Strategic Planning an introduction Economic Development Summit Round II January 23, 2010.

Strategic PlanningStrategic Planningan introductionan introduction

Economic Development Summit Round IIJanuary 23, 2010

• Introduction

• What is strategic planning?

• What are the benefits of strategic planning?

• Who’s using strategic planning to plan for their futures?

• Step 1: Planning the strategic process

• Step 2: Creating your future

• Step 3: Assessing your current situation

• Step 4: Developing your strategy

• Step 5: Planning for action

• Step 6: Implementing and evaluating your plan

• Hints for success

• Summary

AgendaAgenda

Economic Summit Round IIEconomic Summit Round II

ReferencesReferences• city vision statement. Carljunction.org Retrieved January 18, 2010, from Carl

Junction, Missouri website: http://carljunction.org/visionstatement.htm

• city vision statement. Sunset-ut.com Retrieved January 18, 2010, from Sunset City, Utah website: http://www.sunset-ut/vision.html

• strategic planning … is it for you? Omafra.gov Retrieved January 16, 2010, from the Omafra.gov website: http://www.omafra.gov.on.ca/english/rural/facts/93-041.htm#what

• LDN – Top Stories. LincolnDailyNews.com Retrieved January 17, 2010, from LincolnDailyNews.com website: http://archives.lincolndailynews.com/2009/Sep/21/News/today092109_e6.shtml

• strategic planning. BusinessDictionary.com Retrieved January 18, 2010, from Business Dictionary.com website: http://www.businessdictionary.com/definition/strategicplanning.html


• Do you wonder where your organization will be in five years? Is your organization equipped to operate successfully in the future? How will you be affected by:• environmental trends? • reduced resources? • new demands of members, clients or residents?

• If you can identify with these situations, strategic planning may be just what you are looking for. The strategic planning process can guide you towards where you would like to be in the future versus having to deal with situations as they happen.

• Four basic & fundamental questions:1.Where do we want to go?2.Where are we?3.How can we get there?4.How will we know when we arrive?

IntroductionIntroduction


What is strategic planning?What is strategic planning?• Strategic planning is a tool that any group of people such as a

municipality, association, government body, business, agency, council or special interest group can use to proactively plan their future.

• Strategic planning is a systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. In contrast to long-term planning (which begins with the current status and lays down a path to meet the estimated future needs), strategic planning begins with the desired-end and works backward to the current status.


Strategic planning is a process Strategic planning is a process that …that …• examines where your organization wants to be, where it is now,

and how you are going to get there; • involves your organization in visioning your preferred future; • produces a flexible plan or road map of strategies derived from

internal discussions and external sources of input; • steers your organization in a focused direction for future success; • allows proactive thinking beyond your current activities and

traditions; • deals with change positively by responding to it effectively; • involves making decisions that consider changes or anticipated

changes in the environment; and• sets priorities for action that are reflective of all aspects of your

organization.


Strategic planning is not …Strategic planning is not …

• a one shot deal

• a box of tricks or a bundle of techniques

• a quick fix to solve immediate problems

• a report left to sit on a shelf


• influence rather than be influenced • clarify or redefine your role and your target group • deal positively with the inevitable ...change • address critical issues you are facing • find innovative ways to achieve goals • decrease crisis management • give continuity during changing times or when there is new

leadership • use resources efficiently and effectively • anticipate issues and develop policies to meet future needs • gain commitment and bring your group together to work on

common goals

What are the benefits of strategic What are the benefits of strategic planning?planning? By carrying out strategic planning your organization will be able to: By carrying out strategic planning your organization will be able to:


Who’s using strategic planning to Who’s using strategic planning to plan for their futures?plan for their futures?

municipalities businesses hospitals communities industries corporations government school boards colleges town councils societies

private sector agencies institutions boards counties/regions chambers of commerce professional

associations local & provincial

organizations non-profit interest

groups


• Step 1 – Planning a Strategic Process

• Step 2 – Creating Your Future

• Step 3 – Assessing Your Current Situation

• Step 4 – Developing Your Strategy

• Step 5 – Planning for Action

• Step 6 – Implementing & Evaluating Your Plan

Strategic Planning ProcessStrategic Planning Process


Step 1 - Planning the Strategic Step 1 - Planning the Strategic ProcessProcessAssessing the Need for Strategic PlanningAssessing the Need for Strategic Planning

Strategic planning may be for you if:• your organization is operating very smoothly but wonders if it will

continue to do so in five years; • your organization is losing money and community appeal and

struggles to maintain viability; • your members are leaving to join other groups with similar

mandates; • your community is facing unemployment, restructuring or a

changing economic base; • your organization was originally formed to respond to major issue

which now has been addressed;• your organization lacks a clear purpose • your newly elected council wants direction from the community to

develop policies.


