HomeMy WebLinkAboutCouncil Reading File PCC Strategic Plan Report
Strategic Planning Report
City of San Luis Obispo Promotional Coordinating Committee—January- March 2017
Facilitated by Regenerate Group: BethMarie Ward, CTF
Contents
Workshop Review Pages
ToP® Participatory Strategic Planning .......................... p. 2
Strategic Plan Summary ............................................... p. 3
3 Year Practical Vision ...............................................p. 4-6
Current Reality (underlying contradictions) ................... p. 7
2 Year Strategic Directions ........................................... p. 8
Focused Implementation Pages
Priorities ....................................................................... p. 9
First Year Accomplishments .................................. p. 10-11
First Year Calendar and Responsibilities .............. p. 10-11
90-Day Implementation Steps | Blank Worksheet ....... p. 12
Appendix Pages
Recommendations for Keeping the Plan on Track .. p.13-14
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Prepared by BethMarie Ward, CTF Regenerate Group
Page 2 of 14
TECHNOLOGY OF PARTICIPATION® | Participatory Strategic Planning Process
Overarching Question for the Entire Process: How can the Promotional Coordinating Committee, (PCC), be better positioned to improve and
develop projects to support the community independently and in collaboration with the Tourism Improvement Business District, (TBID), and serve as an
effective advisory body to City Council?
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Page 3 of 14
Prepared by BethMarie Ward, CTF Regenerate Group
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan
PRACTICAL VISION
What we want to see in place
in the next 3 years…
Strengthened External Relations:
1. Established City Partnerships
2. Enhanced Community Engagement
3. Increased Awareness and Support of PCC
Enhanced, Relevant Programming and
Content:
4. New, Vibrant Projects
5. Effective GIA Program
6. Program Evaluation
CURRENT REALITY
What does our current reality look like in terms
of our strengths and weaknesses to achieve our
practical vision…
We examined our internal strengths and
weaknesses, external opportunities and
threats, and the benefits and dangers of
success. The Current Reality allows us to
examine the current status so that we can
strategically leverage our strengths and
overcome our blocks that may get in the way.
STRATEGIC DIRECTIONS
What will deal with underlying contradictions
and move us towards our vision…
1. Updating and maintaining current
projects.
2. Creating and establishing new projects
that are innovative and relevant to our
community.
3. Improving internal operations and
processes more efficiently.
KEEPING THE PLAN ON TRACK
Recommend planning retreat in January 2018 to review and update the
plan and set 2018-2019 strategic directions and focused implementation
IMPLEMENTATION
What are our priority actions for the first year?
1. Establishing evaluation guidelines
2. Communications plan
3. Review GIA Program
4. Survey local business community
5. SLO Happenings review
6. Identify new partnerships
7. PCC member skillset criteria and succession plan
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Prepared by BethMarie Ward, CTF Regenerate Group
Page 4 of 14
PRACTICAL VISION | Definition and Summary
The Practical Vision workshop asks the question:
What do we want to see in place the next 2-3 years
as a result of our efforts?
The vision of an organization is held in part by all its stakeholders. This workshop seeks to bring representatives together to create their shared picture of
the future. The practical vision is the responsive statement of hope within the given environment. It provides a sense of the destination of the effort. It
tells us where we are going, what the accomplishments, outcomes, changes and results are that we are seeking by our efforts.
Our vision is to continuously strengthen external relationships and enhance programming that is relevant to the needs of our community highlighting our
unique regional economy and natural resources.
The PCC conducted a survey to grant/funding recipients, strategic partners, city staff/council members, past PCC members and other advisory body
members. Over 100 surveys were sent out with 34 responses, most whom were GIA recipients. The responses were mainly feedback about the GIA
program experience and ways that the program might be improved. There was a 98% positive response regarding programming and staffing. A more
targeted business survey for finding ways to collaborate with our business community is set in our priorities in the first year to more actively engage
businesses with the promotion of the City of San Luis Obispo.
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Prepared by BethMarie Ward, CTF Regenerate Group
Page 5 of 14
3 YEAR PRACTICAL VISION
City of San Luis Obispo Promotional Coordinating Committee Practical Vision Workshop, February 4, 2017
“What do we want to see in place in the next two to three years as a result of our actions?”
