Strategic Planning CODE 4013

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Strategic Planning CODE 4013 Class 1: February 1, 2021 What is strategic planning? -a process that stimulates and guides organization decision making to bet fulfill its mandate Strategic planning is an organizational management activity which intends to: -visualize future -create a broad methodology of how you will strive towards the vision -establish values that guide how decisions will be made -set priorities -focus energy and resources -strengthen operations -ensure that employees/ volunteers and other stakeholders are working toward common goals -agreement around intended outcomes and results -assess and modify the organizations direction in response to a changing environment Change: then vs. Now In the past change was: –incremental, consistent, and predictable This made adapting easy and simple, even without a detailed plan Now change is: -rapid, ever-accelerating and much less predictable

A rapidly changing environment requires organizations to have thorough plans in order to survive in an uncertain future. Accelerating Change What technologies/consumer items: Did not exist in 50 years? 10 years ago? Last year? Might exist in the next 10 years? Long range Planning -Based on forecasting -trends are more predictable Contrasting strategic and long range planning Strategic -our desired future Discontinuous Futures Technologies Pagers Social -Wolfville post office -MSN Planning is changing to a relatively shorter term. -change is more rapid and unpredictable the obvious step was to think in shorter periods of time -planning has shifted to a period of 3-5 years

Strategic planning is Iterative -its cyclical, perpetual, ongoing, continual, and repetitive -info learned from the end of a process will help start a new process 5 basic components for Successful strategic planning -a thorough understanding of your external environment -a systematic process for creating strategies -strategic decisions based on widely accepted values -widespread commitment to action -prioritized implementation schedule, accountability act. Consulting Group -Group chat on Facebook Centerville wants to be carbon neutral by 2022. -write 2 reports as a group regarding our projects Interview Group -Gavin and I After lunch break

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Hello, Mr. Ward I am emailing you on behalf of our Community Development Strategic Planning class taught by Glynn Bissix. Myself (Andrew Holmes) and partner Gavin Tipper-Shaw are fourth year community development students who were asked by professor Bissix to conduct an interview with you regarding the township of Centerville, Covid-19 and the climate crisis we are experiencing globally. We are looking for a time to meet with you to conduct our interview. We are both very flexible with our schedule. We look forward to hearing from you. All the best, Andrew Holmes and Gavin Tipper-Shaw Day 2: February 2, 2021 Preparing To Plan A good strategic plan -provides a roadmap to a desirable future for an organization/community -without proper input and effort made up front before the actual planning begins, strategic plans can end up on shelf collecting dust -to get the most out of a strategic planning process, organizations etc. Setting the Planning Context -identify parameters under which the organization is undertaking the strategic plan -what will success look like when this process is completed? -Are we living up our old mission and values? Could we be doing better? -Are our operations viable? How can we ensure operational sustainability moving forward? -Is there willingness to question the status quo, to ask questions and support organizational change? -Are we committed to looking objectively at the organizational level?

The de facto Mission -what is it that this organization community does? -What does it say that it does? -What does it actually do? -How can we go about finding this information? Setting the Planning Context -who will have input into the plan, and who will make decisions? -Do we have a diverse enough team? -Do we have the resources to successfully complete the process? -Who will lead the process? Who will write the plan? -Do we have the capacity, or do we need to hire a third party? Develop a plan to gather necessary resources -What internal or external information is needed to inform the planning process? -What resources already exist that we may need? what resources need to be developed? -What are the gaps in data that must be researched? -are there any pending decisions that may be made that could have a significant impact on planning for the future? Tips for Building Commitment -orient and educate in strategic planning -opportunities to express Concerns -encourage acknowledgement of planning need -Involve Key people in Decision making -Share information about process and expectations -manageable and achievable planning steps -Define tasks and responsibilities clearly -allow nostalgia-create excitement future

-build commitment by developing Awareness, understanding, value benefits, actions -demonstrate organization of process Intro to takin Stock and Stakeholder Analysis Taking stock-situational analysis Steps: -Define and engage stakeholders -Assess external contexts Use swot analysis Analyze broader trends -Assess internal context What is a stakeholder -a person group or organization that has interest or concern in an organization. Stakeholders can affect or be affect by the organization’s actions, objectives and policies -stakeholders can be within the organization or community in question (internal) or external to it, provided they have interest / concern or are affected by the outcomes of an organizations/community’s actions Stakeholder analysis -SA bridges both internal and external analysis -it is about people and organizations that impact, or are impacted by our organization Process: Identify stakeholders Identify their interest and concerns Identify those who are most important Identify the resulting strategic challenges

