Strategic Planning for Community Development
This article explores the importance of strategic planning in community development. It discusses how monitoring progress, building consensus vision, and defining purpose can lead to increased efficiency and effectiveness. The article also explains how strategic planning shapes the future of the community by setting mutually accepted goals and balancing those goals with available resources.
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About Strategic Planning for Community Development
PowerPoint presentation about 'Strategic Planning for Community Development'. This presentation describes the topic on This article explores the importance of strategic planning in community development. It discusses how monitoring progress, building consensus vision, and defining purpose can lead to increased efficiency and effectiveness. The article also explains how strategic planning shapes the future of the community by setting mutually accepted goals and balancing those goals with available resources.. The key topics included in this slideshow are strategic planning, community development, progress monitoring, consensus vision, mutually accepted goals,. Download this presentation absolutely free.
1. Strategic Planning Jen Erickson, UW-Extension
2. *How do we monitor our progress?
3. Why Would Anyone Do This? "If you don't know where you are going, any road will get you there. - Lewis Carroll Increased efficiency and effectiveness Builds consensus vision! Better understanding of organization
4. Why Would Anyone Do This Continued Shapes the future of the community Mutually accepted goals and vision Defines purpose Balances goals with resources Metrics to measure success
6. MISSION STAKEHOLDERS SWOC VISION MANDATES VALUES
7. What You Can Expect from a Plan Identify needs and opportunities Specific goals to address needs and opportunities Available resources What strategies best utilize the resources to meet the goals?
8. Phases of Planning Pre- Planning Stakeholders and diagnostics (1 month) Assessing the local economy (3-5 months) Analysis of information collected (4-6 months) Planning Develop the plan (2 months) Post Planning Review, share and prepare for implementation (1 month)
9. Plan for the Plan or Pre-Planning IT IS ABOUT EXPECTATIONS. Key Questions: Does a plan already exist? What issues should the plan address? Time commitment? Barriers we might encounter? Process champion? Final product? Steps needed?
11. What are the underlying issues? What the underlying issues are -- not just address the obvious symptoms.
12. Diagnosis is an Art
13. Stakeholder Analysis Group, person or organization that affects the organization OR is affected by the organization Purpose: 1.) Determine if/how stakeholders should be involved in the process. 2.) Identify gaps
14. Key Stakeholders: Expectations they have of Smallville EDO: Village Board Measureable impacts Fiscally Responsible Consistent communication For Smallville EDO
15. WHO SHOULD BE INVLOVLED & HOW? Chamber Director Village Council
16. Empathy Map What are the key stakeholders thinking and feeling, seeing, hearing? What are their pains and gains? http://innovationgames.com/empathy-map/
17. Assessing the Environment Analysis of local economy, trends, demographics Industry structure, labor force, tax revenue, physical/cultural resources Positive and negative aspects of the current economy Forecasting future economic development growth Developed by Matt Kures, UW-Extension
18. Assessing the Environment Purpose: This exercise alerts an organization or community to conditions that may require a response. It provides a systems view of clues and prompts for possible issues, vision ideas and strategies.
19. Assessing the Environment Mandates and By-Laws 1.) What mandates can we change? 2.) How do our mandates impact the future direction of the organization? 3.) What programs are not affected by mandates? 4.) Is our mission consistent with our mandates?
20. Mission, Vision and Values Mission: Purpose or reason for existence. Vision: What an organization wants to look like in the future. Values: What an organization believes, reflected in how it acts. MISSION: The American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors.
21. Mission: What are we here to do? Why? Brief Today focused Remembered Provides guidance
22. Values underpin how the organization operates How did your organization choose its core values? What do the core values mean to your organization? How does your organization demonstrate its core values? What actions, decisions, programs etc. are out of alignment with the organizations core values?
23. The Fundamental Principles for The Red Cross Humanity The Red Cross, born of a desire to bring assistance without discrimination to the wounded on the battlefield, endeavorsin its international and national capacity to prevent and alleviate human suffering wherever it may be found. Its purpose is to protect life and health and to ensure respect for the human being. It promotes mutual understanding, friendship, cooperation and lasting peace amongst all peoples. Impartiality It makes no discrimination as to nationality, race, religious beliefs, class or political opinions. It endeavors to relieve the suffering of individuals, being guided solely by their needs, and to give priority to the most urgent cases of distress. Neutrality In order to continue to enjoy the confidence of all, the Red Cross may not take sides in hostilities or engage at any time in controversies of a political, racial, religious or ideological nature. Independence The Red Cross is independent. The national societies, while auxiliaries in the humanitarian services of their governments and subject to the laws of their respective countries, must always maintain their autonomy so that they may be able at all times to act in accordance with Red Cross principles. Voluntary Service The Red Cross is a voluntary relief movement not prompted in any manner by desire for gain. Unity There can be only one Red Cross society in any one country. It must be open to all. It must carry on its humanitarian work throughout its territory. Universality The Red Cross is a worldwide institution in which all societies have equal status and share equal responsibilities and duties in helping each other.
