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Strategic planning toolkit

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Presentation on theme: "Strategic planning toolkit"— Presentation transcript:

1 Strategic planning toolkit
For local economic development

2 WhO WE ARE The Ministry of Jobs, Tourism and Skills Training helps create a strong economy in B.C. by creating new jobs, defending existing ones and positioning ourselves for long-term growth. The Economic Development Division works with communities, industry, economic development agencies and other ministries to promote regional economic growth and diversification.

3 WHERE WE WORK Fort St. John Terrace Prince Rupert Vanderhoof We have offices in every region and an Internet presence that offers services and tools to individuals, communities, local governments and businesses across the province. South Coast Region Victoria, Nanaimo, Campbell River, Surrey Southern Interior Region Kamloops, Vernon, Penticton and Invermere Northern Region Fort St John, Vanderhoof, Terrace, Prince Rupert, and Quesnel Quesnel Invermere Kamloops Campbell River Vernon Legend Headquarters Regional Office Surrey Penticton Nanaimo Victoria

4 agenda 1 Strategic Economic Development Planning 2
Strategic Planning Toolkit 3 Introduction to Performance Measurement Strategic Planning (what/why/how) Strategic Planning Toolkit 4 Performance Measurement Toolkit 6

5 Why undertake strategic planning?
75% of communities who have a plan agree it is effective Allows communities to be responsive to funding opportunities Coordinates efforts and creates connections and partnerships Markets your community and attracts investment Gets past the talking Helps keep track of what you are doing and if it is making a difference

6 strategic planning Perception that plans just sit on the shelf and gather dust Might raise unrealistic expectations Costs too much to implement Been there done that Not role of local government to work on economic development No interest in growth or change Common barriers to success

7 TOOLKIT Purpose Enable communities to create a concise, measurable and actionable economic development plan “Surge momentum” This toolkit can help communities which: Have never developed, or have an outdated strategic plan Have a lengthy plan that was created, but has sat on the shelf Have an active plan but need implementation, monitoring or measurement support Aren’t able to go through a whole planning process but would benefit from learning about individual components of the process, like stakeholder engagement

8 What Does the Toolkit provide?
Empowerment of local leaders Achievable process regardless of your stage in economic development Break-down of strategic planning process into manageable pieces Self-guided and customizable step-by-step approach Initial self-assessment tailors process to your community’s needs Delivers a manageable 8 to 12 page plan Web-based and downloadable Local government’s role and responsibilities

9 Three approaches to the toolkit
Community leads own process with existing staff (e.g. EDO or CAO) REO Regional Managers assists in facilitating the planning process Community hires a consultant to facilitate the process (potentially by accessing Rural Dividend Funds - $10K)

10 Getting started Self-assessment Setting the Stage Keys to Success
Building the Project Team Laying a solid foundation ensures that your consultation, planning and implementation occur with minimal hiccups. Go through the following stages to make sure you have a strong foundation in place.  Workplan 1

11 OUTCOMES OUTCOMES Tailored roadmap through Self-Assessment Tool
Solid foundation of process ensuring consultation, planning and implementation occur with minimal hiccups Buy-in from key players Inclusion of perspectives of multiple stakeholders Establishment of project team Understanding of potential red flags 1

12 Getting Started Setting the stage
Support and buy-in from key players and decision maker is essential to the process Opportunity to understand the general opinions and perceptions around local economic development and planning Opportunity to recruit for the project team Setting the stage provides guidance on why strategic planning is a good idea, and initiates early conversations with key players that will generate important feedback and support. This is the stage where a project champion will make the case with local leadership as to why an economic development strategic plan is important. The toolkit also provides a checklist of “keys to success” that identify potential issues, and ensure that timing is right for strategic planning. >>> Launch the Setting the Stage Tool 1

13 Getting Started Building the project team
Provides focus, direction and consistency to the efforts Allows for diverse opinions to be represented and work to be distributed Generates buy-in and advocacy from the outset It’s vital to have the right people on board to steer the process. Before proceeding, establish your committee or project team that will be involved at every stage.  Template: Terms of Reference >>> Launch the Building the Project Team Tool 1

14 Getting Started Self-assessment
KEY TO THE PROCESS Provides an overview of the various tools and templates available Allows you to determine which components of the toolkit are right for your situation Self-assessment  key to the process Provides an overview of the various tools and templates available, allowing you to determine which components are right for your situation.  Access those relevant to your customized process. Creates a workplan for your strategic planning project >>> Launch the Self-Assessment Tool 1

15 KEY TO THE PROCESS 1

16 KEY TO THE PROCESS 1

17 >>> Launch the Workplan Tool
From the self-assessment, you can easily organize your customized process into a high-level workplan that will guide the planning stages. >>> Launch the Workplan Tool 1

