Organizational Strategic Plan for LCLGRPB

The LCLGRPB is looking to engage in a strategic planning process that will produce a document drawing on input from LCLGRPB member communities, partners, board members, and staff to guide the organization’s activities and strategic growth over the next five to ten years. The strategic planning process will be overseen by the Executive Director of the LCLGRPB and is anticipated to take no more than one (1) year from the time of contract execution to complete.

The plan will address three (3) primary focus areas:
1.Leadership
2.Organization
3.Operations

Proposals should describe innovative approaches to the development of these primary focus areas, as described below:
1.Leadership
a. Review of Board Composition
Current composition of the LCLGRPB Board includes 30 total members (50% non-voting), which from each county includes three (3) appointed members, County Chair, County Treasurer, and County Public Works Superintendent
b. Executive Committee Composition and Circulation of Members
Currently, the Executive Committee is comprised of five (5) members, which includes the Chair, Vice-Chair, Secretary, Treasurer, and one (1) At-Large member
c. Board roles and responsibilities; education; sustainable engagement
2.Organization
a. Reinforce or redefine organizational mission, vision, and values
b. Develop a clear identity for the LCLGRPB
c. Identify measurable goals and objectives that align with the organization’s mission
d. Identify and assess areas of organizational leverage to achieve desired outcomes
e. Compare roles and functions of LCLGRPB to similar organizations (Economic Development Districts)
f. Organizational Positioning
g. History
i. Activities and core areas of work
ii. Areas of strategic influence
iii. Strategic analysis and recommendations (decision pathways for how the organization allocates resources and identify opportunities for increased effectiveness)
h. Identify resources, strategic partnerships, and policy changes required to implement identified opportunities
i. Interaction with contractual partners (AGFTC, member counties)
j. Staffing structure, succession
3.Operations
a. Analyze current programs and resource allocations
b. Develop organizational measures and reporting criteria to assess the progress of the plan
c. Development of performance measures to adequately gauge progress towards achievement of the plan’s objectives
d. Development and implementation of a planning process that encourages participation by employees and Board members to promote support and ownership of the strategic plan.