2009 Strategic Planning and Visioning
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2009 Strategic Planning and Visioning Document Transcript

  • 1. July 25, 2007 To: Bon Wikenheiser, ND Small Business Development Center Director From: Lynette Flage, NDSU Extension Service Many thanks once again for a fun and exciting morning as we worked on a suggestions and ideas to incorporate into a strategic plan for your organization. It is always a pleasure to work with groups in the region and this was no exception. The work and service that you offer our citizens is outstanding and I personally am so thankful that you are all here! I look forward to seeing your organization continue to provide the wonderful, quality service you always have as well as begin to work on some of the ideas you identified last week. Attached you will find a copy of your ideas generated as well as a DRAFT strategic plan. This is the beginning of this plan based on our discussions and work I know that the ND SBDC is currently doing… but this plan does need more work. I have inputted the basics for you in this plan; mission, vision, core values, basic themes, goals, and strategies. I have also included a column (Acc. St.) that was a reference to the national accreditation standards that may help with accreditation purposes in the future?? This is certainly a voluntary column and I may not have placed all of the proper standards after each strategy, but got started with what made most sense to me. That part definitely needs another eye to look over if you choose to use it. I did make some minor changes with goals and strategies in regards to your initiatives – they still read the same, but the “heading” goal or strategy may be slightly different than I had received to you prior. I do have some suggestions as you continue to work on this – of course the next steps are entirely up to you but these may help as you get this completed for the ND SBDC. These suggestions are: • Add any ongoing items that SBDC staff currently does. I know that there are many things that are ongoing with client training, one-on-one work, etc. Those items will continue to be done and should be a part of the plan. DJ had concerns that the organization did much already so we do ND Small Business Development Center 2007 – 2010 Strategic Plan
  • 2. need to make sure and honor those things in this plan as well as list the newer suggestions for the future. • You may want to go through this plan yourself first, clean things up and add details from your perspective. Sometimes this just falls to someone in a leadership role in an organization and this is an opportunity to go through it before sharing the DRAFT with others. • Share the DRAFT with all staff and ask for feedback. They might help fill in any loose ends that are still there. Ask for them to volunteer to work on parts they may be passionate about. • Develop priorities – prioritize larger theme areas and then prioritize within the theme areas. These themes can certainly be changed and moved around as you see fit. • There is nothing in the theme area of “resource procurement”. It was mentioned as something critical for the organization, but nothing discussed. You can leave it in there and add to it or delete entirely. • Determine a time-frame with which to revisit this regularly and update. I would recommend at least once a year. It is always fun to check off the things that are done! I wish you much success with this work and hope you will find this DRAFT useful. I would be happy to answer questions so feel free to call me anytime. Thank you for the opportunity to work with you once again. Lynette  Lynette Flage NDSU Extension Community Leadership Specialist 308 Courthouse Drive #9 Cavalier, ND 58220 701-265-5200 ND Small Business Development Center 2007 – 2010 Strategic Plan
  • 3. Based on the Appreciative Inquiry process, this information was gathered by North Dakota Small Business Development (SBDC) staff members attending a working session on July 19, 2007 at the Grafton RRRC. This information is the beginning of the development of a strategic plan for the SBDC based on their vision for the future surrounded by their core values – what they believe to be true about their organization. The total Appreciative Inquiry process suggests that we look for what works in an organization. The strategic plan from the inquiry process is a series of statements that describes where the organization wants to be based on the high moments of where they have been. People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known). The ND Small Business Development Center staff had the opportunity to list the many things from their past they valued, appreciated and were proud of. The following lists have been categorized by question areas to indicate those items that were described. • Solving challenges and team approach Proud Moments • Tools and resources available • Completion of a deal - “the call” received from clients • Flexibility in meeting clients and community