Strengthened External Relations: Enhanced, Relevant Programming & Content:
Established City
Partnerships
Enhanced
Community
Engagement
Increased
Awareness &
Support of PCC
New, Vibrant
Projects
Effective GIA
Program
Program
Evaluation
Support public art
i.e.- cows/painted
boxes
Identify
partnerships for
beautification
projects
Partnerships with
Community
Foundation, Art
Obispo/Cultural
orgs, City-Park &
Rec, etc.
Bridge between
the community &
visitors
Map/list promo of
current public
features (public
art, temp displays,
walking tours
Community
academy? Learn
about where you
live
Support Plaza and
Cultural Center
downtown
Neighborhood
support
Identify other
ways to better the
community (not
just events)
PCC members
engaged in $ ask
Council
Educate
community of
what PCC does
(scope)
Community
informed of PCC
accomplishments
Locals are aware
that we exist
Stop saying PCC-
make people say
it: Promotional
Coordinating
Committee!
More funding
Council & staff
buy in of the PCC
vision
More
events/activities
that benefit all
residents!
Service
businesses we
haven’t been
Projects that the
committee is
passionate about
Visitors &
Residents: Free
Wi-Fi downtown
Support evening
events- next
anchor attraction
(local & visitor
friendly)
Vibrant tourist
destination
Best way to fund
marketing
services for GIA
Workshops to
support GIA
applicants with
other agencies
Effective help to
non-profits
Understand &
evaluate the way
we handle PR
Next generation
SLO Happenings-
not just an app.
This data was created in response to the above focus question by members of the City of SLO PCC. The center columns are the areas where the most consensus was reached by the most
data produced by the group. The facilitated process utilized was a ToP® Practical Vision Consensus Workshop, a method of the Institute of Cultural Affairs. Facilitator: BethMarie Ward, CTF,
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Prepared by BethMarie Ward, CTF Regenerate Group
Page 6 of 14
VICTORY!
Images of success!
How will we know our plan is successful?
What will be in place in on year? What will
people be saying? What will be happening
because of our actions?
✓ Communication & clear understanding
✓ PCC made a greater difference in the community
✓ Commitment and follow through in our work
✓ PCC knows what they are doing
✓ We’re feeding into the economy
-----------------------------------------------------------------
➢ New category of programs
➢ New appreciation of people
➢ City Pride
➢ San Luis seen as innovative city
➢ Flawless implementation and collaboration
➢ GIA bigger budget
➢ GIA support for recipients
➢ PCC and community partnerships=strong
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Prepared by BethMarie Ward, CTF Regenerate Group
Page 7 of 14
CURRENT REALITY
Internal Strengths
Committee members responsive to collaboration
Diverse viewpoints
City support
Fiscally responsible
Various networking contributions
Thought, deliberate decision making
Molly
Commitment
Internal Weaknesses
Limited budget
City’s budget might soften
Satisfaction funding granted
Possible decreased enthusiasm for existing projects
Lack of ability to pursue projects with less resources
Limited communication with elected
Additional staff support decrease
City capacity/limitation
Committee member turnover = less history
External Opportunities
New relationship with City Council
New relationships with businesses
New events
Informed about new businesses in town for new
opportunities
New programs
Regional Business: Wine/Beer/Spirits
External Threats
Lack of City Council funding/support
Rebellion of established non-profits that might not like
changes
Competition with media and other organizations
Too much success encouraging tourism: local vs. tourists
City limitation
Benefits of Success
Positive city image
Well- rounded cultural offerings
Increased city departmental collaboration
Larger contribution to economic development
More opportunities for business/community engagement
Increased budgets
Internal & external satisfaction
Dangers of Success
Upset non-profits
Setting the bar higher might make it harder to maintain
quality
More funding, less programming quality
More responsibility for PCC and staff
More expectations and visibility requires more time
commitments
Prepared by BethMarie Ward, CTF Regenerate Group
Page 8 of 14
ty of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
➢ Analyze/ review SLO Happenings App projects
➢ Develop and improve marketing plan for GIA events
➢ Create and expand promotions throughout SLO County cities
➢ Survey local businesses to collaborate with them
➢ Identify new community service project in partnership with another city department
➢ Provide support for Downtown Master Plan
➢ Create new, innovative category
➢ Identify possible partnerships and categorize purpose
➢ Establish more effective evaluation method for current programming &contracts
➢ Determine skill set needed for new PCC members & recruit
➢ Develop a communication plan
➢ Prioritize and set budget for long term goals
Action removes the doubt that theory and analysis cannot solve. In signing up to work on a ‘strategic direction’ and scheduling
actions and accomplishments, commitment and realism are brought into the planning efforts. The journey of implementation is
mapped out and steps are decided which will begin the realization of our vision.