24. Vision: A clear description of what the organization (or community) should look like after it successfully implements it strategies and achieves its full potential. - Bryson
25. Vision: Long & Short of It Brief Vision Statement - Can be short and sometimes slogany Vision Sketch created throughout the plan - More detailed, may be a step early in the planning process used to help identify issues. Full Blown Vision of Success - Includes a detailed description of the future state for multiple aspects of a community/organization
26. University of Wisconsin-Extension Cooperative Extension 2009 Creating a Vision Sketch: HOPES & CONCERNS 1.) Describe the organization as it is today. 2.) What it could be like in the future? Mission Services Processes External Support People Culture Resources Structure
27. University of Wisconsin-Extension Cooperative Extension 2009 Baraboo Economic Development Commission (BEDC) The mission of BEDC is to encourage economic growth throughout the Baraboo region by strengthening the City's competitive position and facilitating investments that build capacity, create jobs, generate economic opportunity and improve quality of life.
28. BEDCs vision for economic development Vision for a Diverse Regional Economy The Baraboo area will have: A diverse economy recognizing its strengths in agriculture, advanced manufacturing, education, healthcare and natural resources. A supportive, catalytic, yet predicable environment for entrepreneurs and business expansions. A respected, reliable workforce with diverse skills that earn living wages. A targeted, proactive business recruitment program built on competitive advantages. A strong tourism sector based on exceptional outdoor recreational opportunities, a robust arts and culture scene, and a premier dining and shopping experience.
29. Identifying Strategic Issues: The Heart of Strategic Planning
30. MISSION VALUES SWOC VISION STAKEHOLDERS MANDATES ST RA TE G IC IS SU E S / GO AL S ...a fundamental challenge affecting an organizations mandates, mission, product or service, clients, costs, financing, organization or management about which something can be done.
31. Internal Weaknesses/External Threat Addressed Our endowment is too small We dont have a good way to recognize donors Were competing with other environmental organizations for resources EXAMPLE STRATEGIC ISSUE: How should we manage our revenue and investments so that we are able to fund long term priorities as well as provide for shorter term operational requirements? Catherine Neiswender, UWEX 2009
32. When will this issue affect your organization? What kind of an impact will it have on your organization? Is there major financial risk? Is the issue on the radar screens of powerful stakeholders? Will addressing this issue require a new service, product, staff, and/or significant increase in financial resources. How Do You Know When Youre Strategic?
33. Strategy Formulation Strategies are a pattern of purposes, policies, actions, decisions, and /or resource allocations that address a strategic issue.
34. Strategy: Investigate and address the barriers to business startups (i.e. resources, training, policies, permits). This could include developing a physical and/or virtual small business incubator. Strategy : Develop a plan to reinvest in and better utilize existing spaces within the community for economic development. Strategy: Develop and keep current an inventory of all existing businesses. Strategy: Partner with educational entities and employers to ensure job training corresponds to employer needs. Communicate progress with local businesses and the public. Baraboos Strategies
35. Identifying, Evaluating and Prioritizing Strategies Criteria 1 TIME Criteria 2 COST TOTAL: Inventory of Businesses 3 3 6 ID Barriers to Start-ups 2 2 4 Targeted Recruitment Plan 5 5 10
36. Action Planning For each goal Specific Actionable What, Who and by When? Explain Deviations On-going
37. Measuring Success : Accountability and Results If you dont measure results, you cant tell success from failure. If you cant see success, you cant reward it. If you cant reward success, youre probably rewarding failure. If you cant see success, you cant learn from it. If you cant recognize failure, you cant correct it. If you can demonstrate results, you can win public support. ---Tom Peters
38. Measuring Success Outcome Based What difference will this program / initiative make in the lives of those served? Kolzow, 2012 Never Confuse Activity with Accomplishment John Wooden
39. Measuring Success at 3 Levels 1. Monitor 2. Assess Performance Are you doing a good job? 3. Outcome and Impact Analysis 1. Number of new businesses attracted 2. Net gain in jobs 3. Improved unemployment rate 4. Improved real estate occupancy rates 5. Improved local wage and income level
40. Adopt , Implement and Share Adopt Develop implementation process CHAMPION Who should know about your plan?
41. Monitor, Evaluate & Retool Ensure strategies are effective Ensure goals are met Early detection of problems Celebrate success
42. Costs $15,000-$500,000 Consultants and RFPs
44. When not to do planning?
45. Common Problems Failure to involve broad spectrum of leadership Not involving the public in a meaningful way Dont understand strategic planning Too much time spent on visioning No clear identification of priority issues Wish list of action items that dont address key problems Failure to assign action items No means to evaluate performance Lack of commitment to keep the process going after the initial effort