1. Strategic Planning: Be Deliberate about Your Community’s Future Maryland Municipal League Conference July 1, 2015

2. Defining strategic planning Different approaches to strategic planning – case studies Turning your goals into action Working through council dynamics Questions & Answers Overview 2

3. Defining Strategic Planning Merriam-Webster’s: a careful plan or method for achieving a particular goal usually over a long period of time the skill of making or carrying out plans to achieve a goal 3

4. Defining Strategic Planning ICMA Core Competency: Positioning the organization and the community for events and circumstances that are anticipated in the future. Our definition: A disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or community) is, what it does, and why it does it. 4

5. Strategic Planning Basics Organizational Values Qualities that define the organizational at its most basic level – the foundation for establishing mutual expectations Mission The role and purpose of the organization Goal Key Performance Area Key Performance Area/Critical Success Factor Broad categories of “things” that must go well in order to achieve the vision. Often described with directional statements that articulate the vision for each area Goals Results that are to be achieved during the specified planning period Strategies Specific actions that will be taken to achieve goals Goal Vision Vision A description of the desired state written in the present tense 5

6. Elements of a Plan Strategic Planning answers three questions: What do we know to be true? What do we hope will be true in the future? What must go well in order to make it so? 6

7. What we know to be true Present condition – find out through an environmental scan: Stakeholder Analysis SWOT (Strengths, Weaknesses, Opportunities, Threats) Assessment Data Collection 7

8. Stakeholder Analysis 8

9. SWOT Assessment What are the STRENGTHS of our local government organization? What are the WEAKNESSES of our local government organization? What THREATS might our community face that we need to be on guard for? What OPPORTUNITIES might be presented to our community? 9

10. Data Collection Demographic Information Financial Condition Assessment Infrastructure Assessment Citizen surveys Other indicators 10

11. What we hope to be true What do we hope will be true in the future? Vision for the community 11

12. Vision Articulate a vision for the community in the future: Think of the future in the present tense. What is your community like? Who lives there? Why do they stay? What is unique? What do you value? What should be retained? What should be dropped? What is missing that should be created? 12

13. Vision - City of Aberdeen Aberdeen is a safe, progressive community with a revitalized downtown, full of locally- owned restaurants, unique shops, and entertainment choices that visitors and residents can reach by walking or convenient parking. The City manages its growth with excellent planning while maintaining a small town atmosphere where people want to live, meet friends, relax and adopt as their hometown. 13

14. Vision – City of Clayton, MO 14

15. Vision – City of Clayton, MO Clayton is recognized regionally and nationally as a premier city of its size and character. The community is a safe, vibrant destination defined by its unique combination of leading businesses and educational institutions, the seat of county government and picturesque neighborhoods, all of which combine to provide an exceptional quality of life. 15

16. Quality of Life In Your Community Thinking of your own community… Where are you today in terms of Quality of Life? What will happen to the Quality of Life in your community if you do nothing? Where do you want Quality of Life to be in 5,10, or 20 years? 16

17. Trendbender 17

18. Some Things That Must Go Well 18

19. Critical Success Factors - Aberdeen Vital Downtown Engaged Citizens Visionary Leadership Safe and Reliable City Services Financial Security Desirable Development along Transportation Corridors 19

20. How to Make it So What do we need to do to make it so? How do we turn our vision into a reality? 20

21. Implementation Make it so! Action/Implementation plan Milestones Timeline (start, complete) Project lead Develop Performance Metrics Identify appropriate metrics for each initiative Build on existing culture of performance measurement 21

22. Goals to Action Reliance on other entities to accomplish goals Project management Regular communication on status Accountability and support Adjustments over time 22

23. Implementation and Accountability Key milestones – steps to make it happen How long? Who takes first responsibility for the action? Who else needs to be involved? Set up communication on progress Communicate to community Celebrate success 23

24. Implementation Plan Council Priority Area Action Steps Responsible Person Deadline List it  Milestones for accomplishing this Name/title of person who is the LEAD (it’s fine to include others who are involved but be clear about who is in the lead) By when for each action step Be clear about when final completion Action Plans Council Priority Area: _____________________ 24

25. What’s Right for Your Community Who should participate in developing the strategic plan? Who will facilitate the group developing the plan? What is the best process to develop your strategic plan? How should the community be involved? 25

26. What’s Right for Your Community Is there general agreement in the community’s future direction? Is your community at a crossroads? How will the plan be used in decision- making? Who should participate and when? What level of environmental scan is needed? How should the community and/or partners provide feedback on the plan? 26

27. Approaches to Strategic Planning Case Studies and Tips

28. Council Goal Setting Facilitated sessions Council elected to represent the community Start with core values of each member Find areas of commonality Develop common vision Address how body does its work Staff engagement Agree on implementation 28

29. Joint Partners Approach Facilitation Joint strategic planning with major community partners Agreed on vision Separate or joint implementation 29

30. Community Strategic Planning Broad participation Shared decision-making Shared implementation Communication strategy Ongoing support for implementation Ongoing facilitation 30

31. Navigating Council Dynamics Establish ground rules/norms Mayoral leadership and support Select a neutral facilitator Provide ample time to discuss how the council works together Stay focused on the common goals 31

32. Tips Location Time in year Focused time and attention 100% participation of governing body Utilize staff expertise 32

33. Tips Facilitation Prepare in advance Allow time for bonding/teamwork Start with data you already have Set a timeline and stick with it 33

34. Tips Have a champion for each initiative Set up regular communication (internal and external) Show goals in agenda materials and budget documents Update every 1-2 years 34

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36. Contact information Doug Miller City Manager, City of Aberdeen DMiller@aberdeen-md.org Catherine Tuck Parrish The Novak Consulting Group, ctuckparrrish@thenovakconsultinggroup.com 240-832-1778 DMiller@aberdeen-md.org ctuckparrrish@thenovakconsultinggroup.com