Strategic Planning Template for Churches

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					Leadership Initiative for
Community Strategic Planning

 Sponsored by The Department of
 Housing and Urban Development
 and the Division of Community Services


1. Explain the Leadership Initiative for
   Community Strategic Planning (LICSP)
2. Train community leaders on the LICSP
3. Create community champions
4. Have those champions begin the process
   back in their home town

Who you are
Where you are from
Why you came to this training





LICSP Committee
• Affordable Housing     • Midwest Assistance
  Developers, Inc.         Program
• Eastern Dakota         • ND Association of
  Housing Alliance         Counties
• Economic               • ND Association of
  Development              Regional Councils
  Administration         • ND Association of
• Greater North Dakota     Rural Electric
  Association              Cooperatives
 LICSP Committee
• ND Community Action       • ND Division of Community
  Association                 Services
• ND Economic               • ND Division of Emergency
  Development & Finance       Management
• ND Department of          • ND Governor’s Office
  Health                    • ND Housing Finance Agency
• ND Department of Public   • ND Indian Affairs
  Instruction                 Commission
• ND Department of          • ND League of Cities

LICSP Committee
• ND Planning            • US - Rural
  Association              Development Council
• ND Rural Development   • US - Economic
  Council                  Development Agency
• ND State University    • US - Bureau of Indian
  Extension Service        Affairs
• Ottertail Power        • Resource Conservation
  Company                  and Development
Writing Committee
• USDA Rural          • ND Dept. of Health
  Development         • Rural Development
• ED&F                  Council
• Regional Planning   • ND Planning
  Councils              Association
• DCS                 • NDSU Extension
• Housing               Service

      Manuals Created

1. Training Manual for Strategic
     Planning Facilitators
2. Training Manual for
     Community Leaders
3. Basic Steps Manual

Beginning the process
Step 1

A key Leader or Champion has expressed
 interest in a planning process.
The Division of Community Services has
 been contacted and a facilitator has been
The facilitator and community leader put
 together a group of Stakeholders.
Meeting #1 is about to take place.
We are the
 Stakeholders in the

This is the first meeting
  of interested leaders

Accomplishments needed
today (first meeting)

1. Determine if our community should
   continue on with this process and if so,
   should we hire out our do it ourselves?
2. Appoint a coordinator
3. Identify additional stakeholders
4. Establish a steering committee
5. Survey this group of leaders
6. Assign responsibilities for next step
The Process -         What will we be

 1. Conduct a community assessment      (if not
      already done)

 2.   Identify local issues
 3.   Envision
 4.   Define goals & objectives
 5.   Develop Strategic Action
 6.   Finalize Strategic plan
 7.   Assign responsibilities
The Process (cont.)

8. Develop work program
9. Allocate resources
10. Review and monitor the progress of plan
11. Analyze the impacts of the plan..

To complete the process we
must first think out of the box


This is a six month process
The plan should be a five year plan
The plan is always in transition

Cost and Funding

Cost is dependent on
 community involvement
Costs is dependent on steps already
 completed by other plans
Average costs for a community strategic
 plan has been from $5,000 - $10,000

Examples of Completed Plans

Benson County Strategic Plan
 Prepared by North Central Planning Council
 Costs - $6,000 grant & $2,000 in-kind
Oaks Strategic Plan
 Prepared by the city of Oaks
 Cost – Local time
Richardton Strategic Plan
 Prepared by Roosevelt Custer Regional Planning Council
 Cost – $6,500 grant & $1,500 local costs (plus in-kind)
City of Devils Lake – Housing Impact Assessment
 Prepared by CEO Praxis Grand Forks
 Cost - $15,000 grant + in-kind

      Who else needs to be
       Stakeholders exercise #1 (easels)

•   Financial            •   Health care
•   Local business       •   Social Services
•   Government           •   Youth
•   Manufacturing        •   Senior Citizens
•   Agricultural         •   Education
•   Property owners      •   Electric & Gas utility
•   Religious            •   Telecommunications
•   Civic                •   Low Income

How do we enlist other

One-on-one meetings
Group meetings
Presentations to local organizations
Invitations to a leadership workshop

Steering Committee verses

What is its role?
Who should be on it?
How are they recruited?