18 Where are we now? Info and asset inventory
Stakeholder and partner identification Where are we now? Stakeholder Pull-out Strategic Assessment 2

19 Outcomes OUTCOMES Understanding of your community’s strengths, challenges and opportunities Understanding of key stakeholders and partners Before deciding which road to follow, it’s a good idea to know which direction you’re facing. Strategic planning is no different: start by gaining an understanding of your community and its current context. 2

20 Where are we now? Info and asset inventory
Assists in strategic objective setting and keeps priorities realistic and focused. Provides an understanding of your current context by gathering key information and mapping assets. In order to identify which economic activities make the most sense for your community, it’s important to have a good understanding of your current context through gathering key information and mapping your assets. >>> Launch the Info and Asset Inventory Tool 2

21 In order to identify which economic activities make the most sense for your community, it’s important to have a good understanding of your current context through gathering key information and mapping your assets. 2

22 Where are we now? Stakeholder and partner engagement
Commitment and involvement from key stakeholders and partners are vital for a successful planning process A defined engagement plan will ensure that no key voices are missed in the process  stakeholder and partner engagement planning helps you create a specific plan to integrate these groups or people into the process. >>> Launch the Stakeholder and Partner Engagement Tool 2

23 Where are we now? Stakeholder Pull-out
Why engage Diverse stakeholder input and involvement necessary to success of any LED process or plan Who to engage Young professionals Seniors Youth First Nations Newcomers How to engage Connect with existing channels and resources Consult before engaging Ensure pathways for meaningful and authentic engagement Be flexible Consult the stakeholder pull-out for additional tips. Youth >>> Launch the Stakeholder Pull-Out 2

24 Where are we now? Strategic Assessment
Builds interest and commitment through sharing positive and constructive stories What are our strengths and what are we doing well? Where could we improve? What’s going on around us – opportunities and trends? Provides framework for subsequent strategic goal and action-setting  This cornerstone of strategic planning assists you in identifying the strengths, challenges and opportunities facing your community.  We’ve all done a SWOT – this is the piece that takes all the information you’ve gathered through asset mapping, stakeholder engagement and reviewing community stats/indicators – and pulls it all together. >>> Launch the Strategic Assessment Tool 2

25 Where do we want to go? Visioning Identifying Strategic Areas
This is where the planning begins in earnest, based on your early consultations and brainstorming. Strategic Area Goals 3

26 Outcomes OUTCOMES Clear direction to local economic development process Concise statement of the overall desired future and economic goals Breakdown of the vision statement into specific strategic areas 3

27 Where do we want to go? Visioning
Provides an end goal around which to base the strategic plan Captures the strengths and opportunities within the community Visioning helps you set a big picture goalpost. It ensures everyone is on the same page with what you’re ultimately striving for, and helps you choose the activities that will get you there. >>> Launch the Visioning Tool 3

28 Where do we want to go? Visioning
Example: Village of Alert Bay and Namgis First Nation on Cormorant Island 3

29 Where do we want to go? Identifying Strategic Areas
Focuses on areas of mutual interest and opportunity Grounds overall vision in several target areas Makes it easier to establish action items Identifying strategic areas starts to narrow the focus and determine the broader types of economic development efforts that will be undertaken. The toolkit provides a list of common economic development planning areas to work from, such as BRE, Business Attraction, Entrepreneurial Development, Downtown Improvement. Going back to our Cormorant Island example, the strategic areas they worked from are: Harbour Developent; Business Support/Entrepreneurship; Quality of Life; Downtown Revitalization; Tourism >>> Launch the Identifying Strategic Areas Tool 3

30 Where do we want to go? Strategic Area Goals
Goal-setting helps to establish the priorities and values of a community or project team, and acts as a target to work towards Having clear goals also helps to track and monitor progress and success Setting strategic area goals for these areas helps to establish “mini visions” that will direct and hone your potential activities.   >>> Launch the Strategic Area Goals Tool 3

31 How are we going to get there?
Action Development Prioritizing Activities How are we going to get there? Strategic Plan Implementation Plan After defining your vision and goals, choose specific activities to reach those goals and develop your implementation plan.  Activating Your Plan Pull-out 4

32 Outcomes OUTCOMES Comprehensive list of potential action items for strategic areas and goals Prioritization of activities that are most attainable and have greatest benefit Identification of everybody’s roles and responsibilities 4

33 How are we getting there? Action Development
Pairs strategic areas with actions in a long list Translate strategic areas into action by brainstorming activities related to each area Crucial to move from vision and strategic areas to specific action in order to get the plan off the ground >>> Launch the Action Development Tool 4

