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CHEAM FIRST NATION
advancing your community’s
vision through strategic planning
Eric Alex, Cheam First NationTrina Wamboldt, Urban Systems Ltd.Therese Zulinick, Urban Systems Ltd.
CHEAM FIRST NATION
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
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three discussion topics
1. Discovering your future: consider where you are now and where you want to go
2. Weaving the pieces together: build commitment through engagement and integrated planning
3. Making it stick: overcome implementation obstacles and manage change
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part 1 - discovering your future
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the strategic planning process
ARTICULATE VISION, PURPOSE, VALUES, GUIDING PRINCIPLES
ASSESS STREGTHS/WEAKNESSES/OPPORTUNITIES/THREATS
IDENTIFY STRATEGIC GOALS (critical success factors)
SET OBJECTIVES (desired outcomes)
BRAINSTORM POSSIBLE ACTIONS
DECIDE ON PRIORITY ACTIONS
IMPLEMENT ACTION PLAN
MEASURE OUTCOMESAD
APT
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strategic plan
a road map for getting from point A to point B in a
planned and purposeful manner
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“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
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two types of strategic plans
1. 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. dev plan, etc.)
2. organizational strategic plan aligns financial and staff resources and activities
to achieve the community’s strategic priorities
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what’s the difference?
are they both useful tools?
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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
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
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Insights?
Questions?
Ideas?
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?
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part 2 – weaving the pieces together
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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
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6 things that made their organizational strategy a success
1. aligned2. comprehensive3. integrated4. objective 5. actionable6. sustainable
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#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
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#2 - comprehensive identified five strategic goals
1. PEOPLE – be a great place to live2. PLACES – be a regional economic center 3. ASSETS – reinvest in core services and
infrastructure 4. ENVIRONMENT – protect the waterfront and
natural assets5. ECONOMY – bolster the economy through
strategic partnerships
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#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
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#4 - objective
a project filter was used to objectively evaluate over 30 projects based on 1. positive strategic impact on community 2. operational feasibility
projects that ranked higher were given higher priority within the strategic plan
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#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
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#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
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insights
questions
ideas
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?
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part 3 - making it stick how leaders can
overcome barriers and lead people through strategic change
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“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
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Lets'emó:t (one mind)
• integrity • humility • fairness
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strategic planning and the SWOT – story with our truth
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cross pollination of traditional and European influences
Chief Harry Edwards, born 1885
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governance principles
The People | The Land | Laws and Jurisdiction | Institutions | Resources
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vision
skills
incentive
s
resources
action
plan
motivated change
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managing complex change+ skills + incentive + resources + action
plan= confusion
vision + + incentive + resources + action plan
= anxiety
vision + skills + incentive + resources + =
false starts
vision + skills + incentive + + action plan
= frustration
vision + skills + + resources + action plan
=
gradual change
vision + skills + incentive + resources + action plan
= CHANGE
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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).
Xólhemet te mekw'stam S’i:wes te selsila:lh chet “take care of everything our great grandparents taught (showed) us” not only the S’ólh Téméxw (land) but the Sqwélqwel (family history) and the Shweli (life force, spirit) so closely connect to the S’ólh Téméxw.
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GROUP DISCUSSIONwhat can get in the way of achieving your strategic plan?
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obstacles to taking action1. Doing something requires… doing
something.2. Doing means learning. Learning means
mistakes.3. Have no fear.4. A decision by itself changes nothing.5. Why do we do it that way?6. What do I do? When do I get started?
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insights
questions
ideas
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?
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Thank you!
Eric Alex, Cheam First Nation: 604.794.7924 ext.105 [email protected] Trina Wamboldt, Urban Systems: 250.374.8311 [email protected] Therese Zulinick, Urban Systems 250.374.8311 [email protected]