This data was generated on February 19, 2017 by the City of SLO PCC Session #3—Strategic Directions and Focused Implementation Workshop facilitated
by BethMarie Ward, Regenerate Group. Data is synthesized by top 7 priorities for Fiscal Year 2017-2018 and color coded by three strategic directions:
1) Updating and Maintaining Current Projects 2) Creating and Establishing New Projects 3) Improving Internal Operations
Ci Strategic Directions focus question: What innovative, substantial actions will deal with our Current Reality and
move us toward our vision?
towards…Improving
Internal Operations
towards…Updating
and maintaining
current projects
towards...Creating and
establishing new
projects
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Page 9 of 14
Prepared by BethMarie Ward, CTF Regenerate Group
FOCUSED IMPLEMENTATION | Priorities | July 2017- August 2018
Focus Question: “What will our specific, measurable accomplishments be for our first year?” We generated Specific, Measurable, Actions, Results
Oriented and Timebound.
This prioritization data was set in the Focused Implementation Workshop on February 19, 2017.
SLO Happenings Review
October
Review GIA Program-
July &
Communications Plan-
July Establish
evaluation
guidelines- July Survey Local Business Community-
August
PCC member skillset
criteria and succession
plan November
Identify new
partnerships January
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Prepared by BethMarie Ward, CTF Regenerate Group
Page 10 of 14
SLO PCC – Timeline—Year One Priorities
Strategic Direction
Project by Priority
Victory July-Sept
2017
Oct-Dec
2017
Jan-Mar
2018
April-June
2018
Resources Needed
Current Projects/
Review GIA
Make
improvements
GIA Support
Launch July
Review existing survey
results
Review current program
components/ application
process
Identify needed
changes
Council
approval
if needed
Implement
changes
PCC
Molly
External Support
Survey data
Budget
Internal/ Evaluation
Process
PCC knows what
they’re doing
Committee has a
clear
understanding
Launch July
Identify who/what we
need to evaluate— July
(PCC)
Create criteria for
evaluation- July (PCC)
Create tool to use for
evaluation- August
(Molly)
Implement
evaluation
Oct(quarter)
(PCC)
Review
program
evaluation
(quarter)
Nov.
(PCC)
Molly
Committee
Internal/
Communication Plan
Communication
Clear
understanding
Follow Through
Launch July
Define the purpose of
the plan- July (PCC)
Form a taskforce to
draft Communication
Plan- July (PCC)
Define who the
Present draft
plan- Oct.
(Taskforce)
Approve &
implement-
Nov. (PCC)
Taskforce & time
Molly
PCC
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Prepared by BethMarie Ward, CTF Regenerate Group
Page 11 of 14
message needs to go
to- July- PCC
Identify what we need to
communicate- July
(PCC)
Write the draft plan
Aug-Sept. (Taskforce)
Current Projects/SLO
Happenings Review
PCC made
difference in the
community
Launch Oct.
Assess current
program based
on needs and
goals
Identify
program
changes
Develop RFP
Complete, release
RFP
Identify contractor
Committee
Molly
Task Force
New Projects/
Survey Local
Businesses &
Community
Feeding into the
economy
PCC made
difference in the
community
Launch Nov.
Develop survey
Develop
stakeholder
database
Release survey
Collect results
Analyze results Survey
Molly
Committee
Stakeholder
New
Projects/Identify
New Partnerships
Communication
and clear
understanding
Launch April
Use survey results
for discussion and
prioritization for
2019
Molly
Committee
Survey results
Internal/ PCC
Member Skillset
Criteria and
Succession Plan
PCC knows what
we are doing
Launch Nov.
