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Jim Damicis
Senior Vice President
Camoin Associates
April 19-20, 2010
Atlanta GA
1
Economic Development
Strategic Planning
Organizational Strategic Planning
2
Organizational Responsibilities
for Making it Happen
Agenda:
Role of the Economic Development Organization
Assessing Institutional Capacity
Leading & Supporting the Effort
2
The Role of the Economic Development Organization
3
Economic developer as point guard – able to distribute work and responsibilities to
those best able to act
Able to function regionally
Reliance on information, knowledge, and intelligence
Higher demand for transparency, nontraditional civic engagement/involvement –
crowdsourcing, and social media
Demand for metrics
Adaptability – comfort with complexity
Potential
Implementation
Resources
Competencies
To Take On
Additional Tasks
Strengths &
Weaknesses
4
Assessing Institutional Capacity
Factors to Assess
Leadership
support
Staffing
Volunteer
network
Existing
programs &
services
Organizational
policies &
plans
Financial
resources
Real estate &
equipment
resources
5
Keep in Mind:
Many major economic development
initiatives are implemented by partnering
entities.
Implementers can be described as having
lead or secondary responsibility.
Identifying & seeking endorsement of the
lead responsible entity is critical.
6
Lead Responsibility
 May be agency, organization, or group
 Key implementer & primary coordinator
 May call for expansion of current operations
7
Business
retention &
expansion goal
Local chamber
of commerce
(similar entity)
IMPLEMENTATION
LED BY
Taking the Lead
 Action plans
 Assume responsibility for appropriate action steps
 Oversee & advise on progress
 Submit progress reports
 Carry out other necessary responsibilities
8
Secondary/Active Support Responsibility
 Design necessary action steps alongside lead
agencies
 Assume responsibility for appropriate action
steps
 Report to lead agency/organization
 Progress, challenges, key findings
9
Adoption & Endorsement
process
• Inform
organizations
1
• Gather
feedback
2 • Request formal
adoption &
formally
endorsement
3
10
Meeting/Presentation Should Include:
 Review of strategic planning process
 Public input, draft plan development
 Lead & secondary organization roles
 Specific responsibilities
 Action plans
 Monitoring implementation
 Next steps
11
Next Steps/Going Forward Timetable
 Integration of input from various organizations
 Development of action plans
 Development of plan brochure/document
 Public unveiling of plan
 Ongoing monitoring of plan implementation
12
Duties of the Monitoring Body
• Assist in action plan development, if needed
Obtain initial implementation action
plans
• Quarterly or semiannual basis
Obtain formal status reports
• Leadership team, implementing organizations, &
community
Provide periodic (typically annual)
updates
13
Review of Findings:
National Regional EDO Research
Board Seats
-
Investment
Funding
Matched
Funding
Per Capita
Governance
Fairness
Negotiate &
Compromise
Public-
Private
Partnership
But Private
Sector
Driven
Efficient
with
Funding
Strong
Alliances
&
Networks
Creative
Risk Takers
Measure
Results &
Adjust
Strategic
Plan
Driven by
Customer
Trust &
Respect
Respond &
Adapt
Leadership
& Capacity
Communicate
High Performing EDOs
Contact Information
o jim@camoinassociates.com
o www.camoinassociates.com
o Twitter: @jdamicis
o Linkedin: www.linkedin.com/in/jdamicis
o Economic Development Navigator: www.camoinassociates.com/navigator
Economic Development
Contact Information
16

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Organizational Strategic Planning

  • 1. Jim Damicis Senior Vice President Camoin Associates April 19-20, 2010 Atlanta GA 1 Economic Development Strategic Planning
  • 2. Organizational Strategic Planning 2 Organizational Responsibilities for Making it Happen Agenda: Role of the Economic Development Organization Assessing Institutional Capacity Leading & Supporting the Effort 2
  • 3. The Role of the Economic Development Organization 3 Economic developer as point guard – able to distribute work and responsibilities to those best able to act Able to function regionally Reliance on information, knowledge, and intelligence Higher demand for transparency, nontraditional civic engagement/involvement – crowdsourcing, and social media Demand for metrics Adaptability – comfort with complexity
  • 4. Potential Implementation Resources Competencies To Take On Additional Tasks Strengths & Weaknesses 4 Assessing Institutional Capacity
  • 5. Factors to Assess Leadership support Staffing Volunteer network Existing programs & services Organizational policies & plans Financial resources Real estate & equipment resources 5
  • 6. Keep in Mind: Many major economic development initiatives are implemented by partnering entities. Implementers can be described as having lead or secondary responsibility. Identifying & seeking endorsement of the lead responsible entity is critical. 6
  • 7. Lead Responsibility  May be agency, organization, or group  Key implementer & primary coordinator  May call for expansion of current operations 7 Business retention & expansion goal Local chamber of commerce (similar entity) IMPLEMENTATION LED BY
  • 8. Taking the Lead  Action plans  Assume responsibility for appropriate action steps  Oversee & advise on progress  Submit progress reports  Carry out other necessary responsibilities 8
  • 9. Secondary/Active Support Responsibility  Design necessary action steps alongside lead agencies  Assume responsibility for appropriate action steps  Report to lead agency/organization  Progress, challenges, key findings 9
  • 10. Adoption & Endorsement process • Inform organizations 1 • Gather feedback 2 • Request formal adoption & formally endorsement 3 10
  • 11. Meeting/Presentation Should Include:  Review of strategic planning process  Public input, draft plan development  Lead & secondary organization roles  Specific responsibilities  Action plans  Monitoring implementation  Next steps 11
  • 12. Next Steps/Going Forward Timetable  Integration of input from various organizations  Development of action plans  Development of plan brochure/document  Public unveiling of plan  Ongoing monitoring of plan implementation 12
  • 13. Duties of the Monitoring Body • Assist in action plan development, if needed Obtain initial implementation action plans • Quarterly or semiannual basis Obtain formal status reports • Leadership team, implementing organizations, & community Provide periodic (typically annual) updates 13
  • 14. Review of Findings: National Regional EDO Research Board Seats - Investment Funding Matched Funding Per Capita Governance Fairness Negotiate & Compromise Public- Private Partnership But Private Sector Driven
  • 15. Efficient with Funding Strong Alliances & Networks Creative Risk Takers Measure Results & Adjust Strategic Plan Driven by Customer Trust & Respect Respond & Adapt Leadership & Capacity Communicate High Performing EDOs
  • 16. Contact Information o jim@camoinassociates.com o www.camoinassociates.com o Twitter: @jdamicis o Linkedin: www.linkedin.com/in/jdamicis o Economic Development Navigator: www.camoinassociates.com/navigator Economic Development Contact Information 16