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Jim Pealow, MBA, CMA, CAFM First Nations Planning, Community Involvement and Mandates Workshop Aboriginal Financial Officers Association.

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Presentation on theme: "Jim Pealow, MBA, CMA, CAFM First Nations Planning, Community Involvement and Mandates Workshop Aboriginal Financial Officers Association."— Presentation transcript:

1 Jim Pealow, MBA, CMA, CAFM First Nations Planning, Community Involvement and Mandates Workshop Aboriginal Financial Officers Association of Canada National Conference Calgary, February 27, 2004

2 Jim Pealow, MBA, CMA, CAFM Key Questions to be Addressed What are the benefits of using an effective planning policy and process? What are the elements of an effective planning policy and process? What are the roles and responsibilities of establishing and operating an effective planning process? What are the better practices used to involve community members?

3 Jim Pealow, MBA, CMA, CAFM Planning Benefits Innovative and creative activity are encouraged The change process is made easier It helps align individual and group effort with the First Nation and improves communication A greater understanding, commitment, and a cooperative approach toward problems and opportunities are generated Decision makers are better informed; better decisions; and effective use of resources

4 Jim Pealow, MBA, CMA, CAFM Perils of Not Planning Lack of institutional memory Lack of organizational definition Budget-driven decisions rather than needs-driven Crisis-driven management Shifting priorities Member restlessness or dissatisfaction

5 Jim Pealow, MBA, CMA, CAFM Planning Policy Elements Policy Objective –To provide direction regarding establishment and maintenance of a proactive strategic management policy and supportive process. Policy Statement –The council shall use a strategic management process to establish clear direction for all stakeholders, establish outcomes/ends, identify emerging issues, track situations, and respond in a timely manner, and measure progress and report on results. Policy Application

6 Jim Pealow, MBA, CMA, CAFM Planning Process Elements Responsibilities for members, Chief and Council, and staff for –Strategy formulation (now, future, close the gap) –Strategy implementation (how, who, how much, when) –Strategy evaluation (how did we do, improve or change) Process steps for –Strategy formulation –Strategy implementation –Strategy evaluation Schedule Application Supportive Reports and Forms

7 Jim Pealow, MBA, CMA, CAFM Internal Audit Establish Vision, Mission, & Values Establish Goals & Critical Success Factors Generate & Select Strategies & Performance Measures Establish Policies, Action & Budgets Allocate Resources & Do It! Measure and Evaluate Performance Externa l Audit Strategy Formulation Strategy Implementation Strategy Evaluation Feedback

8 Jim Pealow, MBA, CMA, CAFM Community Strategic Planning COMMUNITY VISION MISSION STATEMENT COMMUNITY PRIORITIES SITUATIONAL ANALYSIS STRATEGIC GOALS OPERATIONAL PLANNING/PROJECTS

9 Jim Pealow, MBA, CMA, CAFM Community Planning Process Steps 1. Create the Vision 2. Assess the Current Situation 3. Set Goals 4. Establish Objectives 5. Develop Action Plan 6. Implement the Plan 7. Evaluate Progress and Results

10 Jim Pealow, MBA, CMA, CAFM Community Planning Wheel Healthy Individuals And Community Political and Organizational Economic Cultural and Spiritual Social Goals and Priorities => Projects and Initiatives Implementation => Monitoring and Evaluation => Assessment of Situation =>

11 Jim Pealow, MBA, CMA, CAFM The Mandate What should be included in a mandate? What communications are necessary for a mandate and what practices work?

12 Jim Pealow, MBA, CMA, CAFM Planning Responsibilities Strategy Formulation Members –Respond to surveys to determine expectations –Provide Council with information on external environment activity or issues that may effect the community –Provide comments on draft vision, mission, values and goal statements Staff –Assists Council in the strategy formulation process through information gathering and analysis

13 Jim Pealow, MBA, CMA, CAFM Planning Responsibilities Strategy Formulation Council –Gathers information on external opportunities and threats –Determines internal strengths and weaknesses –Develops a vision, mission, and values statements and approves statements after reviewing member input –Understands success factors and sets goals –Generates and chooses strategies to pursue and sets indicators of measurement –Council advises members on strategies being pursued

14 Jim Pealow, MBA, CMA, CAFM Planning Responsibilities Strategy Implementation Members –Members review information as to the progress in implementation of strategy Staff –Develops annual business plans indicating who, when, what, how much and how the strategies and actions will be measured –Provides policy development support for the selected strategies and related tactics –Identifies appropriate organizational structures and motivate employees and assists with motivating volunteers –Applies resources to plans to execute the formulated strategies –Alters administrative and operational practices and behaviour as required