needs • Having lenders rely on SBDC for their own underwriting (SBDC is • Network of staff trusted) • Autonomy of work • Personal issues while still maintaining an SBDC office • Process of helping client achieve their dream • Being mentioned in a publication • Free service valued by others • Liaison between client and bank • Reaching people that need us most and empowering people • Star Award Recipient • Being on the front line in rural areas • Business opens its doors or becomes a success • Making a difference • Positive feedback from client and 3rd parties (banks, other • Knowledge and professionalism partners) • Available and accessible • When client sees services SBDC has • Conduit for dream realization • Closed a large loan because of great partnerships • Do everything to help clients • Kringstad project – from 9-45 employees growth • Dynamic characteristics of the team • Accreditation process (Dept of Commerce supported SBDC) • Sophisticated group with great knowledge • SBDC is recognized in various publications • Efforts of people on the staff • It is an asset to be connected with SBDC • Statewide coverage and accessibility to data • “Best kept secret” – easy to market Appreciate and Value about SBDC • Great tool for businesses. • Diversity of clients (small to large) From this work came the following document that provides the beginning framework for their 2007-2010 strategic plan. ND Small Business Development Center 2007 – 2010 Strategic Plan
  • 4. Strategic Planning and Visioning For ND Small Business Development Center DRAFT PLAN July 25. 2007 Accreditation Standard: 2.0 Mission Statement Provide high quality business assistance (in the form of counseling, training and research) to existing and prospective small business which results in job creation and economic wealth. Vision Statement The North Dakota SBDC is recognized as the provider of choice for small business assistance. Our vision statement, “Your Ideas, Our Expertise, Your Success,” guides our organization and is supported through the following activities: • Building a long term, trusting relationship with our clients, funding partners and other state resources • Becoming an integral part of the economic development community by being a creative, solution oriented organization • Building a high performing, well respected team that fully embraces continuous learning and being accountable for results as well as an integral part of economic development activities throughout the state. • Delivering a significant economic impact from investment in the SBDC program by federal, state and local sources. Core Values • Client-focused quality services o Accessible services with ten offices statewide. Consultants who can travel to your site at no cost. o Technical assistance that focuses on helping clients meet their own goals for entrepreneurial success o Knowledgeable consultants that are up to date on current issues facing entrepreneurs to benefit our clients over the long term. • Economic Impact Results o Focusing on activities that will have maximum economic impacts – job creation, business starts, expansions, retentions, investments, etc. o Accepting accountability for a solid return on investment to our stakeholders, be it federal, state, local funds or in-kind donations • Teamwork o Becoming as responsive to our teams’ needs as we are to our client’s needs, working together towards common goals for the benefit of the entrepreneurs of North Dakota o Openly communicating using innovating methods; celebrating our successes and providing constructive criticism for future development, through a bottom-up approach ND Small Business Development Center 2007 – 2010 Strategic Plan
  • 5. Theme 1 – Marketing & Public Relations Goal: North Dakota University System institutions will openly identify services, support mechanisms offered by ND SBDC and assist in promoting the North Dakota Small Business Development Centers. Strategies to Support Goals Who is By When Acc St Responsible ND SBDC will present information to ND Higher Education Board as well as core faculty at each State Director 3.1, 3.2 university that work with economic development and entrepreneurship Uniformly marketed SBDC package will be presented to all core faculty in business related fields at State Director 3.3 each university Invite student interns involved in business, entrepreneurship, economic development, and similar Regional Directors, 3.2.a areas from ND campuses that can job shadow SBDC staff. State Director Goal: Develop a uniform marketing package for all North Dakota SBDC offices. Strategies to Support Goals Who is By When Acc St Responsible Develop basic plan to determine all aspects of uniformity (i.e., website, brochures, training State Director, 3.3 publications, business cards) Regional Directors Contact graphics professional to assist in the marketing plan and professional development of State Director 3.3 materials. Provide follow-up communication with all staff to insure uniform utilization of marketing materials State Director 3.3 when complete. Goal: ND SBDC will develop a uniform credit analysis statement and bank business plan for all business packages with SBDC logo and contact information. Strategies to Support Goals Who is By When Acc St Responsible Develop basic plan to determine all aspects of credit analysis sheet, bank business plan uniformity. State Director, 3.1, Partner with local bank to get feedback in regards to banking industry needs. SBA, Regional 3.2.a, Directors 3.2.b Contact graphics professional to assist in developing consistent format for appropriate branding. 