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Community Strategy


2 Community Strategy

2.1 Strategy Development: How does your community excellence group develop its strategy?


(1)    How do you conduct your strategic planning?

(2)    How does your strategy development process stimulate and incorporate innovation?

(3)    How do you collect and analyze relevant data and develop information for your strategic planning process?

(4)    What are your key work systems?

(5)    What are your key strategic objectives and timetable for achieving them?

(6)    How do your strategic objectives achieve appropriate balance among varying and potentially competing community needs?


Notes

Strategy development refers to your community excellence group’s approach to preparing for the future. It might involve key community leaders and groups, residents, other customers, key stakeholders, and others who will be affected by your community excellence group’s strategy.

The Communities of Excellence Framework encourages a community perspective on strategy. In this view, the community excellence group develops and carries out its strategy as a unified whole, with various community groups, resident and other customer groups, and people and organizational resources aligned and collaborating.

2.1(2). Innovation refers to making meaningful change to improve community programs, services, processes, or community effectiveness and create new value for stakeholders.

2.1(4). Work systems refer to the internal work processes and the external resources your community excellence group uses to develop and produce programs and services, and deliver them successfully to residents and other customers.


2.2 Strategy Implementation: How does your community excellence group implement its strategy?

(1)    What are your key short- and longer-term action plans?

(2)    How do you deploy your action plans?

(3)    How do you ensure that financial and other resources are available to support the achievement of your action plans while you meet current obligations?

(4)    What are your key plans for people and organizational resources to support your short- and longer-term strategic objectives and action plans?

(5)    What key performance measures or indicators do you use to track the achievement and effectiveness of your action plans?

(6)    For these key performance measures or indicators, what are your performance projections for your short- and longer-term planning horizons?

(7)    How do you establish and implement modified action plans if circumstances require a shift in plans and rapid execution of new plans?


Notes

2.2(1). Action plans should derive from strategic objectives. These plans include those for programs and services that your community excellence group undertakes to improve health, education, the economy, and quality of life.

2.2(2). Action plans draw on the resources and community assets available, regardless of where they are formally based. You might deploy action plans through organizations in the community and/or through community task forces that are not “owned” by any one organization.

2.2(3). Communities may need to allocate or reallocate resources across organizations, or seek the involvement of additional groups or organizations, to ensure the success of action plans and achieve the desired outcomes.

2.2(5). The measures/indicators used to track achievement of action plans relate to the results you report in category 7.

2.2(6).  Performance projections might consider changes resulting from planned infrastructure, workforce planning, environmental mandates, legislative mandates, and other considerations, as appropriate.

Terms in SMALL CAPS are defined in the Glossary of Key Terms