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CITY COUNCIL WORK SESSION REPORT
4646 Dakota Street SE
Prior Lake_ MN 55372
MEETING DATE: March 7, 2011
TO: The Mayor and Members of the City Council
PREPARED BY: Frank Boyles
SUBJECT: 2030 Vision and Strategic Plan Update Process
DISCUSSION: Introduction
The purpose of this agenda report is to provide an overview of a process for up-
dating improving and quantifying our 2030 Vision and Strategic Plan.
History
In 2002, the City adopted its first 2020 Vision and Strategic Plan. The document
consisted of mission and vision statements, eight vision elements — each with its
own list of five -year goals and two -year objectives and umbrella issues.
Since its original adoption, the Plan has been updated to focus on the year 2030
(the perceived year of City build out). Two additional vision elements have been
added and, cumulatively, almost 400 stakeholders have participated in the initial
or update process.
The City staff and Council continue to use the 2030 Strategic Plan and Vision as
their "list of things to do" to achieve the community's vision. The plan is to be up-
dated every 18 to 24 months. Last year the City Council agreed that the update
should take two forms in an effort to maximize Council involvement:
• In years when an election is not scheduled, (odd- numbered years) the up-
date process would include stakeholders and would be scheduled in
Spring so that new council members would have the opportunity to partici-
pate after they had some experience in office.
• In years when an election is scheduled (even- numbered years) the City
Council will review and update the document itself to include the top priori-
ties of the body.
Current Circumstances
Now that we have had the benefit of the 2030 Vision and Strategic Plan for nine
years, its value is apparent. Many communities and other public entities have fol-
lowed our lead and adopted their own strategic plans.
There are a number of shortcomings with the plan as it stands today. Most nota-
ble are:
• The document contains too many (163) goals and objectives for accom-
plishment.
• Most of the goals and objectives are vague and lacking any sort of metrics.
• Goals and objectives are not prioritized so there is no way of knowing what
to do first, second and last.
• Goals are to be accomplished in five years and objectives in two years.
Page 2
Aside from these two time parameters, there is no trigger or deadline for
the accomplishment of each.
• The plan has no system for updating the City Council on the progress to-
ward the vision each year.
• The previously used 2030 Vision and Strategic Plan update process is bi-
ased to adding more goals and objectives each year with all of the foibles
listed above.
• The Vision, which is the driver of the Strategic Plan, is based upon the
world as it existed in 2002. As such, it assumes that City build out, with all
of the implications that has, will be completed in 2030. Our current experi-
ence suggests that build out could be 10 or 20 years later than 2030,
which likely has dramatic implications on what efforts the City should be
focusing attention on in the meantime.
In 2003, 1 was introduced to a new process of looking at strategic planning. It is
called the "Implications Wheel" and the person who familiarized me, then Mayor
Jack Haugen and my department heads with the process was citizen Ken Hed-
berg. Later Council member Hedberg invited Danette Parr and I to see Innova-
tions at the Verge which further explained the Implications Wheel tool and its ap-
plications.
In the last two years I have become even more familiar with strategic exploration
tools and processes developed by futurist Joel Barker as I and some of my staff
participated in a webinar earlier this year, The Implications Wheel appears to me
to be a tool that could have great impact on improving our strategic plan docu-
ment.
The Implication Wheel is intended to allow the examination and identification of
implications associated with a particular thesis. In our case, for example, the the-
sis might be something like, "What are the possible implications of a significant
reduction in growth rate, population housing and economic development for the
City of Prior Lake on its 2030 Vision and Strategic Plan ?"
The approach espoused by Barker garners its strength and in fact, thrives on, di-
versity of opinion. He seeks to have teams of five persons with differing back-
grounds, views and perspectives collectively identify first, second and third order
implications of the thesis set forth above. By examining various implications, de-
termining if they are favorable or unfavorable, and assessing their desirability, the
Strategic Plan can be modified with goals and objectives which can be rationally
related to achieving the City's vision.
This portion of the strategic plan update has three parts:
1. Preliminary Planning — the thesis or center to be explored is refined and
first order implications are developed through a four- or five -hour phone
conference or on -site meeting involving multiple stakeholders. The highest
priority implications are identified at this stage through a computer- assisted
voting process.
2. Highly Facilitated Work Session — using the information from the prelimi-
nary planning, the second step of the process is the highly facilitated work
session. This is a full -day event involving numerous teams of five mem-
Page 3
bers each who explore the specific implications related to the center or
thesis. Each team will explore two of the "selected high priority" implica-
tions. They will contribute, optimally, five "second order" implications, and
for each of those, five "third order" implications. Ideally, each team will ul-
timately generate approximately 60 specific implications which they will
then score for desirability and likelihood. The attached graphics show two
things — (1) how the community will generate a large number of "first order"
implications, and (2) how each team will create two "arcs" for further analy-
sis. I envision 120 — 150 stakeholders from within and around Prior Lake
participating in this important process.