Local Coordinator

This person is responsible
 to see the strategic planning
 process from the beginning to end
They are ultimately responsible for its

  Who is our coordinator?
     Survey on Why Plan
                     Exercise #2
                  Page 2 in the Training Manual

1.   What do you like or appreciate about your community?
2.   What can you do to ensure that these attributes will be here
     ten years from now?
3.   What are the most important problems that your community
     is facing?
4.   Why do these problems continue to exist?
5.   What can be done to resolve these problems?
6.   What major social and economic trends are occurring in the
     U.S., and how will they affect our community?
7.   How can the leadership of this community work together
     more productively to make this a better community?
8.   How can you use our community’s limited resources more
     effectively to achieve the results we want?
9.   Will the leadership of the community support a process to
     address these issues?

Get ready for Step 2

Survey work - Who should be responsible?
Next meeting?

Did we accomplish step 1?

Determine if our community should
 continue on with this process and if so,
 should we hire out our do it ourselves?
Appoint a coordinator
Identify additional stakeholders
Establish a steering committee
Survey this group of leaders
Assign responsibilities for next step
    Strategic Planning for
   Community Development

        Step 2

Assessing your
  communities situation

Why Conduct an Assessment?

Who are we as a community?
What is unique about us?
Why would someone live here?
Why would a company want to
 locate here?

Identify Local Issues

What is important to “us” in the the
 growth and development of this
What do we think our community’s
 strengths and weaknesses are?
What do we need to focus on?

Assessment Tools

Leadership Survey
Community Survey
Business Investor Assessment
Objective Assessments
Economic Base Analysis
S.W.O.T. Analysis

Leadership Survey
Elements         Page 7 of the Training Manual

•   Quality of Life              •    Transportation
•   Local Education              •    Utility
•   Local Government             •    Real Estate
•   Local Leadership             •    Capital
•   Labor                        •    Market

Community Survey             Page 13 of the Training Manual

• Used to obtain the perceptions of the
  public (taxpayers!) with respect to the
• Survey can be mailed, placed in the local
  newspaper, or made available at a
  number of locations within the
• Include students and young people.
Business Investor Assessment
Page 16 of the Training Manual

  • Focuses on strengths and weaknesses of
    the community as they relate to operating
    a business.
  • Concentrates on labor, wages,
    transportation, utilities, building, taxes.

Objective Assessments

It is important to analyze the community
 in comparison to other communities
 (keeping up with the Jones’)

Viewing the community in the broader

Objective Assessment

Objective Assessment

Economic Base Analysis
Page 18 of the Training Manual

Demographic trends.
Labor and employment.
Infrastructure, housing, utilities.
Economic trends.
Retail (and wholesale) trends and

S.W.O.T. Analysis
Page 25 of the Training Manual

Industrial Resources
Industrial/Office Real Estate Market
State and Local Business Climate
Quality of Life

       Step 3
Leadership Workshop
           This is the first of a series of town
           Centrally located at a convenient
            time for all residents to attend.
           Attendees will be broken down
            into smaller strategic groups.
           This step could last one full day or
            broken down into 2 evening
           Meals or snacks should be
            provided to entice people to
            attend. (no chili)

  First Actions in Step 3
Coordinators job to prepare for workshop
 Identify all stakeholders/leaders who should
  be invited
 Decide on location of meeting
 Send invitation letter, follow up phone call by
  steering committee, additional publicity
 Steering committee should identify local
  individuals who could serve as facilitators of
  small groups in step 3
 Draft agenda on page 38

What will be accomplish in
Step 3

1. Learn about trends effecting North
2. Report on findings on surveys
3. Learn about Core Elements
4. Create a Vision Statement
5. Identify Priority issues
6. Establish Strategic Action Teams

