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Board of Governors
2005-2008 Strategic Plan Adopted June 22, 2005
STRATEGIC PLAN GUIDE In 1998, MPC developed a long-term strategic plan which has been annually reviewed and revised. As a planning organization, it is only natural that we consider our own future and put in place the policies, infrastructure and financial resources to implement the plan. Just as MPC advises local governments, our plan is not drafted to sit on the shelf. It is a living document that needs to be measured, assessed regularly, and continually updated. The plan is divided into sections that build on each other. The mission statement describes what the organization values and how it focuses its energies to meet the vision. The Council’s mission statement has met the test of time – very few changes have been needed for several years. The vision statement reflects what the organization is striving for at the regional (external) and organizational (internal) levels. Everything we do at MPC should meet our vision for the future. Organizational strengths define MPC’s core competencies in the context of the larger region – what we have to offer and how and when we should collaborate with other organizations to meet common objectives. In early 2005, MPC’s Board of Governors held a strategic planning retreat to assess our key organizational strengths and tie these strengths to priorities that we want to devote human and financial resources to over the coming three years. Organizational goals break the vision and mission down into five cross-cutting priorities. These three-year goals are meant to be both challenging and realistic. The organization needs to stretch to meet its vision and its public purpose. On the other hand, MPC needs to demonstrate, on a quarterly and annual basis, that it is making notable and measurable progress toward meeting these goals. The final page is the success equation, a new component of the strategic plan. The equation sets out what we aim to achieve over the next three years, where simultaneous progress on each priority adds up to advancing MPC’s vision. The equation includes our cross-cutting goals in the top row, with objectives and measurable indicators below. MPC keeps track of these indicators continuously to help board members, staff, and funders determine if we are meeting our objectives. While new opportunities will always arise and be evaluated, the organization will prioritize board, staff and financial resources to achieve success in each of these areas. MISSION STATEMENT Founded in 1934, the Metropolitan Planning Council (MPC) is a nonprofit, nonpartisan group of business and civic leaders committed to serving the public interest through the promotion and implementation of sensible planning and development policies necessary for an economically competitive Chicago region. MPC researches and develops policy recommendations and conducts outreach and advocacy in partnership with public officials and community leaders to enhance equity of opportunity and quality of life throughout metropolitan Chicago. VISION STATEMENT By the year 2015, metropolitan Chicago will be known as a regional community of strong, informed leaders who work cooperatively to achieve economic growth and enhance equity of opportunity and quality of life. Growth and development will be guided by policies that serve the needs of all of the region's residents and businesses. These policies will result in a vibrant metropolitan area with a range of housing options, a fair tax system, a robust transportation network, comprehensive regional planning, and healthy and sustainable communities.
The Metropolitan Planning Council will be the most respected, visible and effective policy and advocacy organization on these issues in the greater Chicago metropolitan area, and will play an essential role in achieving this vision. With its unique mix of technical expertise, broad regional relationships, collaborative skills, and track record in building consensus, the Council will be sought after by civic, public and private sector leaders as a partner on a wide range of initiatives. MPC will be recognized statewide and nationally by the media, colleague organizations, and the funding community as a source of reliable information and innovative solutions to sensible growth challenges. ORGANIZATIONAL STRENGTHS The Metropolitan Planning Council’s 2005-2008 Strategic Plan is the culmination of a participatory process engaging both the Board of Governors and staff. Beginning with a Board Retreat in February 2005, this team analyzed how to best leverage MPC’s core competencies to attain our goals in the near and long term. The board assessment of MPC’s strengths (a substitute for the annual SWOT analysis) identified the following inter-related assets:
- policy expertise – the foundation of our effectiveness;
- independent voice – nonpartisanship, above special interest influence;
- practical regional problem solver — ability to sift through data and best practices and identify workable solutions that are at the same time viable public policy; and
- independent voice – nonpartisanship, above special interest influence;
- capable advocate – bringing diverse leadership together to achieve results.
