leading the planning effort

8/8/2019 Leading the Planning Effort

1/40

Leading the Planning Effort


2/40

Module 2

Describing a CollaborativeRegional EconomicDevelopment Framework

Leading the Planning Effort

Detecting Regional Advantage

Formulating Strategies

Executing Your Plan

Module Objectives

*Developing a regionalcall to action

*Identifying regional partners

*Building the governingorganization

*Sustaining momentum &participation


3/40

Objectives

I. Identify what constitutes a Call for Action and why it

is important for successful economic development

planning

II. Provide effective criteria for identifying regional leaders

III. Illustrate how to effectively lead a planning effort from a

collaborative regional perspective

IV. Offer mechanisms for sustaining momentum and

overcoming obstacles


4/40

Discuss these characteristics with the folks at your table:

What characteristics do you have in common? What characteristics are different?

To Begin.

Take a few minutes and think about how your

organization identifies and engages regional leaders for

development initiatives in your area.


5/40

Before You Start a New Effort

Take an internal assessment of your current resources and

consider the future demands.

Time Commitment

Funding Staffing

Facilities

Research Capabilities

Regional Media Access

Possible Regional Allies and Partners

Other regional programs, activities, and commitments


6/40

I.

Develop A

Regional Call To Action


7/40

What is a Regional Call to Action?

Some Key Components:

Articulates a regional challenge

Links to a global or national change with a regionalimpact

Based upon a logical premise

Something the region can have the power to effect


8/40

What is a Regional Call to Action?

Some Key Components:

Provides a clear rationale for action

Emphasizes a sense of urgency, not panic

Uses common language the region can understand

Makes an emotional appeal or personal connection


9/40

Shouldnt You Conduct an Economic

Assessment Before the Regional Call toAction?

Care should be taken that your organization does not

conduct an in-depth assessment or regional analysisbefore the call to action.

This risks the appearance that you have already done

the work, made the decisions, and are only looking fora rubber-stamp approval of your own plan.


10/40

Why Make a Regional Call to Action?

Present efforts dont reflect regional economic

realities

Leadership has lost inertia, direction, or motivation Traditional funding support is ineffective


11/40

A Regional Call to Action Can:

Offer the chance to invigorate, educate, and inspire

leadership

Give an occasion to re-involve the community

Stimulate new funding sources and opportunities

Provide an opening to expand regional participation

Lend credibility and community support to the effort

Allow new ideas to come into play

Provide an opportunity to educate the community about the

issue


12/40

II.

Identify RegionalParticipants


13/40

Key Regional Leadership Team

Paid

ProfessionalConveners

Informal

Leaders

Implementation

Champions

Steering or

AdvisoryCommittee

Stakeholders

General Public


14/40

Identifying Stakeholders:

Steering Committee LeadershipOrganizations to Consider

Leading private industries

Economic and business development

Public sector (state, regional & local officials)

Education and workforce development

Community-based organizations

Traditionally disadvantaged groups


15/40

When Making Your Regional

Leadership TeamThings to Consider:

New Perspectives

Life Experience Diversity

Your Changing Region


16/40


Leadership Team.Ask:

Who will have the most important roles in making the

needed changes to implement the strategy?

Who is directly affected by implementation of the

strategy?

Who can influence the success or failure of the strategy?

Who has special skills that implementation may require,

such as an intimate knowledge of the region, a particularindustry, or the ability to help with measurement?


17/40

Ask:

Who has the resources to actively participate?

Who does the region regard, accept, or expect as its

leaders?

Who will help to spread the message and encourage buy-in

throughout their organization and the region?

Who represents emerging industry sectors?


Leadership Team.


18/40

Consider from whom the invitation is coming

Engage multiple organizations in nominating

participants

Identify a high profile chair

Use networks to identify a broader list of

participants

Ask organizations to nominate participants

Balance diversity of opinions (include likelysupporters with detractors)

How to Invite Participation


19/40

Target a group of 30 to 40 people to participate onsteering committee

Empower wide feedback

Conduct an initial economic summit to

provide an opportunity for broader community

input

Communicate outputs via the web as the

process evolves

How to Invite Participation (cont.)


20/40

How Will You Approach Your

Stakeholders?It will depend on your region, the situation, and the challenge you present.

Inform

Clearly defined one-way educational presentation Brochures, press releases, websites, newsletters, public presentations

Consult

Communication with solicitation of feedback

Surveys, polls, meetings

Consensus

Two way dialogue

Workshops, deliberative dialogue sessions, visioning


21/40

III.

