Strategic Planning IT CAN BE DONE IN YOUR CITY

Transcription

1 Strategic Planning IT CAN BE DONE IN YOUR CITY

2 What is Strategic Planning Opportunity for Leadership to create a vision for the future Prioritize the actions of the city Not a one time process You are part of a community! You are not THE community

3 Strategic Planning Includes: Complexity Several Factor: Economy Financial Considerations Technology Ecology Legal Regulatory Matters

4 Strategic Planning Includes: Collaboration City County Other governmental entities that overlap

5 Strategic Planning Includes: Dynamism Cannot be static Current state of collective thinking Structure A group of smart, well-intentioned people, left to its own devices to reflect on the unknown, is likely to yield as much dissent as clarity Well-thought-out planning process can produce the best road map The planning has as much value as the plan itself

6 Strategic Planning Includes: Art of the Possible Must be related to available human and capital resources

7 When do you start Strategic Planning? At the call of: Elected Officials Citizen Groups Other Levels of Government In your Plan include a cycle of review and replanning Planning may result from the need of the government and citizens to work together to solve long-standing problems. When you decide to do it!

8 Community Support Engage the entire community Create enthusiasm for the future The Mayor should make an official announcement Include comments from City Department Leaders Business executives Schools Other community Leaders

9 Why do you need Community Support? Ensure the success of the Plan Some plans last longer than the terms of elected officials

10 What do you need in the Process for the Plan? Establish Reminders Prioritize with funding and human resources Be Proactive Open Minds Trust and Honesty Education on issues Take off the blinders and look at alternatives

11 What do you want out of the Plan? Vision for the future Mission Statement Strengths Weaknesses Opportunities Threats Goals Measurable Objectives Tactics Timelines Relationship to the Budget Contingency Plan Schedule assessment, reviews and replanning

12 Realistic Expectations Work in Progress Watch out for the Pitfalls Community and community leaders believe the finished plan is a permanent document Lack of acknowledgement of changing circumstances may call for a revision of the plan Only community leaders participate in planning Highest levels of leaders to not commit to the plan and the process Desires to implement all of the plan without regard to available human and financial resources

13 Strategic Decision Making Avoid the status quo Review things that has worked, or not, and why Consider things that may happen in the future Even national events can change your community What effect can technology have on your community Allow for future changes to modify your plan Learn what the numbers really mean Very critical assessment of the direction of the community This will require both personal and organizational courage.

14 Decision-Making Styles Consider all options before starting Top-Down Good for difficult decisions needed urgently Drives the process First time planning WARNING: This needs to be exercised in a benign manner. If leadership is overbearing it could damage the outcomes of the planning.

15 Decision-Making Styles Bottom-up Concepts and trends are filtered up from the lower levels within the organization Helps to identify the issues that are important Solicits input from those who deal with a variety of issues on a regular basis REMEMBER: The elected officials and senior managers are the ones who must live and die by the plan.

16 Decision-Making Styles Group Decision Making Most common Broader representation the greater chance for all matters of potential significance BE CAREFULL With a large group some may feel that their decisions will be invulnerable. Avoid this situation This style can slow down the process

17 Decision-Making Styles Leadership needs to weigh the positive and negative aspects of each decision-making style and select the one that seems most likely to be successful in the particular situation. REMEMBER: Plan out the process before you begin the process!

18 Ethics Supreme Court Justice Louis Brandeis wrote: Honesty by itself is not enough. The appearance of integrity must be concomitant.

19 Human Resource Management The HR Department can help with communication Keep staff apprised of the process and potential changes Remember that it is staff that will be implementing a great part of the plan. The Staff needs to BUY-IN to the plan

20 A Process for the Strategic Planning The Process is as critical as the final plan itself Engages stakeholders Creates enthusiasm for the plan and the future Generates community spirit

21 Responsibility Although you want broad community support you need someone that will be responsible for: Oversight of the process Preparation of the drafts An impartial facilitator Smooth the transition between phases of the process Enforce agreed-upon rules Ensures that everyone participates Draft difficult issue statements devoid of emotional or political overtones

22 Who are the Stakeholders in the Planning Process? You must be aware of the interests and needs of the stakeholders If you don t identify the stakeholders you run the risk of rejection of the vision and the tactics for achieving that vision. Elected officials Other government representatives Beneficiaries of public services Other organizations and individuals