Evaluate current
description
Identify areas
for
opportunities
and updates
Committee
participation
and
recruitment
Chair/Vice
Chair
participation
interview/selec
tion
Develop
onboarding
plan
Onboarding
committee
members
Molly
Committee
Council liaisons
Clerk’s office
New members
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Prepared by BethMarie Ward, CTF Regenerate Group
Page 12 of 14
FOCUSED IMPLEMENTATION | 90-Day Implementation Steps | Blank Worksheet
STRATEGIC DIRECTION ACCOMPLISHMENT/ ACTION
INTENT: (ARTICULATE ONCE MORE...WHY ARE WE DOING THIS?) START DATE END DATE
IMPLEMENTATION STEPS (HOW)
1.
2.
3.
4.
5.
WHO WHEN WHERE
COORDINATOR COLLABORATORS/ PARTNERS EVALUATION MEASURES BUDGET NEXT MEETING DATE
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Prepared by BethMarie Ward, CTF Regenerate Group
Page 13 of 14
Recommendations for Keeping the Plan on Track
Strategic planning bears the most fruit when seen as both a planning retreat or event and a continuous process in which the plan is regularly reviewed, evaluated and
refined. The following Quarterly Evaluation flow will be crucial in keeping the City of San Luis Obispo Promotional Coordinating Committee plan “on track” for monitoring
and evaluation purposes.
Quarterly Evaluation and Refinement Sessions:
Check into affirm accomplishments, acknowledge struggles, capture learnings, make adjustments, build anticipation, and establish commitment for the next
quarter.
The face-to-face nature of this event is very important. Memos, emails, and other forms of communication do not allow for adequate team building and
consensus building.
These Quarterly Evaluation events work best if everyone who is involved in the implementation attends. At minimum, those responsible for the
accomplishments should attend quarterly evaluation and refinement sessions
Invisible benefits often include strengthening the organization’s learning process and allows for system-wide adjustment to unforeseen influences that must be
considered.
Annual Planning:
The 4th Quarter evaluation is the time to do a new 12-month plan.
Review the whole year
Develop plan for the next year
Celebrate, celebrate, celebrate!
Proposed Planning Rhythm:
Objectives: Assess accomplishments, plan for the next period; affirm and re-energize individuals and teams
Product/Outcome: Clear tasks and roles for the next period
Quarterly Planning Event Agenda:
Review Vision, Obstacles, Strategic Directions
Evaluation of 90-Day Plans – accomplishments? What didn’t getdone,
blocks, learning, implications
Plan for the next 90 Days – Measurable accomplishments on quarterly
timeline, 90-day action plan for each accomplishment
Annual Planning Event Agenda
Review Vision, Obstacles, Strategic Directions
Evaluation of 90-Day Plans – accomplishments? What didn’t getdone,
blocks, learning, implications
Development of measurable accomplishments for next 12 monthson
quarterly calendar
Plan for next 90 Days (first quarter, new year)
City of San Luis Obispo Promotional Coordinating Committee Strategic Plan Report, March 2017
Prepared by BethMarie Ward, CTF Regenerate Group
Page 14 of 14
The Facilitator
Thank you for this opportunity to work with you all and congratulations on your plan!
Kind regards,
-BethMarie Ward, Regenerate Group
Please contact us at:
BethMarie Ward, MA, CTF
Regenerate Group
www.regenerategroup.com
bmw@regenerategroup.com
612-210-5657
1
City of San Luis Obispo
Promotional Coordinating Committee Annual Planning Retreat
February 24, 2018
Facilitated by Regenerate Group, BethMarie Ward, MA, CTF
www.regenerategroup.com
Overarching Question of the Day:
"What can the PCC do that is our own, unique value added to our City Council,
Residents and Visitors?"
1. We agreed as a group that this was our overarching question for the day,
and that it may not be answered completely by the end of the day, but that
our conversations and work would be directed towards eventually
answering this question.
2. We also agreed that as we were coming to the end of our first year of
implementing the strategic plan, our next step for 2019 is defined in the
strategic plan as Strategic Direction #2: “Creating and establishing new
projects that are innovative and relevant to our community.”
