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Advancing your community's vision through strategic planning

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Presented at the 2014 LNG conference by Eric Alex of Cheam First Nation and Trina Wamboldt and Therese Zulnick of Urban Systems - this presentation aims to help us understand the value and process of stategic planning, facilitate the sharing of ideas and arm attendees with practical tips that can be implemented in their communities.

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Advancing your community's vision through strategic planning

  1. 1. advancing your community’s vision through strategic planning CHEAM FIRST NATION Eric Alex, Cheam First Nation Trina Wamboldt, Urban Systems Ltd. Therese Zulinick, Urban Systems Ltd.
  2. 2. our goal today  understand the value and process of strategic planning  share ideas and learn from each other  leave with some practical tips that you can apply when you return home CHEAM FIRST NATION
  3. 3. three discussion topics 1. Discovering your future: consider where you are now and where you want to go 2. Weaving the pieces together: build commitment through engagement and integrated planning 3. Making it stick: overcome implementation obstacles and manage change CHEAM FIRST NATION 3
  4. 4. part 1 - discovering your future CHEAM FIRST NATION
  5. 5. the strategic planning process ARTICULATE VISION, PURPOSE, VALUES, GUIDING PRINCIPLES ASSESS STREGTHS/WEAKNESSES/OPPORTUNITIES/THREATS IDENTIFY STRATEGIC GOALS (critical success factors) SET OBJECTIVES (desired outcomes) BRAINSTORM POSSIBLE ACTIONS DECIDE ON PRIORITY ACTIONS IMPLEMENT ACTION PLAN MEASURE OUTCOMES ADAPT CHEAM FIRST NATION
  6. 6. strategic plan a road map for getting from point A to point B in a planned and purposeful manner CHEAM FIRST NATION
  7. 7. “the main objective of a strategic plan is to strengthen the decisionmaking process by addressing key internal and external opportunities and challenges.” Jim Pealow, Strategic Management and Accountability, AFOA CHEAM FIRST NATION
  8. 8. two types of strategic plans 1. community strategic plan (e.g. CCP)  long term success factors for the community  based on member’s input and values  umbrella document for other community plans or sub-strategies (land use plan, ec. dev plan, etc.) 2. organizational strategic plan  aligns financial and staff resources and activities to achieve the community’s strategic priorities CHEAM FIRST NATION
  9. 9. what’s the difference? are they both useful tools? CHEAM FIRST NATION
  10. 10. COMMUNITY STRATEGY focuses on what & why  big picture  long term  engages community  vision/values based  focused on multiple outcomes  identifies critical success factors  Informs major investments  living document CHEAM FIRST NATION ORGANIZATIONAL STRATEGY focuses on how and when  flows from community strategy  implementation oriented  focuses on operations  annual business plans  defined scope  project based  policies and procedures  identifies specific resources  performance indicators
  11. 11. Insights? Ideas? Questions? Questions to think about: - If you have a strategic plan, how well have you followed the steps of strategic planning in preparing it? - Did you base your plan on a strategic understanding of strengths, weaknesses, opportunities, threats? - Does your organization base its activities around advancing the community’s vision? - How do you know CHEAM FIRST NATION you are succeeding in advancing your strategic vision?
  12. 12. part 2 – weaving the pieces together CHEAM FIRST NATION
  13. 13. an organizational case study  medium sized community  multiple departments with competing priorities and limited resources  staff needing to perform regular duties AND deliver additional major projects  organizational roles and responsibilities not clearly understood  no means of deciding on priority actions CHEAM FIRST NATION
  14. 14. 6 things that made their organizational strategy a success 1. 2. 3. 4. 5. 6. aligned comprehensive integrated objective actionable sustainable CHEAM FIRST NATION
  15. 15. #1 – aligned  organizational strategy was aligned with the community’s vision, values and desired outcomes  alignment achieved through     review of existing plans and strategies consultation with community members consultation with council consultation with administration CHEAM FIRST NATION
  16. 16. #2 - comprehensive  identified five strategic goals 1. PEOPLE – be a great place to live 2. PLACES – be a regional economic center 3. ASSETS – reinvest in core services and infrastructure 4. ENVIRONMENT – protect the waterfront and natural assets 5. ECONOMY – bolster the economy through strategic partnerships CHEAM FIRST NATION