34 How are we getting there? Prioritizing Activities
Creates a shorter list to bring to the action planning stage Identify options that can be easily implemented in the very short-term, i.e. “quick starts” Identifies options that can be easily implemented in the very short-term, i.e. “quick starts” Screens out options that are not feasible or “just don’t make sense” Prioritize strategic areas to focus on those that are most attainable and have the greatest benefit. >>> Launch the Prioritizing Activities Tool 4

35 How are we getting there? Action Development
Example of actions developed for Cormorant Island plan 4

36 How are we getting there? Strategic Plan
Pull it all together using a brief and easy-to-read strategic plan template  Pull it all together in a brief and easy-to-read format using the strategic plan template and the at-a-glance plan-on-a-page. >>> Launch the Strategic Plan Template 4

37 At a glance: Plan-on-a- Page
Pull it all together in a brief and easy-to-read format using the strategic plan template and the at-a-glance plan-on-a-page. 4

38 >>> Launch the Implementation Plan Template
Keep the momentum going by developing a simple implementation plan to make sure that you stay on track and everyone knows what their roles are.   Consult the activating your plan pull-out for implementation tips, tricks and troubleshooting.  >>> Launch the Implementation Plan Template 4

39 Are we getting there? Monitoring and Measurement Evaluation 5
Keeping track of your activities and progress through monitoring, measurement and evaluation is a very important aspect of your plan. Done well, tracking progress and staying flexible ensures that your efforts are targeted, streamlined and high-impact. 5

40 Outcomes OUTCOMES Overview of ongoing measurement activities
Evaluation of frameworks and plans Overview of ongoing mentoring and measurement activities Evaluation of frameworks and plans that are still relevant and working well for your stakeholders 5

41 are we getting there? Monitoring and Measurement
Ongoing monitoring allows the project manager to easily report on progress and status Performance measurement helps determine if the activities are having the intended effect Monitoring refers to tracking your activities, which has been built into the implementation plan. Performance measurement looks at how your activities are helping you meet your goals. It’s a vital step in making sure your efforts are on track, that you’re staying accountable, and making course-corrections as you go along. It’s usually based on regular data-gathering.  >>> Launch the Monitoring And Measurement Tool 5

42 are we getting there? Evaluation
Useful for reflecting back on the progress of the program, and making important adjustments based on feedback to ensure that goals will be met Evaluation helps with this as well, looking more inwardly at whether your strategic areas and goals are still relevant and working well for your stakeholders. It’s typically done in the middle and/or at the end of the strategic process and is based on consultation.  >>> Launch the Evaluation Tool 5

43 What is performance measurement?
A systematic approach used to assess the efficiency and effectiveness of projects, programs and initiatives, and to monitor how ‘on track’ you are in achieving your desired goals and objectives.

44 Why undertake performance measurement?
Ensures time being spent on high-value activities Assesses the effectiveness of your strategy Demonstrates and communicates success and progress Ensures that you stay accountable and on target to funders and stakeholders Supports informed and evidence-based decision-making

45 What Does THIS Toolkit provide?
Familiarize you with key concepts Allows you to choose tailored approach specific to your needs Walks you through process including collecting and reporting on the most relevant metrics and indicators Facilitates process as “learning by doing” approach with templates, mini-guides, and B.C. examples Scalable to size of initiative, resources and capacity

46 MEASURING PERFORMANCE COMMUNICATING RESULTS
ToolKIT Structure 2 4 VISUALIZING YOUR PATH MEASURING PERFORMANCE 1 3 5 GETTING STARTED CHOOSING INDICATORS COMMUNICATING RESULTS >>> Launch the Performance Measurement Toolkit

47

48

49 Partner Communities “Imagine Kootenay gives potential investors a true sense of this region and provides succinct information on investment opportunities in the area. This strong partnership is an indication of how our communities are working together regionally, an element valued by investors looking to become future residents.” – Garry Jackman, Chair, Imagine Kootenay City of Nelson and RDCK Areas E&F City of Revelstoke and CSRD Area B Town of Golden and CSRD Area A City of Castlegar Kootenay Lake (RDCK Area A) City of Kimberley Columbia Valley Region District of Sparwood City of Fernie Cities of Trail, Rossland and Area Boundary Region Village of Nakusp Imaginekootenay.com

50 Process Mapping Getting started Inventory Workbook 1 2 3 4 5

51 getting started Inventory workbook
Open the Workbook and follow the instructions in the first tab: About You – Inventory. Here you will capture: your program's ultimate goal; the resources available for the program; The activities currently being undertaken; and Anything you’re currently tracking or have been asked to track >>> Launch the Inventory Workbook 1 2 3 4 5

52 Visualizing your path Logic Model Definition Logic Model Workbook 1 2
3 4 5

53 Outcomes OUTCOMES Visualization of your project from what you have available to you, to what you want to do and where you want to end up Setting the stage for selection of clear, targeted indicators that will best demonstrate progress and value of your work Simple visualization of the entirety of your project or program that helps in establishing your performance measurement approach 1 2 2 3 4 5