Major Trends in North
People Quick Facts                                              Ward County     North Dakota
 Population, 2000                                                      58,795          642,200
Population, percent change, 1990 to 2000                               1.50%            0.50%
Persons under 5 years old, percent, 2000                               7.40%            6.10%
Persons under 18 years old, percent, 2000                             26.20%           25.00%
Persons 65 years old and over, percent, 2000                          12.50%           14.70%
White persons, percent, 2000 (a)                                      92.40%           92.40%
Black or African American persons, percent, 2000 (a)                   2.20%            0.60%
American Indian and Alaska Native persons, percent, 2000 (a)           2.10%            4.90%
Asian persons, percent, 2000 (a)                                       0.80%            0.60%
Native Hawaiian and Other Pacific Islander, percent, 2000 (a)          0.10%                 Z
Persons reporting some other race, percent, 2000 (a)                   0.70%            0.40%
Persons reporting two or more races, percent, 2000                     1.70%            1.20%
Female persons, percent, 2000                                         50.20%           50.10%
Persons of Hispanic or Latino origin, percent, 2000 (b)                1.90%            1.20%
White persons, not of Hispanic/Latino origin, percent, 2000           91.50%           91.70%
High school graduates, persons 25 years and over, 1990                 28,082          304,123
College graduates, persons 25 years and over, 1990                      6,435           71,639
Housing units, 2000                                                    25,097          289,677
Homeownership rate, 2000                                              62.60%           66.60%
Households, 2000                                                       23,041          257,152
Persons per household, 2000                                              2.46             2.41
Households with persons under 18, percent, 2000                       35.70%           32.70%
Median household money income, 1997 model-based estimate              $33,095          $31,764
Persons below poverty, percent, 1997 model-based estimate             11.80%           12.50%
Children below poverty, percent, 1997 model-based estimate            15.70%           16.80%    42
                       Report on Findings
                         From Surveys
Strategic Plan Survey Results
Seventy-five surveys were sent out to businesses (25), citizens (25), and organizational leaders (25).
Fifty-one were received back. A compilation of results is available at City Hall.
Quality of Life
Two thirds of all the responses in this category were rated good-average except for population growth
(#17). The response to this item was three-fourths rated it poor. Residents are especially pleased
with health care (33 rated as good) and churches (46 rated as good). Overall, respondents were very
pleased with the quality of life in our community.
Local Education Situation
Three-fourths of all the responses in this category were rated good-average. The only area of concern
was involvement of local residents in the school district. (Seven rated this area as poor). Residents
are especially pleased with quality of local elementary education (38 rated as good) and quality and
availability of post-secondary education in the community (38 rated as good).
Labor Situation
Two-thirds of the responses in this category were rated average-poor. Two areas of large concern
were level of wages and salaries paid locally (39 rated as poor) and the availability of quality jobs for
the workforce residing in the community (28 rated as poor). Residents are okay with the availability of
clerical (retail and office) workers (32 rated as average). Real concern for quality of jobs and wages
showed up in this area.
 Local Leadership Situation
Over one-half of the responses in this category were good-average. In this category the average
responses outnumbered the good by a large margin. Two areas of concern were level of awareness of
community regarding the local development of the community (27 rated as poor) and level of
communication and cooperation between various organizations involved in the development programs
of the community (22 rated as poor). Residents are okay with the level of professional staff in
government offices (35 rated average) and level of professional staff in economic development (32
rated as average).                                                                                     43
Core Elements

    Public Infrastructure
    Economic Development
    Public Services

Pages 39-43

 The vision statement establishes the general
        direction that the strategic planning
        process should take. It defines the future
        of the community or region as envisioned
        by local leadership. It is the “grand
        design” for local development.

 A Vision is:
 1.    An ideal and unique view of the future
 2.    Flows from the knowledge and
       experience of the leaders
 3.    An attractive and desirable target
 4.    Clear and perceived as attainable
 5.    A sense of purpose to the actions of the
       community and its organizations

Identify Priority Issues
Exercise – Page 43-52

 This exercise will help you decide on
 the major issues facing your
 community. The final issues will
 become your “actions” to be worked on
 over the next 5 years.

 Issues are to be though of as
 “problems” to be solved, concerns or
 needs to be addressed, or
 opportunities to be pursued. Issues
 should be stated clearly as problems,
 concerns, needs, or opportunities.
 Issues should be attainable. Changing
 the climate in ND is not attainable, but
 using taking advantage of our four
 seasons is an action.
Ready for Step 4?
 Explain the process
 Explain the results of
  surveys and local trends
 Explain Core Elements
 Developed a Vision
 Prioritized key
  development issues
 Assign a Chair for each
  Strategic Action Team
 Need any additional
  members for the teams
 Put together SAT
  materials                  47
                  Step 4

     Strategic Action
The purpose of this step is
to develop strategic action
plans for pursuing the key
development issues
determined in step 3 of this
 Things to accomplish in
 this section

Review of the strategic action planning

Five tasks to defining development issues.