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Internal vs external Internal -stakeholders / taxpayers -employees -management -board members External Stakeholders/ taxpayers? -customers -suppliers -the community -financiers Meeting with consulting group. Identify the stakeholders Small business owners (Internal) CDCA (Internal) Town council (Internal) Farmers (Straddle) Church goers (internal) Community newspaper (internal) Good neighbour council (internal) Craft group (Internal) Seniors (Internal)

Centerville active trails and transport committee Planning and development society (straddle) Students educators (straddle) Who haven’t we heard from? People who self identify as low income, residents, health care worker, a person of a different minority or cultural etc.., first nations, children, someone from outside the community different perspective (pre conceived notions ideology of the township.) Internal/External Analysis External analysis -gathering info about various factors that influence an organization but that occur independently Part 1 Swot analysis Strength Weaknesses Opportunities What can we do Threats what can hurt us Part 2 Identifying external trends PPEST Physical Political Economic Social Technological Traditions

Importance of external analysis -Helps us understand what’s going on -predict changes What is an Internal Review -1/2 Swot analysis -Strengths What we do well -Weaknesses What do we struggle? -allows a depiction of how the organization is working now The five key concepts of an Internal review -the foundations and history of the organization/community -the current plans, missions, policies and procedures -The programs and products of the organization -the human and financial resources of the organization -the culture of the organizations

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Questions for interview How long have you lived in Centerville? How has Centerville grown since you’ve arrived? What do you like most about being part of this community? What areas does Centerville need to improve upon? Economically, resourcefully, culturally? How has Covid-19 impacted your business? Community? Personally? How have you and your community adapted to the current situation we are in with regard to Covid-19? What are your plans moving forward regarding your business? What do you know about the current climate crisis? How has this impacted your community, business? What are your hopes for the community in the future? (If you were in charge what would you do differently?) Day 3: February 3, 2021 Defining Critical Issues 5 key issues from interim report -Split into separate groups -share with each other 5 key issues your consultancy team identified -what are the similarities and differences across groups Key issues -are they recurring themes? Look for underlying causes -emerge from both internal and external factors and can transcend both

-can emerge from the aggregate of seemingly minor factors -can be focused on trends but must always be focused on future impacts -should be formulated by key organizational thinkers, analysts and decision makers -should be kept to a manageable number 8-12 -should focus on strengths as well as potential barriers to success -must be stated concisely, clearly and correctly -may not necessarily conform to any preconceived system of environmental analysis or scanning Prioritizing -remember that you need to keep boiling them down to the root issues -You need to have a manageable number of key issues the list can be too long -this is again an iterative process, you will likely have to review and revise this list as you move forward with other parts of your plan, meaning that your list may evolve throughout the Sp process -remember to continually refer to the core values of the community when prioritizing issues Organizational Culture as a Filter for key issues -key issues are intertwined with the culture and dynamics of the organization -so the norms of how people interact with the organization or community and how it functions can be at the root cause of an issues -for example so if there are not enough volunteers, we need to question why? What is the issue? Are people unaware of the opportunity The leaders do not empower people hence do not recruit volunteers The organization is very informal so when volunteers come, they do not k now what to do Assessing organizational culture -what kind of people are involved? Who are the leaders? -what is it like to be apart of this organization? -why is the organization successful? -clearly define values or beliefs, the acceptable norms?

-What is the organizations culture? Uniformity? -Safe to grow and make mistakes? Does leadership promote risk, openness and trust? -What actions are rewarded? -Are people important? Do the people turnover quickly? How are they trained -inward thinking or externally focused? -What is the history of this org.? Guiding principals Values Understanding Values -organizations that enjoy enduring success have core values and core purpose that remain fixed while practices adapt to a changing world Defining Values -core values are philosophies or principals that guide conduct as well as relationships within the community and the community’s relationship to the external world. They establish boundaries of behaviour and the culture of the community. -core values not only define the communal characteristics but also reflect the principals Community development core values -community wellness -social justice -active healthy lifestyle -diversity and inclusion -environmental stewardship So what are guiding principals -any principals or perceptions that guide an organization throughout its life in all circumstances, irrespective of changes in its goals, strategies, type of work or the top management

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Consulting groups Redefine 5 core values and guiding principals of kings was trying to make decisions so community formed a group -Occupation of self governance -community -safety -health and active living -recreation -environmental education Break down paper tomorrow. Group meeting Develop mission statement. Mine The municipality of Centreville looks to foster an environment where businesses, ideas and community can thrive through the practice of sustainability. groups To foster a community where safety, inclusion and opportunity can be achieved by all community members through upholding values of self determination, education, and collaboration; to promote a sustainable future.