54 visualizing your path COMPONENTS of logic model
INPUTS Available resources such as funding, staff time and other assets ACTIVITIES Actions to achieve a particular result OUTPUTS Specific values associated with your activities Definition: A graphic illustration that shows the connections between the results you want to achieve, how you plan to achieve them & how you will validate them Easier to conduct both strategic/developmental work and performance measurement OUTCOMES Changes in knowledge, skills, attitudes, values, behavior, or conditions that indicate progress 1 2 3 4 5

55 visualizing your path OUTPUTS vs. outcomes
Represent the WHAT activities will yield Act as the starting line Outcomes: Represent the WHY SMART (Specific, Measurable, Achievable, Relevant & Timely) Act as the finish line (the ultimate outcome) 1 2 3 4 5

56 visualizing your path Logic model workbook 2
>>> Launch the Logic Model Workbook 1 2 3 4 5

57 Choosing indicators Performance Indicators Execution
Data Sources REVISE Indicators Workbook 1 2 3 3 4 5

58 Outcomes Outcomes OUTCOMES
Identification of key indicators that allow you to track program progress and measure performance REVISE 1 2 3 4 5

59 choosing indicators PERFORMANCE Indicators
Are used to assess whether or not outcomes are being achieved and what kinds of changes have occurred Can take the form of numbers, facts, opinions, or perceptions that help measure progress towards change Can also be used to track outputs and activities Sources can be local, such as your own web stats, municipal data such as business licenses or development permits; OR from secondary sources lik BC Stats or Stats Canada such as unemployment rate 1 2 3 3 4 5

60 choosing indicators Indicators workbook – long list
>>> Launch the Indicators Workbook – Long List 1 2 3 3 4 5

61 Measuring performance
Workplan Definition Measuring performance Workplan Workbook Breaking through barriers 1 2 3 4 5

62 Clear guide of your performance measurement efforts
Outcomes Outcomes OUTCOMES Clear guide of your performance measurement efforts choosing indicators measurement and relevant data At this point you have either visualized your path and selected your indicators in the previous modules, or perhaps you’ve come directly here because you just need to fine tune your existing program. In either case, it’s time to prepare a workplan that will guide your performance measurement efforts. 1 2 3 4 5

63 measuring performance workplan components
Rationale Why is this the best information to measure? Why is it important to measure this information? Summarize in one line why you have included this indicator Responsibility List who is responsible for ensuring accurate and timely data is collected, tracked, analyzed and reporting results Note: this can involve more than one person Methodology Explain in narrative form how it will be collected and how often Audience Who will be receiving this information? Examples: Internal, Partners, Leadership Team, Public, etc. Consider the function this indicator has in tracking and reporting Reporting Frequency Indicate how often the indicator will be reported on. E.g. monthly, quarterly, annually, other 1 2 3 4 5

64 Communicating results
Considerations Types of Reporting Communicating results Dashboards Definition Building Reports Checklist, Templates & Examples 1 2 3 4 5 5

65 Report to communicate about your program’s progress and successes
Outcomes Outcomes OUTCOMES Report to communicate about your program’s progress and successes 1 2 3 4 5

66 communicating results What is a dashboard?
Snapshot of current status of indicators and their trends Well-designed, easy-to-read layout of key indicators or composite of indicators Dashboard of car vs. plane Small number of community-wide indicator Small number of program indicators A performance measurement dashboard provides economic development practitioners, decision makers and stakeholders with data and information that informs the economic development process. Visual presentation of performance measurement Illustration of the current status of indicators and their trends Access to multiple indicators at a glance An indication of efficiencies and inefficacies A key input into reports A guide for aligning goals, strategies and outcomes A guide for the allocation of resources Secrets of a Good Dashboard Well-designed, easy-to-read layout of key indicators or composite of indicators Imagine a car’s dashboard and not a plane’s Small number of community-wide indicator s Small number of program indicators 1 2 3 4 5

67 Are we getting there? checklist
Is report easily accessible? Is the purpose and intended audience clearly started? Is it succinct and clearly worded? Does it connect performance results connected to strategy outcomes? Does it focus on critical aspects of performance? Does it explain actual results for reporting period and compare them with planned results? Does report provide comparative information about trends, benchmarks, baselines data or performance of similar organizations? Does report describe lessons learned and key factors influencing performance and results? Does report link plan with financial and non-financial performance information? Does report convey a “narrative” element? 1 2 3 4 5

68 Templates and examples
Source: Edmonton's Citizen Dashboard 5

69 Templates and examples

70 THANK YOU! Questions?


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