Defining development issues exercise by
 completing templates.

The Strategic Action
Planning Process:

1. Immediately after the leadership workshop,
   the Steering Committee should decide on who
   should serve as Chair of each SAT.

2. Each committee then enlists the involvement
   of additional community members to assist
   with defining key development issues.

 SAP Process continued . . .

3.   Half-day or evening workshops are scheduled
     for each SAT for working through and defining
     key development issues.

4.   The Facilitator will meet with the Chair of each
     SAT prior to the first workshop to discuss the
     problem solving process. Each Chair will be
     given a packet containing the templates to be
     use at the workshops.

SAP Process continued . . .

5. The Facilitator will take each Chair through
   all the templates to ensure they understand
   what is to be accomplished.

6. At the first workshop, each team is given a
   flip chart and copies of the templates. The
   Facilitator then reviews the process.

SAP Process continued . . .
7. The Teams will begin the process by
   transforming their development issues into
   problems or problem statements.
8. Next the Teams identify and clarify each
   problem or set of problems by completing the
   Problem-Solving Template. (page 56 in the trainer manual)
9. The Teams then determine the cause(s) to the
   problems and completes the Root Cause
   Template for each problem. (page 58 of the trainer manual)

SAP Process continued . . .

10. The Teams go on to complete the
    Action-Planning and Strategic Action
    Templates for the highest prioritized
    problems. (page 61 & 63 of the Trainers Manual)

11. These two Templates may need
    additional input from outside sources in
    order to have completed. (resource list go to planning link)

SAP Process continued . . .

12. At the end of the first workshop, the SAT
    Chair is responsible for all the flipcharts,
    notes, and completed Templates.

13. This first workshop is only the beginning. The
    Teams are required to meet on their own until
    the process is completed.

SAP Process continued . . .

14. This SAP process is scheduled to take six
    to eight weeks.

15. The Chair is responsible to keep the
    Coordinator up to date on the process
    and return all SAP materials to him/her.
   End of SAP

Five Tasks to Defining
Development Issues:

There are five tasks to be completed
 when defining development issues.

One effective way to defining
 development issues is to view those
 issues as a problem to be solved or an
 opportunity to be pursued and use a
 problem solving method to resolve them.

Five Tasks continued . . .
The problem solving steps are:     (page 55 of the Trainers Manual)

  1. Clearly identify the problem.
  2. Brainstorm and/or research the causes of
     the problem.
  3. Determine the barriers or impediments to
     address these causes.
  4. Identify specific actions that could remove
     the barrier or cause.
  5. Evaluate these strategic actions to
     determine which courses to take.

Task One:

Each SAT will need to review their
 development issues and clarify them.

After the team members are comfortable
 with the clarification of the problem, the
 facilitator will work with the team to
 complete the Problem Solving Template.

Task One continued . . .

The problem must be clear to each team member. This
    is accomplished by asking these questions:
    (Template #1 page 56 of the Trainers Manual)
   1. General statement of the problem.
   2. Who is involved in the problem/solution.
   3. What change do you want to occur.
   4. If the change occurs, what would be different in
        the community?

Task One Template   (page 56 of the Trainers Manual

Task Two:

The second task consists of determining
 the causes of the problem.
A Root Cause is a controllable, solvable
 force that explains why the problem
It is the reason which started the problem
 in the first place and must be resolved in
 order to determine a long-term workable
 solution.                                  62
Task Two continued . . .

Sometimes Effects are confused with
 causes. Effects are only a symptom to
 the problem. Do not include effects in
 the problem solving process.

Example of an “effect”

If the community is not getting inquiries
  from manufacturing prospects, they may
  assume the cause is lack of marketing. In
  reality it may be an “effect”, while the
  lack of any suitable industrial sites or an
  available building may be the true

Task two continued . . .

As part of this task, each Team will prioritize
 their respective problems/solutions.
Each team member will assign a “high”,
 “medium”, or “low” priority to each individual
 problem. The Team Chair will record these
The problems with a majority of “high” votes
 will continue to be resolved during the action-
 planning process.