3.3 Provide follow-up communication with all staff to insure uniform utilization. State Director 3.3 Goal: All ND SBDC hosts will understand and readily support and promote local SBDC offices. Strategies to Support Goals Who is By When Acc St Responsible ND SBDC regional offices will present hosts with new uniform marketing materials. Regional Directors 3.1, 3.2 ND SBDC regional offices will regularly provide updates in language understandable to hosts, State Director, 3.2.a, ND Small Business Development Center 2007 – 2010 Strategic Plan
  • 6. “what’s in it for them” reporting. Sample report to be developed and shared. Regional Directors 3.2.b Goal: All North Dakota organizations and partners will easily recognize ND SBDC outcomes. Strategies to Support Goals Who is By When Acc St Responsible Provide training for staff on short, medium and long-term outcome development (i.e. logic model) State Director 3.2.b, and what is considered important from a reporting perspective as well as a marketing perspective. 7.1-7.5 Less emphasis on numbers and more emphasis on outcomes Regional Director, 7.1-7.5 State Director Goal: ND SBDC will be know as an organization that promotes and recognizes best practices of cooperative economic development efforts (Rooting for Success initiative). Strategies to Support Goals Who is By When Acc St Responsible Rooting for Success initiative begins in North Dakota to recognize these best practices. State Director May 2007 3.2.a, 3.3 Rooting for Success criteria is formed. State Director, Dept 3.2.a, • ND SBDC lead center creates criteria for selection and communicates to Dept of Commerce of Commerce May annually 3.3 Commissioner. • Nominations are solicited. • Applications for award recipients are accepted representing each of the five industries identified to broaden the state’s economic base. Rooting for Success partners with state, federal, regional and local dignitaries to participate in the State Director, Dept May annually 3.3 recognition event along with press. of Commerce Rooting for Success program is evaluated to determine promotional reach. State Director, Dept June annually 3.2.a, • ND SBDC Lead Center & Dept. of Commerce will evaluate criteria, selection, event planning of Commerce 3.2.b process and effectiveness of program. • ND SBDC Lead Center & Dept of Commerce will decide on recommendations for improvement. • ND SBDC Lead Center & Dept of Commerce will communicate program recommendations necessary to appropriate economic development partners. Theme 2 – Staff Development, Training and Support Goal: Provide staff development training to all ND SDBC to help better understand the internal banking process in North Dakota. Strategies to Support Goals Who is By When Acc St Responsible Coordinate regional or one statewide training with ND Banker’s Association to develop relationships State Director 5.1 ND Small Business Development Center 2007 – 2010 Strategic Plan
  • 7. as well as learn “bank speak”, what a loan committee looks like, what the internal review process looks like, and challenges loan officers currently face. Goal: A state training coordinator will be hired to assist in the development, distribution and coordination of all ND SBDC trainings for staff and/or clientele. Strategies to Support Goals Who is By When Acc St Responsible A list will be made of all current training offered by ND SBDC staff with inventory of locales that each 5.1 training is currently offered. Training director will be hired to develop specific, consistent tools to be utilized across the state. 5.1.1 “Specialists” currently in the system will be identified and considered responsible for key training 5.1.1 across the state. Goal ND SBDC staff and potential staff believe their work is critical and others aspire to work in this organization. Strategies to Support Goals Who is By When Acc St Responsible Staff funded adequately with resources available to each regional office as needed and staff salaries State Director 5.1 competitive with similar organizations statewide. Regional offices have support staff available as needed to complete work as needed. 