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For the Development Organization
Aligning Strategic | Plans
Eric RinehartEconomic Development Solutions, inc.E-D-Solutions.com
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Success Planning Model The Overarching Structure of the Plan Documents
Organizational Strategies Critical Success FactorsSuccess Metrics
Business Unit Strategic PlanExplicit StrategiesImplementation Plans
Program Operational PlansTime and EnergyKey Results
Institutional StrategyStrategic VisionStrategic Goals
adapted from Richard Sessions Integrating External Benchmarking Into Your Strategic Planning Process.
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Blue Print
An Organizational Planning Document
Vision and MissionVision and Mission Major ForcesMajor Forces: Growth Assumptions;
Environment Institutional Goals:Institutional Goals: Goals; Objectives;
Priorities PhilosophyPhilosophy: World Class Core Competencies:Core Competencies: Supporting
Elements Assessments: Measures of Success
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… Compared with Typical Outline
Reference Overall Singular "Mission" or Desired Result
Take Stock Outside and Inside the System (PEST) Analyze the Situation (SWOT) Establish Goals that build on strengths and wards off
threats. Establish Strategies to Reach Goals Establish Objectives Along the Way to Achieving Goals Associate Responsibilities and Time Lines With
Objectives Write and Communicate a Plan Document
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Customers, Products, Benefits, etc.
The organization needs to determine its mission. Why does it exist? What is it trying - in general terms - to accomplish? The mission statement provides the overall direction for the agency in developing its goals and objectives.
organization’s mission
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Identify Stakeholders and Values
StakeholdersStakeholders
Public at LargePublic at Large Families
Targeted Areas/GroupsTargeted Areas/Groups Welfare of Community
Business SectorBusiness Sector Commerce/Industry
Market InstitutionsMarket Institutions Market Place
Core ValuesCore Values
Economic IndifferenceEconomic Indifference - Laissez Faire
Distribution FailuresDistribution Failures - Inequities in Distribution
Econ. PerformanceEcon. Performance - Level of Production
Structural LimitsStructural Limits - Improved Organizations
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Identify and Segment …
CUSTOMERCUSTOMERSS
PRODUCTSPRODUCTS LOCATIONSLOCATIONS RESULTSRESULTS
External Customers Segments[1st Focus]
Current Mandates, Programs, Allocations
Local and Regional
Availability
Intermediate
Outcomes: Jobs and
Investment
Internal Customers[2nd Focus]
Requested Programs
and Services
Self-Service,
Case Work, Group Service
Final Outcomes:Growth/
Advantage
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.. then Combine into a Mission
CUSTOMERSCUSTOMERS PRODUCTSPRODUCTS LOCATIONSLOCATIONS RESULTSRESULTS
Public at Public at LargeLarge
Public Public GoodsGoods City/CountyCity/County Quality of Quality of
LifeLife
Area/GroupArea/Group C’mnty C’mnty SrvcSrvc
NeighborhoNeighborhoodod
Equity/Equity/StabilityStability
Bus. SectorBus. Sector Business Business SrvcSrvc
Market Market AreasAreas GrowthGrowth
InstitutionsInstitutionsCapacity
Bldg RegionRegion Area Area AdvantageAdvantage
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Influences, Foundations, Theories
The economy is a complex, inter-dependent and adaptive system which we can look describe at various levels of analysis detail
major influencescomponent foundationsregional growth
theories
assumptions about growth
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Influences on a Regions’ Economy
Profit-Making Interest
Business Sector
Social Rooted Interest
Area/Group Condition
Public InterestsGovernment
Plural InterestsMarket Institutions
Behaviors-Based Framework
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Public GoodsPublic Goods[Gov’ment = Public Interest]
Governance/TaxesGovernance/Taxes administration/budgeting administration/budgeting
RegulationsRegulations protection/ordinances protection/ordinances
InfrastructureInfrastructure roads/utilities, etc roads/utilities, etc
Public ServicesPublic Services education; amenities education; amenities
Foundations of Economies
Factors of Factors of ProductionProduction[Markets = Plural Interests]
Material ResourcesMaterial Resourcesnatural, technologynatural, technology
CapitalCapitalcapital equip; financingcapital equip; financing
Human ResourcesHuman Resourceslabor, technicians, adminlabor, technicians, admin
OrganizationOrganizationbusiness climate business climate
This Endowment is Finite but not Fixed
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Community BettermentCommunity Betterment[Groups = Social Interests]
Fiscal StabilityFiscal Stability positioningpositioning
Area RedevelopmentArea Redevelopment growth management growth management
Civic CapacityCivic Capacity organizations; volunteerism organizations; volunteerism
Economic OpportunityEconomic Opportunity self sufficiency, housingself sufficiency, housing
Functions of Development
Enterprise GrowthEnterprise Growth[Business = Profit Interests]
Capital InvestmentCapital Investment private owners of private owners of productionproduction
Trade/Export Trade/Export PromotionPromotionmarket based market based purchasingpurchasing
Production Production OperationsOperationsprice based resource price based resource systemsystem
EntrepreneurshipEntrepreneurshipcompetitive entry and competitive entry and exitexit
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Structure, Trends, Performance,
Identify the key factors and trends important for the organization. How will things outside the organization effect those things that the organization wants to accomplish?
