Loading...
HomeMy WebLinkAbout02 23 11 EDA Planning Process - proposedCity of Prior Lake Economic Development Authority Strategic Planning Develop a strategic vision, and then make it happen! Strategic Development • It will be intense, but informal, to bring out the creative juices. • It will demand a considerable time commitment . • Its not about a strategic plan document , its about strategic thinking and collective commitment to a new conceptual view of the city's future direction. – Of course a strategy document will fall out of this effort, and will be used to communicate intentions. • There will be no sacred cows…. cash cows are ok! • The intent is to initially take a broad view of what the city can be, then to focus on specific opportunities which can turn the city into a growth engine. Organizational Failure Spiral Reinforcing Behavior as Clear Direction is Lacking /RQJ5DQJH6WUDWHJ\ &RPSOH[LW\ &RQIXVLRQ ( (IIHFWLYHQHVV& % % 3UHVVXUH Crisis Mode (PSKDVLVRQ6KRUW7HUP6ROXWLRQV City Profile (Current Strategic Plan as Input) • Characterize Current Business • Strategic Assets • Consumer Base & Competitive Position • Links to Other Government & Business Entities • Technology & Intellectual Assets • Product & Service Profiles • Geographic & Population Scope • People Inventory • Growth Profile • Key Issues City Environment & Opportunities • Strategic Variables – External – Internal • Current Service Direction • Key Growth Trends • Unique Opportunities • Strategic Strengths & Vulnerabilities Characterize Desired Future, Premises & Success Criteria • 2020 Mission & Values • 2020 Government Architecture • Target Markets • Premises • Strategic Objectives (Measurable) • Potential Competitors • Potential Partners & Acquisition Targets • Current Investment Capacity • Government Imperatives • City Quality Imperatives Strategic Options • Explore Unmet City Needs • Explore Potential Solutions • Explore Technology Trends & Alternatives • Brainstorm Strategic Scenarios • Architect Alternative Strategic Profiles • Conceptual City Architectures • Define Linkages to Other Governments & Businesses • Time - to - Market Estimates • Risk / Reward Analysis • Constraints & Feasibility Analyses Tentative Strategic Direction & Base Assumptions • Translate the Strategy into a Strategic Profile and Vision • Develop In - depth Supporting Rational • Define Investment & Time Requirements • Define Intellectual & Technology Assets Required • Define Supporting Strategic Scenarios • Define & Qualify Prospective Partners • First Level Critique & Refinement • Explore and Evaluate Dissenting Views (don’t just blow them off) • Define Constraints, Critical Issues & Resolution Methods • Define a Continual Renewal Process • Achieve Team Concurrence & Commitment Business Models & Analyses (concurrent with all other activities) • Develop a Body of Base Assumptions (in depth) • Develop & Validate a Top - Level Economic Model • Develop & Link Business Segment Sub - Models • Develop Supporting Product Life Cycle Models • Gather Market Intelligence to Assure Confidence in Plan • Gather & Analyze Competitive Intelligence • Manage the Key Issues Log Reasonableness Testing • Compare Strategy & Economic Analyses to the Success Criteria • Define Reasons Why the Strategy Won’t Work • Potential Problem Analysis – Develop Preventive & Contingent Solutions – Constraint Elimination Analyses • Test Plan Against Market Intelligence • Competitive Analyses • Define Intellectual and Staff Short - Falls Strategic Profile 2020 • Formalize Strategic Documents • At - A - Glance Document • Prepare Presentations & Exhibits • Formalize Supporting Materials • Prepare Acquisition Strategy (if necessary) • Define implementation Process • Prepare Market & Technology Briefings • Strategy Briefings for Council & Public Present to Approval Authorities • Articulate the Strategic Thinking • Define the Contingencies and Potential Barriers • Define the Contingency Resolution approaches • Achieve Concurrence • Seek Advice & Council • Receive Support of the City as a Growth Engine • Maintain Open Communications and Feedback Channel Communications & Commitment • Communicate Strategy to all Involved • Emphasize Success Criteria • Define Individual Roles • Illicit Comments & Suggestions for Implementation • Seek Personal Commitments • Establish a Sense of Urgency Integrated Program Plans • Top Level Program Planning in Support of Strategy • New Product & Service Definitions • Capability Development Programs • Coordination of Functional Units • Identify & Resolve Critical Issues!!! • Define Progress Measurement Methods & Tools • Establish Staff Development Programs Plan & Validate Implementation Initiatives • Detailed Functional & Project Plans – Objectives – Specifications – Budgets – Etc. • Team & Individual Assignments Critical Issues Log • Maintain a List of “Critical Issues” – Unresolved Contingencies – Competitive Threats – Potential Barriers – Resource Shortfalls – Critical Interdependencies Risks • Define and Concentrate on “Areas of Maximum Uncertainty” • Assess the Potential Strategic Impact • Assign Responsibilities for Resolution • Assess Proposed Resolutions Continual Progress Assessment • Continual & Periodic Monitoring of Progress • Identify Potential Problems & Issues • Monitor Environment & Competitive Changes • Exception Alerts • Consider Mid - Course Corrections as Needed