15 Jim Pealow, MBA, CMA, CAFM Planning Responsibilities Strategy Implementation Council –Review and provide input to the draft business plan that would include the linking of actions to the strategies –Prioritizes and allocates resources to execute the formulated strategies through approving the annual business plan indicating who, when, what, how much and how strategies and actions will be measured –Develops and approves new policy to support the selected strategies and related actions –Selects the appropriate organizational structure and motivates volunteers and employees –Monitors staff and volunteer implementation of the business plan –Inform members of progress

16 Jim Pealow, MBA, CMA, CAFM Planning Responsibilities Strategy Evaluation Members –Respond to requests for information about program and service effectiveness –Members review information on how strategy turned out Staff –Records, reviews and report progress of strategies –Measures and reports performance to key indicators –Identifies areas where corrective action is necessary –Makes recommendations regarding strategy about abandonment, adjustment or development of new strategies

17 Jim Pealow, MBA, CMA, CAFM Planning Responsibilities Strategy Evaluation Council –Assesses how well strategies are doing –Measures performance to key indicators –Identifies areas where corrective action is necessary –Assesses impact of change subsequent to initial strategy formulation, decide about abandonment, adjustment or development of new strategies –Advises members on how strategy turned out

18 Jim Pealow, MBA, CMA, CAFM Community Development Community development is the planned evolution of all aspects of community well-being (economic, social, environmental and cultural). It is a process whereby community members come together to take collective action and generate solutions to common problems. Community development and capacity building requires strategic planning and community involvement to develop a clear mandate.

19 Jim Pealow, MBA, CMA, CAFM Why Community Development? Communities Become more responsible Organize and plan together Develop healthy options Empower themselves Reduce ignorance, poverty and suffering Create employment and economic opportunities Achieve social, economic, cultural and environmental goals Manage resources (natural, human, financial and infrastructure)

20 Jim Pealow, MBA, CMA, CAFM Community Development Realities Effective community development/involvement is: –A long term endeavor –Well planned –Inclusive and equitable –Holistic and integrated into the bigger picture, –Initiated and supported by community members –Of benefit to the community –Grounded in experience that leads to best practice

21 Jim Pealow, MBA, CMA, CAFM Community Involvement Conditions A invitation, challenge or opportunity presents itself, and the community responds Community members are aware of their power to act together to benefit their community A willingness to identify common ground rather than focus on differences Change is required or taking place and community development is understood to be a positive approach to work with change

22 Jim Pealow, MBA, CMA, CAFM Factors that Contribute to Successful Community Planning The following are needed to ensure the success of a community plan: –A shared vision; –Long-term commitment; –Leadership; –Resources (financial, physical and human); –Support (community and political); –A realistic appraisal of the current situation; –A desire to build on past efforts; –Ability to work as a team; –A strong commitment and the discipline to work through the planning process –Using the plan as a tool and to make adjustments as needed

23 Jim Pealow, MBA, CMA, CAFM Community Planning Issues Not understanding your own community Getting from planning to action Failing to evaluate results Lack of financial resources Role confusion and power struggles Unresolved conflict Not applying tools and techniques effectively

24 Jim Pealow, MBA, CMA, CAFM Community Planning Implementation Implementation challenges include: –Integrating and coordinating a variety of tasks –Being a good steward of resources –Keeping focused on the big picture –Remaining positive –Making hard decisions when resources are limited –Keeping community members motivated and connected –Ensuring community ownership remains strong –Communicating and celebrating results

25 Jim Pealow, MBA, CMA, CAFM Community Involvement Practices Describe ways you can get the community involved. What are some of the lessons learned?

26 Jim Pealow, MBA, CMA, CAFM Community Planning Momentum Key areas to keep momentum for a community planning effort are: –Leadership –Partnerships –Building on community capacity –Funding –Reviewing and adapting the plan –Communication –Using technical support and expertise

27 Jim Pealow, MBA, CMA, CAFM Community Accountability Four types of accountability –Political and Managerial –Program or Administrative –Fiscal –Individual Stakeholder or Member Elements of accountability –Transparency –Disclosure –Redress

28 Jim Pealow, MBA, CMA, CAFM Accountability Relationships Chief & Council MembersEmployees/Volunteers Government And Partners

29 Jim Pealow, MBA, CMA, CAFM Accountability Program Planning and Performance Reporting Policies and Procedures Roles and Responsibilities

30 Jim Pealow, MBA, CMA, CAFM Sources The Community Development Handbook – A Tool to Build Community Capacity is available from HRDC on the Internet at or call for a copy (A Facilitators Guide is also available) First Nations Model Community Plan Project on the Internet at or contact Wagmatcook First Nation or Cities $ Environment Unit, Dalhouise University to purchase a copy First Nations Fiscal Planning Calendar Handbook on the Internet at or call AFOAhttp://www.fnfp.ca/intro_bo.htm AFOA course AFM 4 - Strategy and Decisions Performance Measurement Frameworks for Self-Evaluating Community Programs – A Summary Report on Four First Nations Experiences is available on the Internet at or contact DIAND


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