3. Follow -up — the follow -up portion of the process is concluded as soon as
possible after the highly facilitated work session. A half -day meeting takes
place with selected leadership. This stage concludes with the preparation
of follow -up reports for community distribution.
In essence this first phase has the objective of stepping back to reconfirm or even
redefine the vision statement.
A second level of examination is recommended to refine each of the goals and
objectives. The refinements include establishing specific time frames for comple-
tion considering all variables. More important is the inclusion of metrics in each
goal and objective so in addition to having a deadline, we have criteria to assess
whether or not the goal or objective is achieved. This second phase of the project
includes the following:
1. Set up strategic matrix spreadsheets — based upon the current Strategic
Plan this activity would include one worksheet for each vision element. An
example of these worksheets is included with the proposal.
2. Identify key characteristics — this work can take place as part of the Phase
I planning process.
3. High Facilitated Strategic Matrix Work Session — this half -day or full -day
session will result in clearly set priorities as assessed by the teams for both
short- and long -term planning based on the initiatives. Rather than involve
the large group for Phase 1, the participants would include those responsi-
ble for implementing the goals and objectives: City board, commission and
committee members, City staff and City Council / EDA.
4. Strategy Matrix Follow -up — including follow -up reports.
5. Final Step — share the draft documents with all those how have participat-
ed with an invitation to provide feedback prior to the City Council's final
adoption.
This second phase has the objective of setting strategic goals and objectives, with
an appropriate examination of priorities.
The total cost for this package is $20,000 plus expenses and honorariums for fa-
cilitators. I have advised Jim Schreier of Starthrower that my budget is $15,000.
Mr. Schreier has agreed to the $15,000. Since his biggest single expense is hotel
rooms, I am checking with the SMSC to see if they can give us financial assis-
tance. To further conserve costs we would use Club Prior or Parkview for our
planning sessions rather than The Wilds as we have done in the past.
ISSUES: Jim Schreier is a Master Trainer for both the Implications Wheel and Strategic Ma-
trix tools working directly for Futurist Joel Barker. He will be in attendance at the
City Council work session on Monday night to better explain the strategic planning
Page 4
process and to answer questions the City Council may have.
The process outlined above represents an opportunity for us to significantly im-
prove our strategic plan and its ability to help us achieve our long -term vision. The
processes used — "Implications Wheel' and "Strategic Matrix" — are tools the staff
and City Council can learn to help us address strategic decisions of all sorts in the
future. As such this proposal does not have one time, but rather on -going benefits
to the City.
FINANCIAL The 2011 budget contains $15,000 for this process. I expect costs to approach
IMPACT $20,000 once all miscellaneous expenses are included. These additional expens-
es can be accommodated through donations or from other budget line items.
ALTERNATIVES The City Council should discuss this proposal for updating and improving the 2030
Vision and Strategic Plan and determine which elements it has questions about.
Staff is seeking feedback with respect to this proposal in order to determine how
to proceed with the strategic planning update process.
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Joel Barker's
STRATEGIC
EXPLORATION
TOOLS
Strategic Exploration Proposal
City of Prior lake
2030 Vision and Strategic Plan
This proposal outlines a process, based on strategic exploration, to guide the citizens and
leadership of the City of Prior Lake to revise and update its vision and strategic plan for 2030.
As part of a biannual process for reviewing and updating the plan, plus key changes to
economic and demographic assumptions, community leadership has become aware of a
greater need — and urgency — to review and update the vision and strategic plan. A key feature
of the initial processes for developing and updating the vision and strategic plan has been
significant involvement of the community and multiple stakeholders including representatives
from neighboring communities.
The processes proposed include a Phase I and Phase II based on an application of futurist Joel
Barker's Implications WheelT`" (Phase 1) and Strategy Matrix (Phase II). The results will be:
Phase I: A community developed revision to the 2030 Vision — based on a group
process —that will also identify the long term implications, both positive and
negative, of the social, economic, and demographic changes facing the
community.
Phase I1: A community developed revision to the 2030 Strategic Plan —based
on a group process that will
1) Revise the goals and objectives of the strategic plan to be more
specific, measurable, and time bound (S.M.A.R.T.),
2) Identify the priorities for objectives based on their short -term and
long -term contribution to the broader goals for each of the "elements"
identified in the plan,
3) Provide information on the cross - impact (both positive and negative)
of the objectives related to all goals for each "element," and
4) Provide the community with an on -going system for monitoring
progress on the objectives of the strategic plan.
2/22/2011
Joel Barker's
STRATEGIC City of Prior Lake
EXPLORATION 2030 Vision and Strategic Plan
TOOL'S
Phase I — Implications Wheel
The primary focus of Phase I will be a Highly Facilitated Workshop featuring Joel Barker's
Implications WheelTM. This will include the following components:
1. Preliminary Planning to identify and develop a "center" to be explored using the
Implications Wheel. This will involve phone conferences and an on -site meeting
(4 -5 hours). "First- order" implications could be developed as part of this
process. "First- order" implications could also be identified via an online process
involving multiple stakeholders and a voting process to select highest priority
implications for exploration during the Highly Facilitated Workshop.
