By David Scott, President;
and William Furry, Executive Director

Board Approval of Society's Strategic Plan

At the annual meeting of the Society on Friday owning, April 29, 2005, members of the Society present will be asked to take note of a Strategic Plan. The Board of Directors approved this Plan at its February 19, 2005 meeting following extensive discussion and revisions starting with two brainstorming sessions in early 2004.

Introduction

The Society is a not-for profit organization organized in 1899, chartered in 1900, and, by action of the General Assembly in 1903, made a support group for the Illinois State Historical Library. The Society has been independent of the Library and its umbrella agency, the Illinois Historic Preservation Agency, since 1998. Receiving no subsidy from the state, it relies for income on the yield of endowments, membership dues, revenue from meetings, and fund-raising. Its work is accomplished by a small skilled staff and the volunteer efforts of members of the Board of Directors, Advisory Board members, and others working through the Society's many committees.

Society Activities and Audiences

The current activities of the Society fall under the following categories: publications; scholarly and other meetings; markers, awards and other programs of recognition; services to local organizations; the sale of historical materials; and the maintenance of a website. Our audience ranges from academic historians to others with professional interests in history in Illinois to those engaged in the exploration of the background of their family and community to tourists who read our markers.

Benefits of a Plan

Developing, carrying out and periodically revising a strategic plan will contribute significantly to the future success and stability of the Society. As new resources become available, the plan will shape what

activities to expand and what new ones to develop. Having a strategic plan is vital in appealing for grants from foundations and other funders. It is helpful in the recruitment and orientation of new members of the Board of Directors and Advisory Board members, in the allocation of staff time on a day-to-day basis, in policy setting and program and staff evaluation by members of the Board of Directors, and in defining the Society's relations with other organizations interested in history in Illinois.

Principles, Mission, and Vision

Principles:
As a not-for profit organization serving the whole state and dependent on the efforts and the support of many, the Society asserts it will operate on the following principles:
Excellence: We strive for the highest quality in our products, services, and events.
Efficiency: We use our limited resources carefully and to the greatest effect.
Participation: We provide opportunities for volunteer activities at the state level.
Diversity: We are interested in the variety of Illinois groups, communities, regions, organizations, eras, leaders, and events.
Broad Scope: We recognize that history in Illinois is intrinsically related to regional, national, and international history.
Non-Partisan: We take positions on current issues only as they might relate to our mission, vision, and goals.

Mission Statement
The mission of the Society is to foster awareness, understanding, research, preservation, and recognition of history in Illinois.

Vision Statement
Our vision is to be the leading advocate for the
learning and celebration of history in Illinois.

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Goals

To grow in line with this vision, the Society will expand its resources, partnerships, publicity, and marketing to increase its capability as a source of information and expertise. It will in the next several years do so by means of the following Goals.

Program Goals:

The Society should engage state officials in celebrating history in Illinois with schools, groups, and communities.

The Society should seek organizational partners for activities that raise historical awareness, promote historical research, and recognize achievement.

The Society should expand its role in the teaching and learning of history in the schools and elsewhere.

The Society should expand the services it can usefully provide to local historical societies and related organizations.

The Society should increase significantly the number of new markers, replace lost markers, and repair damaged ones.

The Society should enhance the appeal of its current publications and identify opportunities for new ones.

The Society should increase its capability as a clearinghouse through the Internet and other means.

Organizational Development Goals:

The Society should plan and carry out a major campaign to retain and increase membership.

The Society should strengthen the role of the members of the Board of Directors and Advisory Board as policy makers, fund-raisers, membership recruiters, and volunteers.

The Society should increase its visibility as a distinct state-level historical entity.

The Society should increase revenues from grants and from its membership dues and donations, its events, and the marketing of its merchandise.

The Society should have policies and procedures on the acquisition, management, and disposal of historical artifacts and other non-financial properties.

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