• lack of leadership, training or skills • lack of commitment to the process • the "old guard belief " that nothing can help and nothing ever

changes • lack of time, money or other resources to carry out the process • problems with key individuals • difficulty with program or policy implementation • little likelihood of the strategic plan being used • a poor relationship among the players • an upcoming municipal election

Step 1 - ContinuedStep 1 - ContinuedStrategic planning may not be appropriate if there is:Strategic planning may not be appropriate if there is:


Caution: Some of these challenges may hinder your organization's ability to complete the strategic planning process and implement the plan. Such situations can be handled better using other processes. Once these have been overcome, you then can reassess the need for strategic planning.

To gain commitment to proceed:• involve all those affected by the plan to build understanding

and ultimately ownership of the plan • outline the strategic planning process, role of participants,

time commitment, costs and benefits • spend time with all levels within your group to get the

commitment to go ahead

Step 1 - ContinuedStep 1 - ContinuedUnderstanding and Gaining Commitment to Proceed with Understanding and Gaining Commitment to Proceed with Strategic Planning:Strategic Planning:


The Facilitator:• guides your strategic planning team through the process,

keeps the discussion on track, and enables everyone to participate

• should be from outside the community or group and have no vested interest in the outcome

The contract:• is an agreement between the facilitator and the organization

outlining roles and responsibilities, time commitment and fee • outlines who will complete tasks such as selecting the strategic

planning team, scheduling meeting dates, arranging meeting facilities and equipment, chairing meetings, recording and circulating proceedings, corresponding with team members

Step 1 - ContinuedStep 1 - ContinuedContracting with a facilitator:Contracting with a facilitator:


Selection optimal working group size is nine to 12 people ensure a balanced representation of individuals who can provide input from different perspectives identify all the potential players who represent a cross section of interests and levels from both

within and outside your group consider those outside your organization - for example volunteers, staff, clients, management,

sponsors, partners, members, residents of the community, other interested parties

Time Schedule develop, with your planning team, a time schedule. Alternatives include:

• a series of three hour sessions held five to seven times over several months • a combination of half-day and full-day sessions over a shorter period of time • a series of two or three two-day sessions • allow time between meetings to give your strategic planning team a chance to reflect on the

content, check the facts and get input from others

Communications throughout the process your team should periodically report and verify your work with others

involved your strategic planning team needs to know or identify how the completed plan will be shared with

others involved (e.g., voting on its acceptance at a general or management board meeting, making a public presentation or distributing published highlights)

Step 1 - ContinuedStep 1 - ContinuedSetting up a strategic planning team:Setting up a strategic planning team:


““Strategic planning is worthless – Strategic planning is worthless – unless there is first a strategic unless there is first a strategic vision”vision”

-- John Naisbitt-- John Naisbitt

Visioning allows your planning team to decide how you want your organization to be perceived in the future. Your team will explore what you want to look like in five years, your preferred future and your values.

A vision statement:• is an action statement that outlines the preferred future of your

organization • establishes what you plan to do, for whom, and why you are

uniquely valued • provides a focus for future planning • reflects your organization's values, culture and philosophy • acts as a focal point against which all plans or directions are

checked • may have several drafts as the strategic plan evolves

Step 2 – Creating Your FutureStep 2 – Creating Your FutureWhat do we want to become?What do we want to become?


• The City of Carl Junction will strive to offer a wide variety of opportunities, amenities and services to all its citizens, businesses and guests. Its ambition is to be regarded as the leader in the region for developing activities designed for all ages and for creating a friendly and supportive environment where its businesses and citizens can thrive and grow.

