This document summarizes a presentation on economic development strategic planning given by Jim Damicis of Camoin Associates. It discusses what strategic planning is, why communities undertake it, and the key benefits. It outlines the strategic planning process, including organizing stakeholders, developing a shared vision and goals, identifying issues and projects, implementation, and evaluation. It emphasizes the importance of leadership, collaboration, and ongoing adaptation. The presentation provides lessons learned and tips for strategic planning best practices.

1. Economic Development Strategic
Planning
Jim Damicis
Senior Vice President
Camoin Associates
Jan 21-22,2016
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2. Jim Damicis, Senior Vice President – Principal -
Camoin Associates
• Immediate Past President, Northeastern Economic
Developers Association
• IEDC, Economic Development Research Program,
International Economic Development Council
• Collaborator – Communities of the Future
• 25+ Years Experience in Economic and Community
Development
jim@camoinassociates.com
www.camoinassociates.com
Twitter: @jdamicis
Linkedin: www.linkedin.com/in/jdamicis
Blog: www.camoinassociates.com/blog/
• Comprehensive Economic Development
Strategies (CEDS)
• Stakeholder Engagement
• Workforce Development
• Market Analysis & Financial Feasibility
• Evaluation & Benchmarking Indicators
• ED Communication & Marketing

3. Introduction to Strategic Planning
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what is it?
why do it?
context/key factors
benefits
process
lessons learned
Agenda

4. what is strategic planning?
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Strategic planning provides a living vehicle for
community leaders to think strategically, to make
sound decisions in a sea of game-changing
circumstances, to focus efforts & to develop
consensus for collaboratively solving problems.

5. strategy & planning
strategy gets at...
o Where do you want to go in the future?
o Why do you want to go there?
o Vision & goals of a community
planning determines the answer to...
o What do you want to do?
o Where do you want to go?
o Who should help you get there?
o How should you go about getting there?
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6. what strategic planning is NOT
not an event
about planning meetings
developing a great well-written report
fulfilling a grant or regulatory requirement
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7. what strategic planning IS
engaging broad spectrum of people
inspiring people to work together
putting individual efforts toward best benefit
of collective whole
process that requires a champions
challenging & time-consuming
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8. common barriers
focus on personalities & positions
o focus on shared interests & goals instead
lack of motivation for working together for
change
being in the “comfort zone”
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9. key factors driving local & regional
economic development
Workforce, workforce, workforce!
Quality of place – amenities, infrastructure, housing,
recreation and culture, etc.
Regional collaboration and holistic approach to economic
development
Customer service driven – permitting and approval
processes, transparency, accountability
Networks
Complex Systems requiring adaptability rather than
predictability
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10. strategic planning benefits
shapes community’s future
defines community purpose
provides one-stop information base
provides realistic appraisal
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11. a critical tool
means to establish & maintain effective programs
provides guidance in structuring tactical operations
no proverbial clean slate
o must assess current projects
o use information gathered to adjust plans or establish new goals
can be used for overall plans or sub-activities
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12. call # 1
explore untapped potential
help inventors commercialize ideas
help entrepreneurs launch successful enterprises
help employers grow & sustain operations
help individuals achieve meaningful career
pathways
help other investors maximize ROI
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13. call # 2
continual adaptation & innovation
increased global interdependence
high paced scientific & technological change
communities of choice
o creatively & continually reinvent
o meet ever-changing needs
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14. call # 3
ongoing pursuit of excellence
community as an enterprise
o rather than simply a collection of people
o set & live by high expectations
plan with inventive creativity
o reduces need for crisis reactivity
focus on continual improvement
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15. ultimate strategies + action
compatible with community vision
feasible given strengths & weaknesses
implementable given leadership & resources
change-making addresses most urgent challenges
innovative enables forward movement on
most promising opportunities
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16. Ingredients for a successful project:
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17. questions answered
where are you & what is your potential?
o needs & opportunities
o situation & context
where do you want to go & why go there?
o community vision
o development goals
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18. questions answered
how will you get there & who will help?
o best people & available resources
o strategies & projects
what will success look like for you?
o key benchmarks & metrics
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19. strategic planning process
organizing & pre-planning
o identify & recruit players & stakeholders
o create organizational structure
o determine necessary financial & technical resources
visioning
o develop shared vision
assessing the local community & economic
competitiveness
o evaluate & define your situation
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20. strategic planning process cont.
identifying issues & formulating realistic
goals, objectives & strategies
publicizing the plan
identifying, evaluating, & prioritizing projects
o prioritize based on best approach & return on
project
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21. strategic planning process cont.
developing plans of action
o set out sequence of events & resources
o define physical steps
implementing plans
o may require an implementation structure or
modification of organizational structure
monitoring & evaluating outcomes
o make sure goals & projects remain realistic,
worthwhile, & relevant
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22. strategic planning process cont.
retooling & adjusting
publicizing progress & outcomes
o ongoing process
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23. importance of the leadership team
• setting overall
direction
guide
• structuring
the process
organize • identifying &
maintaining
resources
manage
• connecting
people with
people &
resources
bridge • providing
ongoing
oversight
overlook
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24. the leadership team
first...recruit those who are known for
being fair & people-focused
relationship builders
include reps from local & regional EDOs
hold regular (monthly) meetings
consider supporting committees & work group structures
select a neutral managing entity
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25. factors affecting costs
scope of
plan
community
size
time to
complete plan
professional
consultants
available
budget
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26. resources
U.S. Economic Development Administration
U.S. Department of Housing & Urban Development
U.S. Department of Agriculture
State Community & Economic Development Agencies
public utilities
area colleges & universities
private foundations
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27. “must haves”
shared sense of urgency
clearly articulated & well-understood vision
local champions
widespread participation & buy-in (or rather
“join in”
shared commitment to progress
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28. “must haves”
shared ownership (willingness to collaborate)
knowledge of what success looks like
futuristic & proactive orientation in thinking
willingness to self-invest
a let’s do it! attitude
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29. “must haves”
realistic & accurate definition of the
situation
good information
cumulative goals & objectives
balanced approach
options for mutual gain
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30. “must haves”
effective internal & external communications
openness to learning from others
involvement of external partners
easy-to-follow process
ongoing planning
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31. “must haves”
ongoing review of the status quo
continual cultivation & acceptance of new ideas
continual recruitment of new faces to the process
community celebration of all successes
resilience
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32. common barriers
not knowing how to best move forward
lack of shared community vision
apathy or complacency with status quo
poor working relationships
feeling of disconnect among citizens, leaders
inadequate volunteer support
false expectations
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33. lessons from the field
Don’t bite off more than you can chew! Break large projects into
smaller digestible components based on your organization’s and
partners’ capacity to implement
Get comfortable making collective decisions without perfect information
and predictable outcomes
Give collaboration and engagement within region, diverse stakeholders,
and the public more than lip service – design and implement together
Market externally AND Internally
Understand what you can have impact over – i.e. at local level you can
impact land-use, zoning, permitting, customer service
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