introduction to strategic planning
TRANSCRIPT
Economic Development Strategic PlanningJim DamicisSenior Vice PresidentCamoin Associates
March 23-24, 2017Denver, CO
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Jim Damicis, Senior Vice President, Camoin Associates• Past President, Northeastern Economic Developers
Association (NEDA)• IEDC, Economic Development Research Program,
International Economic Development Council• Collaborator – Communities of the Future• 25+ Years Experience in Economic and Community
Development
Service Lines • Comprehensive Economic Development
Strategies (CEDS)• Stakeholder Engagement• Workforce Development• Market Analysis & Financial Feasibility• Evaluation & Benchmarking Indicators• ED Communication & Marketing
Economic Development
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Introduction to Strategic Planning
I. What is it?II. Why do it?III. Context/key factorsIV. BenefitsV. ProcessVI. Lessons learned
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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.
What is Strategic Planning?
Identification
Assessment
Implementation
Where are you & what is your potential?
• Needs & opportunities
• Situation & context
Where do you want to go & why go
there?• Community vision
• Development goals
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Questions Answered
How will you get there & who will help?
• What will you do?
• Best people & available resources
• Strategies & projects
What will success look like for you?
• Key benchmarks & metrics
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Questions Answered
X An eventX About planning meetingsX Developing a great well-written reportX Fulfilling a grant or regulatory
requirement
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What Strategic Planning is NOT
Engaging broad spectrum of people
Inspiring people to work together
Putting individual efforts toward best benefit of collective whole
Process that requires advocates and champions
Challenging & time-consuming
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What Strategic Planning IS
common barriers
focus on personalities & positionso focus on shared interests & goals instead
lack of motivation for working together for change
being in the “comfort zone”
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o Workforce, workforce, workforce!
o Quality of place – amenities, infrastructure, housing, recreation and culture, etc.
o Regional collaboration and holistic approach to economic development
o Customer service driven – permitting and approval processes, transparency, accountability
o Complex Systems requiring adaptability rather than predictability
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Factors Behind Local/Regional Development
o Shapes community’s futureo Defines community purposeo Provides information baseo Provides realistic appraisal
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Strategic Planning Benefits
o Means to establish & maintain effective programs
o Provides guidance in structuring tactical operations
o No proverbial clean slate – it is continualo Must assess current projectso Use information gathered to adjust plans or establish
new goals
o Can be used for overall plans or sub-activities
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A Critical Tool
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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Ultimate Strategies & Action
Market Feasibility
Financial Feasibility
Citizen/Political Feasibility
Organizational Capacity
Technical Feasibility
Ingredients for a Successful Plan
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o Organizing & pre-planning
o Identify & recruit players & stakeholderso Create organizational structure o Determine necessary financial & technical resources
o Visioning o Develop shared vision
o Assessing the local community & economic competitiveness o Evaluate & define your situation
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Strategic Planning Process
o Identifying issues & formulating realistic goals, objectives & strategies
o Publicizing the plan
o Identifying, evaluating, & prioritizing projects o Prioritize based on best approach & return
on project
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Strategic Planning Process
o Developing plans of action o Set out sequence of events & resources o Define physical steps
o Implementing plans o May require an implementation structure or
modification of organizational structure
o Monitoring & evaluating outcomes o Make sure goals & projects remain realistic,
worthwhile, & relevant
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Strategic Planning Process
oRetooling & adjusting
oPublicizing progress & outcomesoOngoing process
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Strategic Planning Process
o Shared sense of urgency o Clearly articulated & well-understood
vision o Local champions o Widespread participation & buy-in (or
rather “join in”)o Shared commitment to progress
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“Must-Haves”
o Shared ownership (willingness to collaborate)
o Knowledge of what success looks like o Futuristic & proactive orientation in
thinking o Willingness to self-invest o A “let’s do it!” attitude
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“Must-Haves”
o Realistic & accurate definition of the situation
o Good information o Cumulative goals & objectives o Balanced approacho Options for mutual gain
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“Must-Haves”
o Effective internal & external communications
o Openness to learning from others o Involvement of external partners o Easy-to-follow process o Ongoing planning
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“Must-Haves”
o Ongoing review of the status quo o Continual cultivation & acceptance of new
ideas o Continual recruitment of new faces to the
process o Community celebration of all successes o Resilience
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“Must-Haves”
o Not knowing how to best move forward o Lack of shared community vision o Apathy or complacency with status quo o Poor working relationshipso Feeling of disconnect among citizens,
leaderso Inadequate volunteer support o False expectations
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Common Barriers
o 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
o Get comfortable making collective decisions without perfect information and predictable outcomes
o Give collaboration and engagement within region, diverse stakeholders, and the public more than lip service – design and implement together
o Market externally AND Internallyo 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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Lessons from the Field
o Questions you still have?o Expectations for the next 2 days?o Issues you would like covered?
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Questions? Expectations? Issues?
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Contact Informationo [email protected] www.camoinassociates.como Twitter: @jdamiciso Linkedin: www.linkedin.com/in/jdamiciso Economic Development Navigator:
www.camoinassociates.com/navigator
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