The City of Carl Junction will continue to be known as the community where all feel safe, warm and welcomed...where all care for one another and show pride in where they choose to live... where "hometown" refers to a sought-after lifestyle rather than a fond memory from one's past.

The City of Carl Junction, standing tall among its peers, will...- open its arms to all who seek fellowship;- provide a safe environment in which to live, to work and to play;- make itself easily accessible and always inviting to those who seek us out or who may simply happen our way;- provide for cultural and recreational opportunities that reflect the interests and values of our people;- offer attractive and desirable housing;- provide solid, dependable city services to each and every resident; and- pledge to do everything within its powers to help nurture the "home" in "hometown".

Step 2 – Creating Your FutureStep 2 – Creating Your FutureCarl Junction, MissouriCarl Junction, Missouri


• Sunset City will be a community where every person and every family is important and respected. We will give the community a stable, safe, healthy, caring and friendly neighborhood. We will protect our natural environment and promote cultural, social, economic and recreational opportunities that encourage present and future generations to choose Sunset as their home. The City will give particular emphasis to protecting and enhancing beautification of the City, promoting the local economy, supporting the range of educational opportunities, promoting housing property values, maintaining an effective infrastructure, enhancing leisure activities and encouraging voluntary and community activities. We believe that our commitment is the foundation of all our endeavors to make our community a better place now and for future generations

Step 2 – Creating Your FutureStep 2 – Creating Your FutureSunset City, UtahSunset City, Utah


Step 2 – Creating Your FutureStep 2 – Creating Your FutureLincoln, IllinoisLincoln, Illinois


• What’s the vision for Lincoln, Illinois?• Where do we want to be in 2015?

• Lincoln, Illinois will be the …….

• Strategic analysis is an in-depth look at all the factors likely to have the greatest impact on the future of your organization. It involves gathering data and facts from a variety of sources and confirming that this information is accurate.• Do we understand our condition & position?

• What is our building vacancy rate? Is it trending up or down?• What is the percent change in residential property values? Is it growing or declining?• What is the percent change in our total labor force? Is it favorable or unfavorable?

• Compare -- How does Lincoln compare to all similar size cities in the United States? • Benchmark -- How does Lincoln compare to the “top decile” or the best cities in the

United States?

• Other components include:

Step 3 – Assessing Current Step 3 – Assessing Current SituationSituationStrategic AnalysisStrategic Analysis


Identifying Strengths and Weaknesses• identify the strengths and weaknesses that are within the control of your organization• discuss their effect on the ability of your group to achieve its vision

Identifying Opportunities and Threats• identify the outside influences over which you have little control: political/legal,

economic, social/cultural and technological factors • may include new government policies, fragmented markets, changing lifestyles,

activities of competitors • explore how these will relate to your vision

Identifying Critical Issues• arise from the identified strengths, weaknesses, opportunities and threats • are positive or negative issues that will impact on your future • must be addressed by your planning team - if not, they will become barriers to

achieving your vision

Step 3 – Assessing Current Step 3 – Assessing Current SituationSituationS.W.O.T. Analysis


Economic Roundtable Summit IEconomic Roundtable Summit IS.W.O.T. AnalysisS.W.O.T. Analysis

S.W.O.T. AnalysisS.W.O.T. AnalysisStrengths

1. A diverse educational system that includes public schools, parochial schools and colleges.

2. Economic diversity. Lincoln is diversified, with a wide variety of businesses as well as industry.

3. Medical access -- a new hospital going up as well as assisted living through Castle Manor for the senior population.

4. Central location -- being not only located in the center of the state, but also with access to major highways and rail.

5. The historical aspects of the city and county and the connections with both Abraham Lincoln and Route 66.

6. Existing industry: Eaton, International Paper, St. Gobain.7. Green spaces and parks in the area, the park district

facilities, the local festivals, and the fact that Lincoln is a walkable community with a nice downtown area with potential for improvement.

8. Strong agricultural connections9. Strong work ethic. 10. Safe community. 11. Variety of available housing. 12. Diversity in faith

13. Plenty of empty spaces that could be re-purposed14. Enterprise zone and the available space left in the zone.15. Wind energy possibilities, and a high number of available

transmission lines make it more attractive to wind developers.

