Strategic Planning Workshop

Kent City Council

April 16, 2008

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Agenda

1. Setting the stage• Welcome and introductions

• Review of objectives and agenda

2. Bringing strategic planning to life• Principal elements of a strategic plan – the end result

• Make or break decisions in the strategic planning process – the journey for developing it

3. Reflecting on the evening’s discussion• Main themes and conclusions

• Possible next steps for Council

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Principal Elements of a Strategic Plan A stretching set of

aspirations for the next 5-10 years-

what the City wants to become

Specific tests of success: metrics

and tangible goals

The 4-6 most crucial actions to build the

human and organizational capacity required for

implementation

The 4-6 most crucial directions for the substance of the City’s initiatives

What each major function of city

government must do to make the entire strategy a success

VISION

PERFORMANCECOMMITMENTS

FUNCTIONAL SUPPORT

STRATEGICPRIORITIES

ORGANIZATIONAL CAPACITY

REQUIREMENTSA set of core

beliefs/guiding principles that truly guide individuals’

and groups’ behaviorSHARED VALUES

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OVERALL STRATEGY

Why Is It Important?

Because it is an essential pre-condition to achieving superior levels of the City’s performance and standing

•Captures the essence of the City

•Establishes the necessary levels of “stretch”

•Guides resource allocation and decision making across multiple time frames

•Builds the capacity needed for successful action

•Can serve as a basis for generating stakeholder energy and commitment

VISION

PERFORMANCECOMMITMENTS

FUNCTIONAL SUPPORT

ORGANIZATIONAL CAPACITY

REQUIREMENTS

STRATEGICPRIORITIES

SHARED VALUES

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Criteria For Excellent Vision Statements

A vision statement Should be: That is, the vision statement should:

Energizing/inspiring Link individual efforts to a larger purpose;create enthusiasm for achievement of thecompany’s goals

Plausible/achievable Represent challenging yet realistic aspiration –not “pie in the sky”

Directional yet specific Provide all constituencies with a clear sense of what the company wants to become: what business/industry, company role/position, recipe for competitive success

Thematic/terse Communicate its essential message quickly and directly (typically one paragraph)

Shared Represent a joint statement by the company’sleadership group

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Hospital System“Within the next 5 years, become one of two major integrated health systems serving NorthEast Ohio-

achieving a 30% marketshare through superior quality of care,

notable patient service, and leadership in cost management.”

Electrical Utility“We will become the premier

diversified energy services company in our region by offering superior

value to our customers and proactively shaping our future in an

increasingly competitive environment.”

Examples of Vision Statements

Communications Firm”By 2007, be best in the industry at partnering with client management

to improve their organization’s performance by using the power of

communications to align the attitudes and behaviors of their most influential stakeholders: customers,

employees and investors.”Film Commission

“By 2006, establish Greater Cleveland as a formidable

presence in the media field – with a significant volume of film & TV production, complemented by a growing sector of digital media businesses and supported by a

skilled workforce.”

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Agenda

1. Setting the stage• Welcome and introductions

• Review of objectives and agenda

2. Bringing strategic planning to life• Principal elements of a strategic plan – the end result

• Make or break decisions in the strategic planning process – the journey for developing it

3. Reflecting on the evening’s discussion• Main themes and conclusions

• Possible next steps for Council

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Make or break decisions on focus and scope

1. Who’s really the

client?

2. How inclusive should we/must we be?

3. What fact base do we

need?4. What’s the right duration and

intensity of the effort?

5. Are we prepared to commit the necessary resources?

Principal FocusWhat are the critical 4-6 strategic challenges that the plan must address and resolve?

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Critical up front questions on scope – usually involving a range of choices

1. Which body and which individuals are the “clients” of the planning effort, and in particular:• Approve the design of the process?• Review progress along the way and concur on next steps?• Ensure that the necessary work gets done?• Endorse the end result?• Commit resources to implementation

2. How inclusive should we or must we be?• Categories of stakeholders to be included?• Breadth and depth of their involvement?

3. What fact base do we need to make responsible decisions?• Best practices and success stories from similar efforts?• Offerings of economic development competitors• Research on the views of residents and business owners?

4. What is the right duration and intensity of the planning effort?• Burst of energy and activity over 2-3 months?• Sustained intensity for 6-9 months?• Deliberative one or two year journey?

5. Are we prepared to commit the necessary resources?• Council and Senior staff time• Budget for outside support?

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In turn, up front decisions drive the planning project’s charter

• Overall aim and specific objectives – The “deliverables”

• Project approach – Phases and Main Steps

• Organization and Staffing – Steering Committee and Project Team

• Budget and resources – People and $

• Communications to stakeholders – Project announcement and Ongoing Updates