environmental analysis
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Competitive Advantage Structure Overall Economic Model
Resource Based Economy agriculture and mining
Capital Intensive Economydurable and non-durable goodsmanufacturing and producer services
Information & Innovation Based Economy
telecommunications and software
Competitive Advantage; Ricardo, 1815
Substitute for Industry Substitute for Industry Composition DataComposition Data
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Trends Reflect Goals of Any Economy
Supply: Mobility of Resources Demand: Global Competition Production: Information Products Adjustment:
Entrepreneur/Technology
Substitute for PEST AnalysisSubstitute for PEST Analysis
Paden, 1972
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Current PerformanceBased on Measures of Success
Industrial Vitality Mfg output had rebounded; Exports are rising New ventures & expansions create most jobs
Employment Vitality Labor force will grow slower than job growth High skill occupations as fastest growth
segment
Substitute for Regional Substitute for Regional Composition DataComposition Data
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Foundations and Functions
At this point institutional goals and objectives can be developed that move the organization in the preferred direction, doing so within the context which it has to operate
institutional goals
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Commerce & Community Affairs
Leadership:Leadership: Increase the capabilities of practitioners Infrastructure:Infrastructure: Physical social infrastructure
improvement Workforce:Workforce: Develop a skilled and adaptive workforce Capital:Capital: Access to capital for business growth/expansion TechnologyTechnology: Provide access to modern business practices Trade MarketsTrade Markets: Linkages between customers/ markets Industry Investment:Industry Investment: Retention, expansion and
attraction
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Albuquerque New Mexico
# 1. Provide high quality and efficient serviceefficient service to the public # 2. Improve public safetypublic safety services.# 3. Balance new construction & maintenance of
infrastructureinfrastructure# 4. Adopt & implement an economic vitalityeconomic vitality strategy.# 5. Foster the expression & appreciation of the cultureculture.# 6. Maintain stable neighborhoodsstable neighborhoods; provide affordable
housing# 7. Achieve sustainable developmentsustainable development, balanced
development & redevelopment, including infill development.
#8. Increase environmental protectionenvironmental protection & resource conservation
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Public Facilities Governance Taxes/Regulations Infrastructure Social Utilities
Market Institutions Competitive Climate Capital Access Human Capital Material Resource
Mobility
Community Betterment
Growth Management Area Redevelopment Employment
Opportunity Self Sufficiency
Enterprise Growth
Capital Investment Trade/Export
Promotion Production
Operations Entrepreneurial
Starts
A Typical Strategic Goals Portfolio
Similar Strategic Goals because of Similar Models and Interests
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Hierarchy, Chronology, Urgency
Because it is impossible to do everything that needs to be done, strategic planning implies that some organizational decisions and actions are more important than others.