Day 4: February 4, 2021 Mission -A mission statement that describes a) what you do, b) who you do it for, and c) how you do it. A mission statement is unique contribution to the achievement of the vision -a good mission statement: Includes action words or verbs Is more concise than the vision statement Is easy to understand to an outsider Objectives of a Mission statement -provides direction to avoid wasting time and resources -it implies what you don’t do -keep the organization working effectively towards its vision -inspiring, both internally and externally Why its important -insures the organization understands their role and takes pride in it Other groups mission statements Consultancy group 3 Mission Statement for Centreville and District The community of Centreville is an inclusive, safe, and vibrant community in which citizen engagement and connection is at the root of everything we do. We work towards fostering a community where all aspects of wellness can be achieved and is accessible to all who visit, live, work, and play within the community Centreville strives to create an active, friendly, and safe atmosphere for residents and visitors alike through an abundance of outdoor recreation opportunities, offering a variety of community-centred

groups and activities, and working towards a more sustainable future through environmental initiatives -sustainable future (people planet profit) -wellness -narrow values Organizational Philosophy/culture The organizational vision -identifies what the organization wants to happen -a statement of accomplishment or outcomes -an inspiring, clear and specific articulation of the organization’s future -A substantial and challenging level of achievement -a declaration of what the organization needs to care about in order to reach that future Day 5: February 5, 2021 Key Issues to Sub-visions Key issues emerge from your group observations, from the written case study, and what you determine from your interviews -are they recurring themes? -Can be focused on trends but must always be focused on future impacts -should be kept to a manageable number, usually 8-12 -should focus on strengths as well as potential barriers to success -must be stated concisely, clearly and concretely

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-may not necessarily conform to any preconceived systems of environmental analysis or scanning Key Issues -> Sub visions -> Refine Overall Visions Sub visions -a useful step in helping to align key issues with upper-level strategy that further informs how you will write your strategic goals -basically, sub visions are just like vision statements but are focused on each of the key issues your team has identifies -they are consistent with overall vision -can relate to each of the key issues or combinations or sub visions -detailed imagery Strategic Goal and Objectives What are goals and objectives -are near the top of the hierarchy of decisions Includes the outcomes that result from their undertaking and accomplishments and the contribution to each strategic priority -the transition from idealistic to practical takes place as the specific, measurable, attainable, realistic, and timely (SMART) goals and objectives are established -beneath those are thoughtful and organized actions which are designed to move the community from the current state that envisioned, desired future state of affairs Strategic Priorities -need to be a concise -act as link between Mission and goals -aim to have only a small handful

-a strong SP enables community organizations to achieve their own mandate within broader context of common good of the community Strategic vs Operational Strategic -what/why -big picture -longer time frame -requires time to change course -SMART Operational -more hands on and internally focused on what is necessary to be effective in carrying out the rest of the plan -shorter timeframe -more immediate and necessary in order for strategic goals to be accomplished Safety accessibility transportation Centreville is looking to provide a more safe and accessible community. Focusing on areas such as proper transportation, lighting along the roads, and sidewalks; will ensure the whole community is able to stay connected, and result in the betterment of well being and the overall growth experienced within Centreville.

Day 6: February 8, 2021 Strategic Planning and sustainability Rules Overarching sustainability Concerns -What does Centreville need to do to emerge from the Covid-19 Pandemic? -How does Centreville shape its initiatives to respond to the Climate Emergency? -What strategies must Centerville adopt to ensure its sustainability by considering Complete Communities Framework? Strategic Planning Gap Analysis What is a gap analysis -is an analysis of the difference between a desired outcome and an actual outcome and what must be done to achieve the goal Introduction -the organization knows where it is and where it wants to go -a gap arise between current state and preferred state -organizations must decide whether to go ahead with plans or re-think their vision and goals Purpose -to determine if the gap between the preferred future and present is manageable in terms of development and implement of plans -identify commonalities amount the gaps that can be clustered into major categories Gap analysis defined Current state ->gap->Preferred future

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Analyzing the Gap -take stock of resources -All strategic planning strategies previously used What do they tell us? -How different is desired culture from required one Steps to Gap analysis 1analyze current state 2 identify the ideal future state 3 find the gap and evaluate solutions 4 create and implement a plan to bridge the gap Means of closing the gap Two options -Growth and development Or -Retrenchment When the gaps cannot be closed -need to look carefully at this step and critically examine each gap -re-examine the overall gap -it may be possible to close most of the gaps -some choices need to be made about future direction -options should be made clear -what are available resources -individuals gap closure problems Planning team must recycle plan.

