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Economic Development Strategic PlanningJim DamicisSenior Vice PresidentCamoin Associates
April 28-29,2016
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Jim Damicis, Senior Vice President – Principal - Camoin Associates• Immediate Past President, Northeastern
Economic Developers Association• IEDC, Economic Development Research
Program, International Economic Development Council
• Collaborator – Communities of the Future• 25+ Years Experience in Economic and
Community Development
[email protected]: @jdamicisLinkedin: www.linkedin.com/in/jdamicisBlog: www.camoinassociates.com/blog/
• Comprehensive Economic Development Strategies (CEDS)
• Stakeholder Engagement• Workforce Development• Market Analysis & Financial Feasibility• Evaluation & Benchmarking Indicators• ED Communication & Marketing
Introduction to Strategic Planning
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what is it?
why do it?
context/key factors
benefits
process
lessons learned
Agenda
what is strategic planning?
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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.
questions answeredwhere are you & what is your potential?
o needs & opportunities o situation & context
where do you want to go & why go there?o community visiono development goals
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questions answeredhow will you get there & who will help?
owhat will you do?o best people & available resourceso strategies & projects
what will success look like for you? o key benchmarks & metrics
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what strategic planning is NOT
not an event
about planning meetings
developing a great well-written report
fulfilling a grant or regulatory requirement
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what strategic planning IS
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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common barriers
focus on personalities & positions
o focus on shared interests & goals instead
lack of motivation for working together for
change
being in the “comfort zone”
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key factors driving local & regional economic development
Workforce, workforce, workforce!Quality of place – amenities, infrastructure, housing, recreation and culture, etc.Regional collaboration and holistic approach to economic developmentCustomer service driven – permitting and approval processes, transparency, accountabilityNetworksComplex Systems requiring adaptability rather than predictability
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strategic planning benefits
shapes community’s future
defines community purpose
provides information base
provides realistic appraisal
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a critical toolmeans to establish & maintain effective programs
provides guidance in structuring tactical operations
no proverbial clean slate – it is continualo must assess current projectso use information gathered to adjust plans or establish new goals
can be used for overall plans or sub-activities
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ultimate strategies + actioncompatible 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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Ingredients for a successful project:
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strategic planning process
organizing & pre-planning o identify & recruit players & stakeholderso create organizational structure o determine necessary financial & technical resources
visioning o develop shared vision
assessing the local community & economic competitiveness o evaluate & define your situation
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strategic planning process cont.
identifying issues & formulating realistic goals, objectives & strategies
publicizing the plan
identifying, evaluating, & prioritizing projects o prioritize based on best approach & return on
project
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strategic planning process cont.
developing plans of action o set out sequence of events & resources o define physical steps
implementing plans o may require an implementation structure or modification of
organizational structure
monitoring & evaluating outcomes o make sure goals & projects remain realistic, worthwhile, &
relevant
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strategic planning process cont.
retooling & adjusting
publicizing progress & outcomeso ongoing process
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“must haves”shared sense of urgency
clearly articulated & well-understood vision
local champions
widespread participation & buy-in (or rather
“join in”
shared commitment to progress
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“must haves”
shared ownership (willingness to collaborate)
knowledge of what success looks like
futuristic & proactive orientation in thinking
willingness to self-invest
a let’s do it! attitude
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“must haves”realistic & accurate definition of the
situation
good information
cumulative goals & objectives
balanced approach
options for mutual gain21
“must haves”
effective internal & external communications
openness to learning from others
involvement of external partners
easy-to-follow process
ongoing planning
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“must haves”ongoing review of the status quo
continual cultivation & acceptance of new ideas
continual recruitment of new faces to the
process
community celebration of all successes
resilience
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common barriersnot knowing how to best move forward
lack of shared community vision
apathy or complacency with status quo
poor working relationships
feeling of disconnect among citizens, leaders
inadequate volunteer support
false expectations
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lessons from the fieldDon’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
Get comfortable making collective decisions without perfect information
and predictable outcomes
Give collaboration and engagement within region, diverse stakeholders,
and the public more than lip service – design and implement together
Market externally AND Internally
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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Questions, Expectations, Issues?
Questions
Expectations for the next 2 days?
Issues you would like covered?
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