advancing your community’s vision through strategic planning

1. advancing your community’s vision through strategic planning Eric Alex, Cheam First Nation Trina Wamboldt, Urban Systems Ltd. Therese Zulinick, Urban Systems Ltd.

2. our goal today understand the value and process of strategic planning share ideas and learn from each other leave with some practical tips that you can apply when you return home

3. three discussion topics • Discovering your future: consider where you are now and where you want to go • Weaving the pieces together: build commitment through engagement and integrated planning • Making it stick: overcome implementation obstacles and manage change

4. but first, let’s get acquainted

5. where are you from? Northern BC Central Interior Okanagan South Coast Kootenays

6. where are you from?

7. what is the total population of your community? • Less than 100 members • 100-300 members • 300-500 members • 500-1000 members • 1000+ members

8. what is the total population of your community?

9. what type of work do you do? • Chief or Council • Administration • Government • Industry • Consultant

10. what type of work do you do?

11. what’s your level of experience with strategic planning? • Little to no experience • Some experience • A lot of experience

12. what’s your level of experience with strategic planning?

13. part 1 - discovering your future

14. the strategic planning process

15. strategic plana road map for getting from point A to point B in a planned and purposeful manner

16. “the main objective of a strategic plan is to strengthen the decision-making process by addressing key internal and external opportunities and challenges.” Jim Pealow, Strategic Management and Accountability, AFOA

17. agree or disagree The main purpose of a strategic plan is to aid decision making • Yes • No

18. two types of strategic plans • community strategic plan (e.g. CCP) • long term success factors for the community • based on member’s input and values • umbrella document for other community plans or sub-strategies (land use plan, ec.devplan, etc.) • organizationalstrategic plan • aligns financial and staff resources and activities to achieve the community’s strategic priorities

19. what’s the difference? are they both useful tools?

20. ORGANIZATIONAL STRATEGYfocuses on how and when • flows from community strategy • implementation oriented • focuses on operations • annual business plans • defined scope • project based • policies and procedures • identifies specific resources • performance indicators COMMUNITY STRATEGYfocuses on what & why big picture long term engages community vision/values based focused on multiple outcomes identifies critical success factors Informs major investments living document

21. agree or disagree Community and organizational strategies are both essential to community well-being? • Yes • No

22. Insights? Ideas? Questions? • Questions to think about: • If you have a strategic plan, how well have you followed the steps of strategic planning in preparing it? • Did you base your plan on a strategic understanding of strengths, weaknesses, opportunities, threats? • Does your organization base its activities around advancing the community’s vision? • How do you know you are succeeding in advancing your strategic vision?

23. part 2 – weaving the pieces together

24. agree or disagree? It is up to leaders to develop organizational strategies • Yes • No

25. an organizational case study medium sized community multiple departments with competing priorities and limited resources staff needing to perform regular duties AND deliver additional major projects organizational roles and responsibilities not clearly understood no means of deciding on priority actions

26. 6 things that made their organizational strategy a success aligned comprehensive integrated objective actionable sustainable

27. #1 – aligned • organizational strategy was aligned with the community’s vision, values and desired outcomes • alignment achieved through • review of existing plans and strategies • consultation with community members • consultation with council • consultation with administration

28. #2 - comprehensive • identified five strategic goals • PEOPLE – be a great place to live • PLACES – be a regional economic center • ASSETS – reinvest in core services and infrastructure • ENVIRONMENT – protect the waterfront and natural assets • ECONOMY – bolster the economy through strategic partnerships

29. #3 - integrated cross-departmental teams worked together to identify priorities and discuss projects historical knowledge was shared leading to greater understanding greater clarity of roles and responsibilities deliberate linkage to financial plan

30. #4 - objective • a project filter was used to objectively evaluate over 30 projects based on • positive strategic impact on community • operational feasibility • projects that ranked higher were given higher priority within the strategic plan

32. #5 - actionable projects were categorized as short, medium or long term priorities based on filter results project briefs/work plans were completed for all short term projects outlining objectives, context, required resources (staff, costs), risks, & next steps

33. #6 - sustainable the strategic plan is reviewed and updated annually during the budget process It is easy to see whether progress towards organizational outcomes is being achieved strategic plan revisited after each election to ensure it reflects the priorities and commitments of each new Council

34. insights ideas questions • Questions to think about: • How well aligned are your organizational activities with the community’s vision and priorities? • Who should be involved in identifying organizational priorities? • What process is used to make decisions? • How realistic is your strategic plan – do you have the people and money to achieve your goals? • Do you have a process for measuring results – individual and organizational?

35. part 3 - making it stick how leaders can overcome barriers and lead people through strategic change

36. “Leadership may have developed the most ingenious strategy ever, but it means nothing if it doesn’t get done.” Jim Pealow, Strategic Management and Accountability, AFOA

38. our team

39. Lets'emó:t(one mind) • integrity • humility • fairness

40. strategic planning and the SWOT – story with our truth

41. cross pollination of traditional and European influences Chief Harry Edwards, born 1885

42. governance principles The People | The Land | Laws and Jurisdiction | Institutions | Resources

43. motivated change

44. managing complex change

45. principles rooted in tradition We seek to enhance our ability to champion these rights as Sxoxomes (gifts) and onus of responsibilities to them and our Tomiyeqw (seven generations past and future). Xólhemettemekw'stamS’i:westeselsila:lhchet “take care of everything our great grandparents taught (showed) us” not only the S’ólhTéméxw (land) but the Sqwélqwel (family history) and the Shweli (life force, spirit) so closely connect to the S’ólhTéméxw.

46. GROUP DISCUSSIONwhat can get in the way of achieving your strategic plan?

47. obstacles to taking action Doing something requires… doing something. Doing means learning. Learning means mistakes. Have no fear. A decision by itself changes nothing. Why do we do it that way? What do I do? When do I get started?

48. insights ideas questions • Questions to think about: • what does the community want from leadership? • what are we trying to accomplish? • how do we grow our community to create positive lasting change? • what do we wish to leave in the past as we change or become change agents? • what changes have to happen? • what are the pitfalls to avoid along the way? • how do we successfully change together?

49. Thank you! Eric Alex, Cheam First Nation: 604.794.7924 ext.105 eric.alex@cheamband.com Trina Wamboldt, Urban Systems: 250.374.8311 twamboldt@urbansystems.ca Therese Zulinick, Urban Systems 250.374.8311 tzulinick@urbansystems.ca