All of these factors make it possible for the Council to mobilize our audiences and advance our agenda from problem statement to policy change. The Strategic Plan is used to set priorities, focus resources on making an impact, and set the framework for the annual work plan. As opportunities arise for new initiatives, the plan is a guidepost for staff to consult with board leaders in making these decisions – to ensure consistency with the organization’s mission and vision and that we wisely deploy our resources to meet the task. ORGANIZATIONAL GOALS A sustainable, diversified, economically competitive region that supports the advancement of: Community
Redevelopment and reinvestment in mature areas, connecting employment and housing opportunities, and maximizing the efficient use of existing infrastructure. New development that is walkable, transit friendly, provides easy access to jobs, housing and services, protects natural resources, and provides open space. Housing
Expanded availability, acceptance and distribution of quality housing options accessible to jobs to meet the range of families’ needs throughout metropolitan Chicago. Transportation and Planning
Coordinated transportation and land use planning and investments that ensure efficient, environmentally sound, high quality, and safe movement of people and goods to and within the tri-state Chicago region; minimize congestion; conserve natural resources; and expand travel options. Tax Reform
A state tax system that relies less on property taxes to fund schools; supports economic development and reinvestment; is fair, efficient and transparent for all taxpayers; and ensures that all Illinois children have access to a quality education, no matter where they happen to live. Organizational capacity
Leadership of the organization – board and staff — with sufficient resources, tools and relationships to implement policy changes to improve the Chicago region. MPC SUCCESS EQUATION Community Improve the capacity of local communities to plan and provide solutions to development challenges Provide assistance to communities on revitalization, housing, and sustainable development strategies
- 18 communities assisted
- 18 recommendations implemented by communities
Build capacity of local communities to take on development and infrastructure challenges
- 9 completed long-term partnerships continuing to implement best practices
Publish resources, host workshops, and inform communities of planning and development best practices
- 9 communities adopting best practices
Housing Increase supply and access to high quality affordable housing in disinvested and high job growth areas Leverage private sector leadership and investment through employer-assisted housing and other financial incentives
- 700 EAH homebuyers and 100 participating employers statewide
Leverage public sector leadership and housing investment through incentives and interagency funding
- $’s of incentives
- # of communities receiving incentives
- 50 communities adopting housing policies
Increase community acceptance of affordable and workforce housing
- # of homes approved meeting housing endorsement criteria
Expand public housing resources in quality homes and neighborhoods
- 3,000 public housing, affordable, and market-rate homes
Transportation and Planning Invest in coordinated transportation and regional planning strategies to increase access to jobs, housing, and natural resources Link investment decisions to regional plans
- # of housing units and jobs near transit
- % of commuters using transit increases annually
Increase investment in coordi1nated transportation system for transit, roads and freight
- Share of transportation funds for transit
- 80% of funds earmarked for “fix-it-first” in transportation packages
- $ 900 M dedicated to fund CREATE freight plan
Create and strengthen regional planning efforts for water and green infrastructure
- # of county stormwater management commissions created
- # of communities adopting watershed plan recommendations
Tax Reform Reform the state’s tax structure to promote redevelopment, sensible growth, and adequate state funding for education Reduce the reliance on the local property tax to fund education
- State share of education funding is raised to 51%
- 25% property tax relief is provided by state
- Commercial property tax per square foot is decreased 25%
Raise the level of state spending so that children have access to a quality education no matter where they live
- Raise state foundation level to $6,405 per student
- Illinois’ ranking among 50 states on inequities in school funding is raised to the median (25)
Research and develop recommendations to reform taxes and related policies that are barriers to reinvestment and redevelopment
- Reduce tax burden and increase tax capacity of distressed communities by at least 30%
Organizational Capacity Increase the organizational capacity of MPC to meet regional challenges Ensure MPC’s financial stability by broadening and increasing its funding
- 51% or more of total funding from non-foundation sources
- Double to 4% the non-board individual donor base
Attract and retain board and staff members with strong relationships, access to resources, and commitment to organization
- Improve diversity of Board and staff members
- 100% of Board members giving to Annual Fund
- # of employees participating in professional development
Educate public and private leaders on the importance of regional decision-making and cooperation
- # of elected officials reached
- # of people reached
- 150 significant media stories on MPC issues
Advance Chicago Region’s Economic Competitiveness, Livability and Equity of Opportunity
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