5.1 Staff have appropriate tools to do work including technology needed (computers, voice recorders – State Director 5.1 Dragon software, small business software, etc.) Theme 3 – Rural Vitality Goal: ND SBDC is considered an integral part of statewide rural development efforts that include all aspects of rural development; economic, community and leadership development. Strategies to Support Goals Who is By When Acc St Responsible SBDC partners with organizations offering leadership and community development programs 3.1-3.3, including NDSU Extension, UND Center for Rural Health, natural resource organizations, etc. to 6.1 provide information about services they administer. SBDC suggests a statewide committee be formed to look at rural vitality issues across the state and 3.2.a all organizations involved in rural vitality regularly share what is happening. Provide staff training from Heartland Center or other entity that looks beyond traditional model to State Director 3.1, holistic community development model (Community Development Pyramid) 3.2.a, 6.1 Theme 4 – Entrepreneurship and the Arts ND Small Business Development Center 2007 – 2010 Strategic Plan
  • 8. Goal: to provide technical business assistance in the areas of business planning, finance marketing and Internet use for artists wishing to expand their client base in and beyond North Dakota (Art-Up Initiative) Goal: Identify at least 15 new or expanded artisan businesses as a result of the initiative by December 2008. Goal: Quantify at least $200,000 of art sales attributable to the initiatives’ resources as applied through the efforts of the artists’ business by December 2008. Strategies to Support Goals Who is By When Acc St Responsible Identify and mobilize specific, like-minded stakeholders in a cooperative effort to foster artisan September 2007 3.1, 3.2, business by September 2007. 3.3 • Devise and execute specific memos of understanding between at least four like-minded stakeholders interested in growing artisan businesses. These partners must be able to invest cash, in-kind contributions and/or technical expertise that benefit artisan businesses. Research and summarize at last two national artisan marketing outlets for ND artists that incorporate October 2007 3.1, 6.1 both sales and training components. To provide simple, industry recognized tools for artisans to employ in creating and managing the December 2007 6.1 sale of their art by December 2007 • Identify markets and execute at least three industry specific training events. These events September 2008 are to be open to all ND artists wishing to explore beginning or growing their sale of art by applying business principles to their operations. Initial event must include presentations of industry recognized and simple tools for use by artisan business. Construct and execute cooperative grant program that enables at least 10 artist businesses to February 2008 6.1 exhibit at a nationally approved market. Develop and maintain relationships with interested artists to gather and report actual economic Ongoing 3.2.a impact data experience by participants through the 1-Site tracking program through the duration of the initiative. Provide business technical support through the ND SBDC network for all interested participants Ongoing 6.1 throughout the initiative. Quantify artist satisfactions with services provided and incorporate client evaluations in future art March 2009 7.1-7.5 development initiatives. • Devise, distribute, tabulate and analyze an effective initiative evaluation form for client response at each training event and by each cooperating partner service. Calculate and report on all expenditures related to the initiative and report the economic efficiency of Annually 7.1-7.5 those expenditures to each cooperating partner. Theme 5 – Funding Procurement Goal: Each North Dakota SBD Center will have adequate financial resources to provide key services to North Dakota clientele. ND Small Business Development Center 2007 – 2010 Strategic Plan
  • 9. Strategies to Support Goals Who is By When Acc St Responsible Theme 6 – Client Support and Training Goal: ND SBDC will assist in the statewide efforts of growing the North Dakota workforce and population. Strategies to Support Goals Who is By When Acc St Responsible ND SBDC will research companies that allow telecommuting to bring workers to North Dakota. This 3.1, 6.1 information will be shared with various organizations including ND Department of Commerce, EDND, etc. Goal: ND SBDC will provide a variety of user-friendly, relative training materials to clientele. Strategies to Support Goals Who is By When Acc St Responsible Research costs, other resources needed, and strive to provide Small Business U tools to North 5.2, 6.1, Dakota clientele. 6.2 Provide free web-based training programs to clientele through SBDC website (cash flow ongoing 5.2, 6.1, management, etc.) Consider skill-building set of individual lessons. 