  17. 17. #3 - integrated  cross-departmental teams worked together to identify priorities and discuss projects  historical knowledge was shared leading to greater understanding  greater clarity of roles and responsibilities  deliberate linkage to financial plan CHEAM FIRST NATION
  18. 18. #4 - objective  a project filter was used to objectively evaluate over 30 projects based on 1. positive strategic impact on community 2. operational feasibility  projects that ranked higher were given higher priority within the strategic plan CHEAM FIRST NATION
  19. 19. #5 - actionable  projects were categorized as short, medium or long term priorities based on filter results  project briefs/work plans were completed for all short term projects outlining objectives, context, required resources (staff, costs), risks, & next steps CHEAM FIRST NATION
  20. 20. #6 - sustainable  the strategic plan is reviewed and updated annually during the budget process  It is easy to see whether progress towards organizational outcomes is being achieved  strategic plan revisited after each election to ensure it reflects the priorities and commitments of each new Council CHEAM FIRST NATION
  21. 21. insights ideas questions Questions to think about: - How well aligned are your organizational activities with the community’s vision and priorities? - Who should be involved in identifying organizational priorities? - What process is used to make decisions? - How realistic is your strategic plan – do you have the people and money to achieve your goals? CHEAM FIRST NATION - Do you have a process for measuring results – individual and organizational?
  22. 22. part 3 - making it stick  how leaders can overcome barriers and lead people through strategic change CHEAM FIRST NATION
  23. 23. “Leadership may have developed the most ingenious strategy ever, but it means nothing if it doesn’t get done.” Jim Pealow, Strategic Management and Accountability, AFOA CHEAM FIRST NATION
  24. 24. CHEAM FIRST NATION
  25. 25. Lets'emó:t (one mind) • integrity • humility • fairness CHEAM FIRST NATION
  26. 26. strategic planning and the SWOT – story with our truth CHEAM FIRST NATION
  27. 27. cross pollination of traditional and European influences Chief Harry Edwards, born 1885 CHEAM FIRST NATION
  28. 28. governance principles The People | The Land | Laws and Jurisdiction | Institutions | Resources CHEAM FIRST NATION
  29. 29. motivated change vision CHEAM FIRST NATION skills incentives resources action plan
  30. 30. managing complex change + skills + incentive + resources + action plan = confusion + incentive + resources + action plan = anxiety resources + = false starts vision + vision + skills + incentive + vision + skills + incentive + vision + skills + vision + skills + CHEAM FIRST NATION + action plan = frustration + incentive resources + action plan = gradual change + resources + action plan = CHANGE
  31. 31. principles rooted in tradition  We seek to enhance our ability to champion these rights as Sxoxomes (gifts) and onus of responsibilities to them and our Tomiyeqw (seven generations past and future).  Xólhemet te mekw'stam S’i:wes te selsila:lh chet “take care of everything our great grandparents taught (showed) us” not only the S’ólh Téméxw (land) but the Sqwélqwel (family history) and the Shweli (life force, spirit) so closely connect to the S’ólh Téméxw. CHEAM FIRST NATION
  32. 32. GROUP DISCUSSION what can get in the way of achieving your strategic plan? CHEAM FIRST NATION
  33. 33. obstacles to taking action 1. Doing something requires… doing something. 2. Doing means learning. Learning means mistakes. 3. Have no fear. 4. A decision by itself changes nothing. 5. Why do we do it that way? 6. What do I do? When do I get started? CHEAM FIRST NATION
  34. 34. insights ideas questions Questions to think about: - what does the community want from leadership? - what are we trying to accomplish? - how do we grow our community to create positive lasting change? - what do we wish to leave in the past as we change or become change agents? - what changes have to happen? - what are the pitfalls to avoid along the way? CHEAM FIRST NATION - how do we successfully change together?
  35. 35. Thank you! Eric Alex, Cheam First Nation: 604.794.7924 ext.105 eric.alex@cheamband.com Trina Wamboldt, Urban Systems: 250.374.8311 twamboldt@urbansystems.ca Therese Zulinick, Urban Systems 250.374.8311 tzulinick@urbansystems.ca CHEAM FIRST NATION

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