-Reworking the strategic model until model becomes feasible and realistic -When this happens two things need to occur: Contingency plan -back up plan Functional plan -must develop and carryout the amended strategic plan at the operational level Force Field analysis -assessing forces for or against change -do the against forces outweigh the for? -essentially this exercise will help you determine whether or not you should move forward with a decision based on forces if your favour or working against you The Y Model -who, what, how -why has been determined -can be used for each issue cluster The Z Model -low to high risk -quadrant 1 has least risk but will be least beneficial -quadrant 4 has most risk but most benefits

Day 7: February 9, 2021 Implementation -parks and rec association -CDCDA implementation team -mayor -parks and rec association -church? -Centerville active transportation committee Strategic Resource Allocation -is a largely unstructured process which occurs after the strategic goals have been set -is a process that involves allocating the available resources assessed in the previous planning process-people, time and money -and allocating them to areas of greatest need, or that will have the highest positive impact -is aimed at fostering long term development -is to be based on required performance in relation to established goal Two types of resources -Tangible resources Able to be touched and has a physical form -Intangible resources Nonmaterial and unquantifiable quality or asset

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Strategic resources -Physical State of art manufacturing facilities Plant or service location -Financial Cash flow Financial position Result of operation -Human Strong leadership Experienced managers Well trained, motivated employees -Organizational Competencies Processes Skills Knowledge Action Planning -Turn aspirations and visions of a preferred future to an actual reality -describes in detail how an organization will achieve its objectives -consists of a number of action steps that are accompanied by parameters that address What actions and changes need to occur Who is responsible for carrying out these actions and changes

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By when these actions and changes need to occur What resources are necessary in order to take action and make change Communication of who should know what and when Criteria for a good action plan -Complete: do all of the action steps, add up to a complete objective? Do all of your objectives add up to a completed strategic goal? -Clear: is it obvious who is responsible and when it needs to be completed? -Current: Does the action plan anticipate newly emerging opportunities threats and trends? Reasons to complete an action plan -without a plan to accompany it a goal is nothing more than a wish -Credibility: shows others in the community that the organization is organized And committed to making real progress -To be sure that no essential detail or step is overlooked -to better understand what is possible and what is impossible -Improve efficiency: reduce effort duplication, improved organizational transparency -Improve accountability: by attaching a name or group to an action with a deadline Thing to consider as you design your implementation teams and action plans -be inclusive: diverse stakeholder group/sectoral/geographical representation is something to strive for -Promote safe culture for implementing group, consider drafting terms of reference for newly established committees -Manage conflict: Diverse opinions and worldviews may lead to conflict. How might you manage this? -Be efficient and mindful in your planning: avoid duplication of effort, maintain communication and transparency, share workload

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Day 8: February 10, 2021 Monitoring and Evaluation Monitoring the Action -making sure the organization is still on course -characteristics of successful monitoring system: -simple easy to understand and implement -minimal additional workload for any individual -leadership of organization -provide opportunities to evaluate their own progress -performed at regular intervals Types of Monitoring and Evaluation Formative (assesses process) -occurs during implementation and development -the purpose is to make improvements and modification throughout the process, so that the end of product is better Summative (assesses outcomes) -occurs when the plan has been completed -used to refocus the organization, and its energies on the strategic plan -creates an opportunity to bring new people into the planning process -summative review offers the organization an opportunity to assess its past, present and future Critical or Key Performance Indicators -a key/ critical performance indicator (CPI) is a measure used in government, business, non for profit, voluntary organizations, and communities to asses and evaluate factors that are crucial to the success of an organization.

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-a comprehensive set of indicators to assess progress toward goals -Before CPI’s can be created there must be… A predefined vision and plan must be developed A set of strategic goals and objectives must be made clear that is consistent with the ratifies plan -the full complement of CPI’s must include both quantitative and qualitative measurements and assessments -there must be well defined procedures to monitor, assess and evaluate the indicators Community Success Indicators -both the Genuine Progress Index (GPI) and the Canadian Index of Wellbeing (CIW) have been developed to measure progress or regression on a broad and comprehensive range of key or critical indicators that are considered by experts and validated by laypeople to be important for societal and community wellbeing

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Strategic Planning CODE 4013

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