6.2 Contract with expert consultant to work with high need clientele requiring substantial time and effort. State Director As needed 5.2, 6.1 Goal: ND SBDC will collaborate with ND Bankers Association Services subsidiary of the NDBA to devise and deliver technical assistance to small business clientele in member banks seeking to acquire capital to grow their businesses (Partners for Prosperity initiative). Strategies to Support Goals Who is By When Acc St Responsible Provide industry recognized tools and training opportunities hosted in NDBA member banks for bank 3.1, 3.2 clients as outlined in pilot program format agreed upon by ND SBDC and NDBA Member Services. • Formulate and execute a specific MOU between ND SBDC and NDBA Services, Inc., August 15, 1007 outline the pilot program, specific training and support services available for member banks to consider and evaluation method for assessing pilot. • Market pilot through a cooperative marketing s strategy formulated by ND SBDC Lead September 1, 2007 Office and NDBA Member Services. October 15, 2007 • Identify at least five member banks interested in participating in the pilot program. Member banks will agree to assist with local marketing costs for mutually-chose training sessions, provide a meeting site and nominal supplies for training and provide a confidential meeting office for follow-up SBDC consultation with bank clients requesting one-on-one services. • SBDC will provide in-bank marketing displays, access to qualified training professionals and ND Small Business Development Center 2007 – 2010 Strategic Plan
  • 10. business consultants for one-on-one client meetings following training sessions. August 30, 2008 • Conduct at least 10 programs through at least five participating member banks. Consult with at least 30 clients in member banks within one year of conducting the training and client 6.0 support services as identified in the pilot program. Quantify at least $1M of new capital infusion into member small business clients added by the 7.0 support services and training offered through the NDBA Services, Inc/ND SBDC agreement within the first year of the pilot program. Quantify and communicate the level of member and client satisfaction of the services and training 7.0 offered by the ND SBDC through the NDBA member banks after one year of providing the services through the pilot program. • Devise, collect, analyze and report the results of pilot program including data received from cooperating member banks. Clients of member banks served, program satisfaction rankings and amount of capital infusion received by member bank clients assisted by follow-up of ND SBDC consultation. • NDBA Member Services and ND SBDC co-formulate evaluation tool October 1, 2007 • ND SBDC distribute, collect and report results of evaluation to NDBA Member services September 15, 2008 • NDBA Member Services and ND SBDC will report results to the NDBA Services, Inc. October 15, 2008 Advisory Board and receive recommendations for improvement/continuance of pilot program. Theme 7 – Assessing the Service Area Goal: ND SBDC will establish a working relationship with economic developers of North Dakota to learn, modify and apply the techniques of Economic Gardening theory as it applies to the technical, regulatory, capital and other needs identified by a jointly executed business climate assessment. Strategies to Support Goals Who is By When Acc St Responsible Provide specialized training to ND SBDC consultants and EDND professionals to learn and September 2007 5.1 understand the theory and best practices. • Devise and execute specific memo of understanding between ND SDBC and EDND May 2007 outline the agreement to share costs and efforts in economic gardening training and business climate assessment. • Hold economic gardening training in Jamestown during 2007 EDND meeting. June 2007 Devise a business climate assessment tool that incorporates the economic gardening best practice March 2008 3.1 principles and serves the assessment goals of ND SBDC and EDND. Cooperate with EDND to identify best tools and technical assistance opportunities most needed by Ongoing 3.2.a ND businesses. ND Small Business Development Center 2007 – 2010 Strategic Plan
  • 11. Goal: ND SDBC will identify, purchase and make available business tools and technical assistance most needed by ND businesses as identified in the business climate assessment. Strategies to Support Goals Who is By When Acc St Responsible Identify a working group of ND SBDC and EDND members to construct the business climate June 2007 4.2 assessment tool. • Plan a data implementation strategy that allows for proper protection of client information May 2008 and report of statistics in a reliable, practical and communicable fashion. • Plan and conduct at least 200 business, client and community interviews. September 2008 • Collect and analyze interview data. November 2008 • Communicate the results of the assessment survey and group conclusions. December 2008 Goal: ND SBDC will cooperate with the EDND to identify the best tools and technical assistance opportunities most needed by ND businesses. Strategies to Support Goals Who is By When Acc St Responsible Identify at least four market research data base tools that would assist ND business in beginning, December 2008 6.1 growing or expanding their sales. ND Small Business Development Center 2007 – 2010 Strategic Plan