Our most recent strategic plan wrapped up in 2016 and was quickly followed by the appointment of a new Village Administrator and several key elected official transitions. This included the election of a new Village President, who began his term in May, 2017. Four of the eight Village officials have been elected or appointed since the development of our previous plan and only one department head who had participated in its preparation remains on staff.
At the direction of the Village President and Board of Trustees, staff initiated a formalized strategic planning process in early summer of 2017. The Art Petty Group was selected to serve as the consultant firm during the strategy development process, meeting our requirement for a seasoned, yet progressive, professional in strategy development and deployment whose background was not specifically in public service.
In addition to the elected officials and executive leaders, a select team of individuals identified as up-and-comers, creative thinkers and subject matter experts amongst our staff were invited to participate in the planning process as representatives of their areas of operation.
The strategic planning process was a fully inclusive project and involved a highly structured series of events, interspersed with more informal collaborations, information gathering and conversations amongst staff and project teams.
December, 2016: Our management team participated in a training session carefully and intentionally designed to prepare them for a change initiative.
February, 2017: We engaged the National Research Center to conduct the National Citizen Survey. 1500 residents were invited to participate in offering valid and reliable customer input for incorporation into our strategic planning efforts.
July, 2017: Our consultant led a structured exercise with the extended strategic planning team to identify and describe the current external forces, trends, and changes with the potential to affect the understanding, planning and delivery of services in the public interest such as political factors, economic climate and changes in technology.
July, 2017: The consultant coordinated a discussion with our extended strategic planning team on the significance of the environmental scan for the Lake in the Hills community and its impact on our ability to deliver quality services at an affordable cost.
August, 2017: The consultant facilitated an open meeting for elected officials and members of the community who, along with executive leaders, explored the pursuit of a vision and the same issues of external forces and their impact on operations; elected and staff perspectives were integrated.
August, 2017: The Village Administrator led dialog with the extended strategic planning team on how we must respond or act based upon the external and internal environmental scan. In this session, the problem statement, guiding policy and key strategic action items were drafted.
August, 2017: Our executive leaders presented the Strategic Plan’s essential elements, including the problem statement, guiding policy and key strategic in an open meeting for elected officials and members of the community, seeking additional feedback to incorporate and support as the plan was taking shape.
August, 2017: The consultant inspired a conversation between extended strategic planning team members on the community’s vision and assisted staff in finalizing essential elements of the plan and associated definitions.
September, 2017: The Strategic Plan was presented to the Village Board and community for approval and an overview of the planned implementation and execution process was reviewed.