23 Engaging the Community The ultimate goal is to reach the entire community HOW DO YOU DO THIS?

24 Preparing to Plan STUDY STUDY STUDY Previous Strategic Plans Strategic Plans of neighboring cities or counties Strategic Plans of the State with a local presence Local Master Plans for Land Use Plans of developers and businesses in the community

25 Preparing to Plan Plans of major utilities Expansion plans of local schools, colleges and universities Surveys of concerns to residents Other surveys Data Analysis

26 Focusing on the Future Working in the Present Forget what the community is like today Concentrate on what it can become Focus on the ideal Be a dreamer first

27 What are your Core Values Core values are the basis for all decisions and actions The Planning group should consider what are the values of the stakeholders for the community Collective values and standards affect what programs are defined and what resources are allocated.

28 Vision Statements Collective understanding of the ideal situations A view of the ideal community Sets the tone of the Strategic Plan The entire plan starts with and must consistently relate to the vision statement Goals and objectives must support the vision

29 Mission Statements What is the role of the city in pursuing the community s vision Used to encourage or give credence to the importance of citizen involvement in city life

30 Environmental Scan External Environment What happens outside of your City Internal Environment Are the elected officials and staff effective? Are they receptive? Are things properly structured and staffed?

31 Environmental Scan Management Environment Practices of Municipal Management What lessons can be learned from other communities

32 Environmental Scanning Matrix Factors Internal Management Local Local Government Economic Regional State National Global Demographic Technological Legal/ Regulatory Sociocultural Competitive Managerial Physical Other

33 SWOT Analysis Conclusions can be categorized in the form of a SWOT analysis With the SWOT analysis you can start to develop the goals and objectives that will address the weaknesses and take advantage of the strengths.

34 So Far Values Vision Mission Statement Environmental Scan SWOT Analysis

35 Goals Goals come from the environmental scans Address long-term issues Tied to the vision statement Goals must be attainable and ambitious to make the organization and its people stretch There is no magic number of goals for a Strategic Plan

36 Objectives Follows the Goal Statements Tend to be shorter than goals Objectives should be measureable

37 Tactics Follow the Objectives ACTION STEPS These are usually listed in chronological order

38 Always Double Check Does your Goals, Objectives and Tactics relate back to your: Vision Mission Statement SWOT Analysis

39 Implementation Plan REMEMBER: to develop a realistic, achievable action plan, you must take into account existing workloads of individuals and agencies. Important for Managers and staff to understand the larger context of the plan. The greater the understanding the more success you will have

40 Now we have: Values Vision Mission Statement Environmental Scan SWOT Analysis Goals Objectives Tactics Implementation Plan

41 Performance Measurement Evaluate Performance of individuals Success of the goals, objectives and tactics Impact on available resources Create a single listing of all the objectives and tactics

42 Connecting the Strategic Plan and the Budget or Business Plan Proposed Budget Cost Strategic Plan Reference Traffic officer to improve traffic enforcement and education Assistant engineer/project manager to manage major sewer and nonsewer collection and conveyance system $36,110 Customer service goals and objectives, goal #1: Provide high quality, effective, and efficient public service $43,192 Infrastructure goals and objectives, goal#1: Continue expansion of the city s sewer projects

43 Selling the Plan Stakeholders need to endorse: The Concept The Process The Result The stakeholders then sell the plan to the community Include in your plan to promote the plan Provide Status Reports on a regular basis

44 Replanning Collect the data that you need while implementing the plan. Create a contingency plan for what ifs Create a schedule to update the plan

45 Summary Promote the process locally Strategic planning begins with strategic thinking The planning group should be more, rather than less, inclusive Assess and announce the core values of the local leadership The most critical element of the planning process is the environmental scan Outline measurable outcomes that result from the implementation Those who implement the plan needs to understand and embrace the plan. Feedback and scheduled replanning

46 Summary Tie the plan to the budget Tie the goals and objectives to employees performance reviews and compensation Ensure the citizens, press and other stakeholders are aware of the plan. Clear support from the senior elected and appointed officials Incorporate ongoing programs Develop the contingency plans to address catastrophic occurrences