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Have never developed, or have an outdated strategic plan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

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 23 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?