3. We established that to answer the overarching question of the day, we first
needed to take a step back and answer this question: "What should we
consider as we move towards identifying and developing our new initiative?”
This question would serve as our guide to develop a framework for our
new project or initiative, keeping in line with our Practical Vision in the
strategic plan: “Our vision is to continuously strengthen external
relationships and enhance programming that is relevant to the needs of our
community highlighting our unique regional economy and natural
resources.” By staying true to our vision, we developed values within our
framework which will be integral to our new signature project/initiative.
2
Name/ My
Positive Value
PCC is Currently
Doing Well
Needs
Improvement
Idea or
Suggestion
John: A small local
business
perspective
The new GIA
program
Awareness of
what/who we are
Another series of
resource fairs
Jill: History &
encouragement to
change & support
from outside
Committed to
process &
dedicating time to
plan
Always be open to
new ideas- explore
“pie in the sky” can
be great
Talk about what
PCC is and what
we do
Dana: new
perspective
Recruiting new
members
Being known
throughout the
community
Look forward to
some learning
history and group
perspective
Zoya: outsider
perspective/ new-
ish to SLO
Analysis &
reflection
Reaching a broader
audience. How can
more people know
about us?
Taking more risks
Dan: long time
resident- good and
bad
Polite debate on
issues
Generating new
programs
Whose role is it?
Mayor & cultural
activities- is it our
role?
Sasha: young
family perspective.
Open & honest-
always speak my
mind and know
where I stand
Committee
members are
respectful. GIA.
What main areas
we want to focus
on to support the
PCC mission?
Campaign focused
on downtown
retail, not just
events. Automatic
water fill stations
and clean
bathrooms, even if
you have to pay
Matt: Tourism
perspective &
willingness to
experiment
Following
strategic plan
We need a clear
vision of where we
want to go
Something that
increases
awareness
(signage/ free
public wi-fi)
signature project
Diana: New
perspective
Personal
Commitment
Structure Way to create new
energy. Mindful
movement.
Molly: Organization
& focus
Great evaluations
of projects & new
changes
Diversify work Look beyond
events
3
Review the Strategic Plan in small groups. Answer the following questions about assigned
section: What stands out? What are the successes & challenges? What no longer seems
important/relevant? What is still important?
Practical Vision
Stands Out Successes/Challenges No longer
relevant
Still Important
• External
relationships
• Increased
awareness
• Program evaluation
• Effective GIA
Program
• Enhanced
community
engagement-GIA
• New, vibrant
projects
• Increased
awareness
• Community
engagement
beyond GIA
Victory & Current Reality
Stands Out Successes/Challenges No longer
relevant
Still Important
• Commitment
• GIA Support for
recipients
• Partnership w/
TBID
• Overall PCC scope
of responsibility
• Community
partnership
beyond GIA
recipients
• Buy in from City
Leaders, sit in PCC
meetings
• Do more for
residents, not just
tourists
• Owning an app
• Being more
than just event
support
• Event support
• Being good
stewards of the
budget
Strategic Directions & Focused Implementation
Stands Out/
Successes
Challenges No longer relevant Still Important
• SLO
Happenings
• GIA
• Program
evaluation
• Recruitment
• Linkages to local
businesses & city
dept.
• Being pro-active
(rather than just
reactive)
• Communications
plan
• Everything els
4
Our Framework for Developing Our New Project/Initiative
Our Focus Areas Our Values & The Givens Improve the Way
We Meet
Action Steps
1. Community Focus
2. Regional Economic
Development-
Markets/ Positioning
of SLO
3. Visitor Experience-
(Currently Doing
Well)
✓ Sustainability
✓ Diversity/Welcoming
✓ Budget conservative
✓ ROI
✓ Direct benefit to the
Community
(residents)
✓ Implement
measurable results
✓ Providing on-going
conversation
✓ Communicating
value consistently
✓ DT Plan—PCC feed
✓ Inspiration & Passion
➢ Engagement
➢ Accountability
➢ Time
management
➢ Task Forces
➢ Presentations
➢ Creativity
Research
Study
Survey
Committee
Homework
Business
Community
Engagement
Department
Do a
Presentation
at Our
Meetings
Mayor’s
quarterly
meeting