2. Highly Facilitated Workshop: a full day event, involving teams ( @5 members
per team) exploring specific implications related to the topic (center) to be
examined. Each team will contribute and score two "first- order" implications for
the topic, followed by scoring for desirability and likelihood, and preliminary
discussion on the significant findings from their exploration.
3. Exploration Follow -Up: a half day meeting, with selected leadership, on the
results of the exploration. Recommended scheduling is immediately after the
Highly Facilitated Workshop. This will include preparation of follow -up reports
for community distribution.
Preliminary "Center" Topic: What are the possible implications of a significant reduction in
the growth rate, population, housing, economic development, for the City of Prior Lake on its
2030 Vision and Strategic Plan?
Note: This is a preliminary topic only. Clarification of this question and the
details are key parts of the planning process for this Phase.
Proposed Fee: $10,000 (Non- Profit /Community Rate). This fee does not include
normal expenses related to travel /lodging, etc. Fee includes two facilitators for the full
day, Highly Facilitated event. Additional fees will be included in the final agreement
based on the number of participant scheduled to attend the event. One facilitator is
required for every 25 -30 participants.
2/22/2011
Joel8arkees
STRATEGIC City of Prior Lake
EXPLORATION 2030 Vision and Strategic Plan
a
TOOLS
Phase II — Strategy Matrix
The primary focus of Phase II will be a second Highly Facilitated Workshop featuring Joel
Barker's Strategic MatrixT'". This phase has optional formats for delivery and the
following is a recommended option: (Information on additional options is included
below.)
1. Set -up Strategy Matrix worksheets based on the elements, goals, and initiatives
of the 2030 Vision and Strategic Plan. This would create 10 (based on current
plan) worksheets similar to the sample attached for the current
"Communication" element.
2. Identify "Key Characteristics" for the City of Prior Lake Strategy Matrix. These
"Key Characteristics" can include, but are not limited to, stated values. The
identification of "Key Characteristics" can be accomplished in several ways,
including doing this as part of the Phase I planning process, via a conference call,
or via a stakeholder online survey process.
3. Highly Facilitated Strategy Matrix Workshop: a half -day to full workshop during
which community members, leadership, and stakeholders will evaluate the
"support" (either positive or negative) individual initiatives provide the goals and
"Key Characteristics" in the short and long term. Short and long -term time
frames are defined by the community. For example, it would be possible to
define short -term as 2 years, based on the action planning process and
traditional review period for the community's current plan — and to define long-
term as 20 years to capture the timeframe of the 2030 Vision.
4. Strategy Matrix Follow Up: a half day meeting, with selected leadership, on the
results of the Strategy Matrix evaluation. This will include preparation of follow -
up reports for community distribution and development of a plan for connecting
the results to specific action planning for community leadership.
Proposed Fee: $10,000 (Non- Profit /Community Rate). This fee does not include
normal expenses related to travel /lodging, etc. Fee includes two facilitators for the half
day, Highly Facilitated event. Additional facilitators are not needed for this event.
2/22/2011
Joel Barker's
sTRATE�IC City of Prior Lake
EXPLORATION 2030 Vision and Strategic Plan
TOOLS
Options for Phase II
There are additional options for accomplishing some of the tasks identified for Phase II.
For some components of these options, the implications for timing and cost are clear.
For others, the details would have to be identified through discussions aimed at
clarifying details.
1. Paper -based Scoring Process. This option would replace the Highly Facilitated
Workshop with the creation of "worksheets" for each of the 10 `.`elements."
With an orientation to the process that could be conducted via an online
process, teams could be assigned "worksheets" to complete. Data would then
be assembled into the software for summarizing and reporting. This option
would decrease direct costs slightly, but might have additional costs saving for
Prior Lake because it can eliminate the "event" costs associated with the Highly
Facilitated Workshop. It would increase the time needed for both collecting and
assembling the "worksheets."
2. Licensed Copies of the Strategy Matrix software. This option would increase
application of the Strategy Matrix to be applied on an on -going basis for
evaluating changes and decision - making for initiatives. Training for the software
is easily accomplished by a 6 hour training session, conducted live or via a series
of online meetings. This option would increase cost for licenses associated with
software copies.
2/22/2011
Joel Barker's
STRATEGIC
EXPLORATION
TOOLS
Additional Information
City of Prior Lake
2030 Vision and Strategic Plan
For additional information on the Implications WheelT'", visit our website
www.implicationswheel.com The site contains a brief video introduction and a number
of example explorations that introduce the process and results in greater detail.
Project Lead:
James W. Schreier, Ph.D., SPHR
Implications Wheel Master Trainer
Strategy Matrix Master Trainer
Jim. Schreier @strategicexploration.com
(414) 763 -8137
(414) 828 -0856 (Cell)
Skype: jschreier56
2/22/2011
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