Springfield Preservation and Revitalization Council

Strategic Plan Summary 2017-2020, updated October 2017

(full plan with benchmarks and task responsibilities is available through the SPAR office)

MISSION: to ensure Historic Springfield is a preferred place to live and do business by leading programs that drive the preservation, revitalization, and balanced growth of our community.

STRATEGIC PLAN 2017-2020

AREA

GOAL

Areas are the big-picture visions for the neighborhood by 2020. They are strategic in nature.

Goals are the specific results we would like to see in each area by 2020. These are designed to be adaptive, and should be adjusted by the Board as the external and internal environment shifts over time to keep the plan responsive and relevant.

I. Internal Systems

By 2020, SPAR will be more effective in meeting its mission because internal systems will be in place and easily understood by organization leaders.

A. Document operations to ensure consistancy in the organization

B. Create Technology Committee and update hardware and software to increase communication and productivity

C. Create volunteer program to add capacity and support the ED and organization

II. Fund Development

By 2020, SPAR will have varied sustainable funding sources and a Board with a culture of philanthropy to support its mission work.

A. Create a fund development plan

B. Actively engage SPAR Board in fundraising and fund development

C. Secure a variety of sustainable funding sources

III. Governance

By 2020, the SPAR Board, as the strategic leadership body of the organization, will invest in resources, training, and human development to strengthen the leadership of the organization.

A. Create and execute Executive Director transition plan

B. Create succession plan

C. Establish processes to alleviate and address conflicts in a respectful and productive manner among Board, staff, and volunteers

D. Consciously build board leadership/officers by creating a succession framework

E. Separate governance (board) and management (staff) responsibilities

F. Increase effectiveness of committees

IV. Diversity

By 2020, Historic Springfield remains diverse and is inclusive of that diversity, measured in neighborhood participation in SPAR activities and events.

"A fundamental goal for the community organizer is that you don't organize people to do something you think should be done; instead you find out what is important to people in the community, and then help them reach their goal" ~Community Tool Box

A. Create a Diversity committtee, sub-committee, or task force

B. Define diversity work

C. Work with target groups to increase diverse participation

V. Neighborhood Growth and Infrastructure

By 2020, Historic Springfield has a vibrant commercial corridor, promotes historic preservation, and provides access to high-quality amenities

A. Develop a vibrant Commercial corridor

B. Increase quality of life for residents

C. Focus on preservation of Historic Springfield

VI. Neighborhood Engagement

By 2020, Springfield is recognized as a diverse, safe neighborhood and draws visitors each year to the neighborhood through special events. Residents and business owners are successful advocates for the neighborhood.

A. Develop messages related to proactive media/online campaigns, responses to critics and fundraising pitches.

B. Plan for identifying and creating advocates

C. Education for residents

D. Keep and grow neighborhood events