set goal priorities
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Simple Hierarchical Plan
Development
Community Development
Vision
Public Goods
Component
Area/GroupConditionsComponent
Economic Development
Vision
Business Opportunities Component
Econ Marketplace
Component
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Tax/Regulatory
Climate
GovernmentAdministration
BusinessClimate
HumanCapital
Financial Capital
MaterialResources Investment
Trade/Export
BusinessAssistance
InventionInnovation
Civic Organization
Growth Management
EconomicOpportunity
IndustrySectors
CommunityBetterment
BusinessVitality
MarketCapability
PublicCapacity
Recruitment
RetentionExpansion
Program/Administrative Actions
Issues
Scope of Interests
Vigorous EconomicSystem
High Qualityof Life
SocialUtilities
Visions
InfrastructurePublic
Detailed Hierarchical Plan
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FoundationsFoundations
MaterialMaterialResourcesResources
Access toAccess toCapitalCapital
Tax/Reg.Tax/Reg.
ClimateClimatePhysicalPhysical
InfrastructureInfrastructure
PublicPublicServicesServices
HumanHumanResourcesResources
FunctionsFunctions
RecruitmentRecruitment and Retentionand Retention
Management &Management &ModernizationModernization
EntrepreneursEntrepreneurs& Technology& Technology
Trade Trade &&
TourisTourismm
Practitioner’s Priorities
JobJob CreationCreation& Retention& Retention
Tax BaseTax BaseGrowthGrowth
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Principles for Economic Development
Context: Global Economy Industry Cluster Focus
Vision: High Quality Job
Creation Stable Tax Base
Mission: Business
Competitiveness Community Excellence
Adapted from "Emerging Principles in Economic Development: A Benchmarking Tool", June '95.
Goals/Objectives/Scope: Public Facilities Capacity Community Betterment Business Vitality Marketplace Capability
Organization: Staff Regional Collaboration Partnerships
Process: Comprehensive Strategy Strategic, Mission Driven Customer Orientation Measurement/Evaluation Learning
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Malcomb Baldridge Approach
Visionary Leadership/Public Responsibility Strategic Planning: Focus on the Future;
Management by Fact Customer Driven Excellence/Market Focus Information/Analysis: Organizational & Personal
Learning Human Resource Focus: Valuing Employees &
Suppliers Process Management: Agility, Manage for
Innovation Business Results: Focusing on Results/Creating
Value
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World Class OperationsFUNCTION PRINCIPLES Facility Mission Best of Class Products/Services Leading Edge The Customers Customer Oriented The Benefits Cost Justified The Staff Skilled, Motivated Competition Adaptive Operations Lean Operations Administration Flat Management Structure Facilities Integrated Processes Risk Analysis Issue Management Financial Plans Minimized Expenses
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Competitive Differentiation Product:
Specialization Product Quality Brand Identification
vs. Low Price Leader Marketing:
Distributor Push vs. Consumer Pull
Channel Selection
Processing: Technological
Leadership Vertical Integration Low Cost Position Leveraging
External Relations: Relations with Parent
Co. Relation to Host Govt
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Public Agency Competencies
Capacity Model (Common at State Level) Delivery System (process/partner)
Improvement Customer Responsive Services (customer
centered) Capacity/System Expansion
Services Model (Common at State Level) Information: Information and Training Consulting: Case Work; Customized Counseling Financing: Grants and Loans
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Systems Competencies Management Functions Model
Planning: Anticipating The Environment Administration: Managing for Success Delivering: Product or Service Quality Evaluating: Tracking Performance
Product Life Cycle Model Invest: New Products under Development Growth: Products with Growing Importance Foundation: Products meeting customer needs
Harvest: Products no longer at the leading edge
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Internal Analysis -- SEA Resource Level [Input Objectives, Input
Indicators] Inputs are the resources put into an effort
Activity Levels [Activity Objectives, Activity Indicators] Activity measurements consider the methods and procedures used to carry out the program.
Output Levels [Output Objectives, Product Indicators] Outputs are the direct results, i.e. the products produced from the work performed.
Results Levels [Outcome Objectives, Impact Indicators] Outcomes state the benefits
GAAP: Service Efforts and Accomplishments
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Balanced Scorecard
Finance Perspective- Leverage- Cost Benefit- Admin Cost
Customer Perspective- Customers Served- Customer Satisfaction
Learning Organization- Employee Satisfaction- New Initiatives
Internal Processes- Performance Metrics - Plan vs. Performance