Task Two continued . . .

The “medium” and “low” ranking
 problems will be included in the strategic
 plan for future actions.
The prioritizing of the Issues allows a
 community to focus resources on the High
 Priority Issues rather than attempting to
 address all Issues.

Task Two Template (page 58 of the Trainers Manual)

Third Task:

This task will be to determine what actions
 could be taken to remove the causes of the
Only those causes that can be addressed locally
 and are within local control should be
Each cause to a problem is broken down into
 individual actions needing to be completed to
 resolve that cause.

Third Task continued . . .

Team members brainstorm to create the list
 of possible actions.
The Team is encourage to use “Out of the
 Box” thinking and look at innovating ideas
 during the brainstorming process.
No idea should be eliminated or dismissed.
 Everyone’s ideas count.
The flipchart is to be used first and then the
 information should be transferred to one
 Action-Planning Template.
Third Task continued . . .

Once the process is completed for all the High
 priority problems and their causes, review the
 list of causes as a group and vote to remove
 those actions that are totally impractical or
 inappropriate based on the Team’s judgement.

Action Planning Template   (page 61 of the Trainers Manual)

Fourth Task:

After each Team has completed a list of
 actions for each of the causes for their
 priority problems, the Team will then use
 a line of questioning to break down each
 action step into greater depth to
 determine what is needed to complete
 those action steps.

Fourth Task continued . . .

The questions to be answered are:
  1. Which organization(s) should be responsible
     for carrying out the action?
  2. How much will it cost?
  3. What would be the source(s) of funding?
  4. What would be the timing of it?
  5. What benefits will the community receive
     from the successful implementation of this
     action?                                    73
Fourth Task continued . . .

• At the end of the Template, each Team
  will give that action a priority ranking of
  either “High”, “Medium”, or “Low”. The
  “High” priority actions will become short
  range actions (1-2 years) and the
  Medium and Low priority actions will be
  long range (3-5 years) actions.

Fourth Task continued . . .

• The Strategic Action Template will provide the
  Steering Committee and those interested in that
  particular development issue the base of
  information needed for the writing and
  implementation of the strategic plan.
• All the completed templates will be turned into
  the Coordinator and Steering Committee for
  review and comment.

Strategic Action Template (Page 63 of the Trainers Manual)

Ready for Step 5?

Task   1:   Problem-Solving Template.
Task   2:   Root Causes Template.
Task   3:   Action-planning Template.
Task   4:   Strategic Action Template.

      Step 5
Strategic Plan Draft

Community Plan Outline
Elements of a community strategic action plan

1.   A description of the local situation
2.   A realistic description of what and who the community wants to be.
3.   Identification of opportunities to improve, diversify, and revitalize communities
4.   A description of planned coordination efforts with other planning activities
5.   Identification of responsibilities and parties responsible
6.   An annual plan of work
7.   Discussion of the technical and economic feasibility of planned projects.
8.   Identification of education and training needs for plan implementation.
9.   Outline for progress review or schedule for updating the plan based on short- and
     long-term monitoring of outcomes, and feedback from community

         Step 6
Implementation of the Plan


Members of the Steering Committee should
 meet with organizations. Why?
   •Obtain Buy-in from the organizations
   •Assist in determining how the action can be
      implemented effectively
   •Develop a MOA with responsible entity
   •See that actions are incorporated into agency’s
      work plan

Implementation Cont.

Task forces should be established based on
 the SATs as an ongoing entity to monitor
 and coordinate the implementation of
 their sector of the plan.

The Tasks forces should provide reports to
 the Steering Committee

Implementation Cont.

The Steering Committee should prepare
 an annual report for public meetings
Performance measures need to be
 reported to the public

How do we determine the
impact of the plan?

   Impacts = Change

  What are some desirable impacts we want?

Three criteria for evaluating

  Day to day and week to week reviews
Assessing Performance
  Determines the effectiveness of the
   implementation of the tasks
Impact analysis
  To document the positive changes occurring
   in the community.
What is next?

Determine if Step 1 should be started again.

Don’t be afraid to change the
 plan! It is not written is stone

            The Plan

Failing to plan is planning to fail

   Planning is a community

Thank you for Coming

   Any Questions?

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