1. Strategic Planning Workshop Kent City Council April 16, 2008

2. 2 Agenda 1.Setting the stage Welcome and introductions Review of objectives and agenda 2.Bringing strategic planning to life Principal elements of a strategic plan – the end result Make or break decisions in the strategic planning process – the journey for developing it 3.Reflecting on the evening’s discussion Main themes and conclusions Possible next steps for Council

3. 3 Principal Elements of a Strategic Plan A stretching set of aspirations for the next 5-10 years- what the City wants to become Specific tests of success: metrics and tangible goals The 4-6 most crucial actions to build the human and organizational capacity required for implementation The 4-6 most crucial directions for the substance of the City’s initiatives What each major function of city government must do to make the entire strategy a success VISION PERFORMANCE COMMITMENTS FUNCTIONAL SUPPORT STRATEGIC PRIORITIES ORGANIZATIONAL CAPACITY REQUIREMENTS A set of core beliefs/guiding principles that truly guide individuals’ and groups’ behavior SHARED VALUES

4. 4 OVERALL STRATEGY Why Is It Important? Because it is an essential pre-condition to achieving superior levels of the City’s performance and standing Captures the essence of the City Establishes the necessary levels of “stretch” Guides resource allocation and decision making across multiple time frames Builds the capacity needed for successful action Can serve as a basis for generating stakeholder energy and commitment VISION PERFORMANCE COMMITMENTS FUNCTIONAL SUPPORT ORGANIZATIONAL CAPACITY REQUIREMENTS STRATEGIC PRIORITIES SHARED VALUES

5. 5 Criteria For Excellent Vision Statements A vision statement Should be:That is, the vision statement should: Energizing/inspiringLink individual efforts to a larger purpose; create enthusiasm for achievement of the company’s goals Plausible/achievableRepresent challenging yet realistic aspiration – not “pie in the sky” Directional yet specificProvide all constituencies with a clear sense of what the company wants to become: what business/industry, company role/position, recipe for competitive success Thematic/terseCommunicate its essential message quickly and directly (typically one paragraph) SharedRepresent a joint statement by the company’s leadership group

6. 6 Hospital System “Within the next 5 years, become one of two major integrated health systems serving NorthEast Ohio- achieving a 30% marketshare through superior quality of care, notable patient service, and leadership in cost management.” Electrical Utility “We will become the premier diversified energy services company in our region by offering superior value to our customers and proactively shaping our future in an increasingly competitive environment.” Examples of Vision Statements Communications Firm ”By 2007, be best in the industry at partnering with client management to improve their organization’s performance by using the power of communications to align the attitudes and behaviors of their most influential stakeholders: customers, employees and investors.” Film Commission “By 2006, establish Greater Cleveland as a formidable presence in the media field – with a significant volume of film & TV production, complemented by a growing sector of digital media businesses and supported by a skilled workforce.”

7. 7 Agenda 1.Setting the stage Welcome and introductions Review of objectives and agenda 2.Bringing strategic planning to life Principal elements of a strategic plan – the end result Make or break decisions in the strategic planning process – the journey for developing it 3.Reflecting on the evening’s discussion Main themes and conclusions Possible next steps for Council

8. 8 Make or break decisions on focus and scope 1. Who’s really the client? 2. How inclusive should we/must we be? 3. What fact base do we need? 4. What’s the right duration and intensity of the effort? 5. Are we prepared to commit the necessary resources? Principal Focus What are the critical 4-6 strategic challenges that the plan must address and resolve?

9. 9 Critical up front questions on scope – usually involving a range of choices 1.Which body and which individuals are the “clients” of the planning effort, and in particular: Approve the design of the process? Review progress along the way and concur on next steps? Ensure that the necessary work gets done? Endorse the end result? Commit resources to implementation 2.How inclusive should we or must we be? Categories of stakeholders to be included? Breadth and depth of their involvement? 3.What fact base do we need to make responsible decisions? Best practices and success stories from similar efforts? Offerings of economic development competitors Research on the views of residents and business owners? 4.What is the right duration and intensity of the planning effort? Burst of energy and activity over 2-3 months? Sustained intensity for 6-9 months? Deliberative one or two year journey? 5.Are we prepared to commit the necessary resources? Council and Senior staff time Budget for outside support?

10. 10 In turn, up front decisions drive the planning project’s charter Overall aim and specific objectives – The “deliverables” Project approach – Phases and Main Steps Organization and Staffing – Steering Committee and Project Team Budget and resources – People and $ Communications to stakeholders – Project announcement and Ongoing Updates