Building the GoverningOrganization for Your

Planning Process


22/40

Collaborative: To co-labor, to cooperate to achieve

common goals working across boundaries in multi-sector relationships. Cooperation is based on the

value of reciprocity.

Governance: To steer the process that influencesdecisions and actions within the private, public, and

civic sectors.

Defining Collaborative Governance

Collaborative governance combines two basic

concepts:


23/40

Key Components:

Principles of Effective Regional

Leadership

Collaborative Mutual Trust

Shared Power

Flexible

Entrepreneurial


24/40

Problem & results oriented

Open, and inclusive, with the opportunity for everyone

to be involved

Avoids the traditional hierarchical relationships

Rather than legitimacy coming from closely observed

protocol, it is gained from the openness and

opportunities for everyone in the process

To be meaningful, participants must feel their input isreceiving equal weight


Leadership


25/40

Leadership skills needed:

Ability to facilitate meetings

Can promote and lead discussions

Organize ideas

Mediate and mitigate conflicts


Leadership


26/40


Leadership (cont.) Leadership skills needed:

Create a neutral playing field

Keep participants informed and engaged

Keep the discussion relevant

Push to collective effort towards resolution


27/40

Common Obstacles:

Competition

Conflicting goals

Power imbalance


Leadership


28/40

Strategies to Overcome:

Encourage open communication

Concentrate on common shared goals Identify shared benefits

Spread costs equitably

Continually educate about regionalism

KEEP EVERYONE EQUALLY INFORMED


Leadership


29/40

Structure

Regional Steering Committee

A group of high-level stakeholders who are responsible for

providing guidance on the overall strategic direction. They will

meet periodically to evaluate the progress and success of the

implementation plan.

Regional Advisory Boards

A group of high-level stakeholders who will meet periodically

to offer advice, information, or notification on the overallstrategic direction.


30/40

Creating the Structure

For Effective Regional Leadership

A Steering Role?

Persons in a steering role navigate the course of the

planning process, establish work groups, determine

input processes, and make decisions about the

content of the plan.

Or


31/40

Persons in an advisory role may provide informed

input on topics such as the planning process, priority

or focal areas, scope of objectives, marketing, and

other aspects of the initiative.



An Advisory Role?


32/40

Leadership Options:

Chaired by a local government official or his/her designee

Chaired by an official or appointed by local government

council

Chair elected by the group

Chaired or co-chaired by regional community leaders

(appointed or elected)

Rotating chair

No chair group received direction and guidance from staff




33/40

Distributing the Leadership Options:

The steering committee does all the work in steering committee

meetings

The steering committee divides its members into work groups,subcommittees or task force groups

The steering committee establishes work groups to be chaired by a

steering committee member, with work group membership open to

non-steering committee members who have expertise or interest

The steering committee charges the local economic developmentagency with forming work groups as needed




34/40

IV.

Sustaining Momentum and

Participation


35/40

Stakeholders must own the process

Active participation is sought, not just tolerated

Stakeholders must see benefits and good reasons to

participate Acknowledge the shadow of adversarialism

Gets the participants to the table

Creates incentive to participate

Sustaining Participation


36/40

Create a work plan and timeline

Coordinate expertise and staff support

Assign development tasks to teams and individuals

Integrate plan into ongoing activities and processes

Develop a multi-year monitoring and implementation

plan

Practical Ways to Sustain

Momentum and Participation


37/40

Identify a single point of contact to manage the

process and make sure things get done

Let everyone know the final destination and stopsalong the way

Schedule internal, interagency, and public reviews

Celebrate milestones, recognize groups and

individuals for their contributions

Tangible Ways to Sustain

Momentum and Participation (cont.)


38/40

Assessing These Techniques for Your

Region.

At you table, answer these questions:

1. Has your organization defined a call to action to attract the

attention of leaders, stakeholders and the general public? Is iteffective?

2. Does your organization currently use any of the principles of

collaborative governance? Are they effective?


39/40

Review, Questions and

Discussions


40/40

Review

I. Identify what constitutes a Call for Action and why it

is important for successful economic development

planning

II. Provide effective criteria for identifying regional leaders

III. Illustrate how to effectively lead a planning effort from a

collaborative regional perspective

IV. Offer mechanisms for sustaining momentum and

overcoming obstacles

leading the planning effort

Documents