16. Potential for physical growth .17. Low cost of living.18. Easy for new people to come into the community and right

away get involved with the community.19. Hometown loyalty.20. “Idea people" in the community,21. Strong sense of volunteerism. 22. The LDC campus is a strength with potential for future

development. 23. Airport (noted that it is currently underserved and could

benefit the area more if it were expanded). 24. In relation to surrounding areas, the local sales tax rate is

comparable, and in regard to business property taxes, the Logan County rate is somewhat lower than surrounding areas.

25. Amtrak

Opportunities1. LDC2. Tourism3. Broadband Technology4. Fifth Street Road Project5. Development of a Northern Industrial Park

6. Warehouse & Distribution7. Resurgence of Downtown Lincoln (living space)8. College Students9. Bike Trail10. Airport

SWOT AnalysisSWOT AnalysisWeaknesses

Threats


• Your team will design strategy or action statements of what you are going to do to overcome the identified critical issues facing your organization or community.

• SMART Goal Setting:S = SpecificM = MeasurableA = AttainableR = RealisticT = Timely

Step 4 – Developing Your StrategyStep 4 – Developing Your Strategy


• To put your strategic plan into action it is necessary to:

• develop innovative approaches to accomplish your strategies

• check that your planned activities are consistent with your vision

• divide your proposed activities into manageable tasks

• include what you will do, who's responsible, what resources are needed (time, money, expertise), when they will be done, how you will monitor their progress and measure their success

Step 5 – Planning for ActionStep 5 – Planning for Action


RoadmapRoadmap

What do we have to do to achieve our vision?

RoadmapRoadmap

GoalGoal TacticTactic Target Target CompletionCompletion

ResponsiblResponsible Partye Party

Measure of Measure of SuccessSuccess

1a. Redevelop LDC 1. List with a commercial realtor

January 23, 2013

Mayor Snyder Signed Agreement

1b. Re-purpose vacant commercial properties.

1. Research grant opportunities

January 23, 2012

LLCEDP Building Vacancy Rates

Strategy 1 – Improve the economic Strategy 1 – Improve the economic health of Lincoln, Illinoishealth of Lincoln, Illinois


Once the plan is developed it is now up to you and your membership to follow through with your plans. Here is a TO DO LIST to ensure your plan gets implemented:

• set your activities in order of priority and establish time frames over the short- and long- term

• establish an implementation committee. Delegate tasks to current or new committees

• share the highlights of your plan with those involved to gain their support and help with implementation

• use your vision as a marketing tool to promote your organization

• determine who will monitor your progress in accomplishing your strategic plan

• review the progress of your plan at each board or council meeting

• hold a six-month review with your strategic planning team and facilitator to evaluate your progress and make adjustments where necessary

• continue to implement, review and evaluate the plan on an ongoing basis

Step 6 – Implementing And Evaluating Step 6 – Implementing And Evaluating The PlanThe Plan


1. Check with similar groups who have completed a strategic plan. You may be able to gather ideas to help you through the process.

2. It is important that your strategic planning team has full participation by all members to ensure continuity and consistency.

3. Step back from your group or community and look at it from a different perspective.

4. The strategic planning process takes time and demands a lot of energy - you may have to get over some hurdles along the way.

5. As you periodically check back with your mission statement to ensure it reflects your plan to date, you may make several revisions.

6. Check that your current official plan, constitution or bylaws, proposed activities and budget are consistent with your mission statement. You may need to update these.

7. Be positive and forward thinking throughout the process. The results are worth it.

8. Realize that your plan is written on paper and is meant to be revised as you, your organization and society change.

Hints for SuccessHints for Success


• Strategic planning is a systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them.

• Four basic & fundamental questions:1. Where do we want to go?2. Where are we?3. How can we get there?4. How will we know when we arrive?

SummarySummary

““Vision without action is merely a Vision without action is merely a dream. Action without vision just dream. Action without vision just passes the time. Vision with action passes the time. Vision with action can change the world.”can change the world.”

-- Joel A. -- Joel A. Barker Barker

Strategic Planning an introduction Economic Development Summit Round II January 23, 2010.

Documents

Transcript of Strategic Planning an introduction Economic Development Summit Round II January 23, 2010.