 drives.
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 electronic 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.