Melissa “Mel” Henriksen, NIU Center for Governmental Studies Assistant Director
At the Illinois Parks and Recreation Association Soaring to New Heights 2026 Conference, a session on strategic planning drew strong interest from park district professionals across the state. Co-presented by panelists Melissa “Mel” Henriksen of NIU Center for Governmental Studies (CGS), Sameera Luthman, Director of Marketing and Communications, Naperville Park District, and Dave Mohr, Executive Director, Lindenhurst Park District, the presentation highlighted a key message: strategic planning doesn’t have to feel overwhelming. When approached thoughtfully, the process can be structured, collaborative – and genuinely enjoyable.
From First Engagement to Conference Stage
CGS began working with park districts about eight years ago, building experience in what has become a valued niche. Because park districts balance facilities, programming, community engagement and stewardship of public spaces, having background knowledge of their environments makes a meaningful difference.
Sameera Luthman, Director of Marketing and Communications, Naperville Park District
Naperville was one of the first park districts CGS partnered with, and it is now in its third strategic planning cycle with the team. When Naperville’s Sameera Luthman invited Mel to co-present at the statewide conference, they expanded the conversation to include Dave Mohr of Lindenhurst – a smaller (but mighty) park district that CGS had also worked with previously on strategic and master planning. Featuring both a large and small organization gave attendees practical insight into how the process can be scaled effectively for organizations of any size.
A Process Designed to Be Engaging
Presenters emphasized that while strategic planning is serious and important work, the experience itself can be engaging and enjoyable. Sameera shared that, “It’s always a pleasure working with the CGS team. The process was thoughtful and inclusive, and they tailored their framework to our needs as we moved through the steps to create a new strategic plan with fresh survey data and community input that was ready to be integrated. We can always count on Mel and her team to listen to our needs and ask great questions, with the goal of helping us clarify not just where we want to go as an organization, but why.”
A hallmark of the approach is broad stakeholder engagement. Internal participants range from board members and department heads to front-line staff who interact daily with residents. Externally, the process can include program users, non-users, community partners such as schools and libraries, neighboring park districts, and even local business partners. The goal is to ensure the plan reflects a full picture of community needs and organizational realities.
Alignment as the Biggest Takeaway
From Naperville’s perspective, one of the greatest benefits was the alignment created between board and staff. Working through questions together – openly discussing “how” and “why” – led to deeper understanding and stronger forward momentum. The conversations and experiences themselves were as valuable as the final plan, helping to build team rapport and consensus, rather than simply producing a document. This helped to create collective accountability and buy-in across the organization.
The panelists reflected that while the process initially felt daunting, it quickly became an organized and rewarding experience. The clarity of the framework, combined with thoughtful facilitation, helped teams feel confident and unified in their direction.
A Positive Return on Investment
Dave Mohr, Executive Director, Lindenhurst Park District
For Lindenhurst, one of the biggest advantages of working with NIU Center for Governmental Studies was the positive return on investment. Lindenhurst chose to conduct their strategic and master planning in tandem, including a needs assessment and resident survey. While the organization had to plan their budget carefully, Executive Director Dave Mohr shared that it was well worth it, and the price was reasonable for the services provided.
“Doing all of those things at once was a big commitment, and I was very happy with our return on investment,” Dave reflected. “As a smaller park district, we took the decision to spend this time and money very seriously. The result has been a meaningful working document – not a plan that just sits on a shelf! That’s why I would tell other park districts – especially smaller ones – that NIU CGS is somewhere they should look first for planning.”
Advice for Other Park Districts
For districts considering strategic planning, Sameera and Dave offered some practical advice:
- Choose a facilitation and process partner, like NIU-CGS, who listens as much as they lead.
- Involve staff from across the organization and engage stakeholders when possible.
- Treat strategic planning as an ongoing priority – not a one-time event.
When integrated into the broader planning strategy, strategic planning becomes a living framework that guides meaningful and measurable progress.
The overall message from the conference session was clear: when done well, strategic planning can be more than just productive. It can be an enjoyable, team-building experience that strengthens both the organization and the community it serves.
