2018 OP Summer Newsletter

STRATEGIC PLANNING

STRATEGIC PLANNING

2) GOALS INTO ACTION STEPS

DEVELOP STRATEGIES

ORGANIZE GOALS

PRIORITIZE GOALS

OPERATIONALIZE GOALS

1) CONVERTING VISION & STRATEGIES INTO GOALS

MONITOR & EVALUATE OUTCOMES

SCAN THE ENVIRONMENT

DEVELOP GOALS

STATE THE MISSION

IMPLEMENT ACTION STEPS

EXPLORE THE VISION

DEVELOP ACTION STEPS

3) ACTION STEPS INTO OUTCOMES

OUTCOMES

STAKEHOLDER INPUT

EXTERNAL FACTORS

DATA COLLECTION

The strategic planning framework for the Village of Orland Park was designed to be a comprehensive approach. It was structured to include external input and data from a variety of perspectives including stakeholders’ focus groups and two-days of village board and senior management staff workshops. This process of collecting data from both the internal and external environment is a key piece in developing a strategic plan. In addition to being a scan of your environment, the village’s approach provided stakeholders with significant opportunities for positive civic engagement and input. During the workshops, all participants were able to provide input and exchange ideas. While there were differences of opinion at times, different views are not only valuable but are to be expected on particular issues or policies in a governing environment --- this is democracy in action! Throughout the planning process, a picture of the village’s present and future was in strong evidence, as was the desire to positively and proactively to plan for the village’s future.

The village is undertaking a new multi-year strategic plan. Strategic plans are one of the central tools for progressive leadership and management of an organization. The village has entered into an intergovernmental agreement with the Center for Governmental Studies at Northern Illinois University (NIU) to facilitate our strategic planning process. Leading up to the workshop was a series of focus groups with key stakeholders. The purpose of the focus groups was to gain insights on community views, share perspectives/ideas and explore goals/priorities for the workshop. That data will then be aggregated and brought to the board’s workshop. Strategic assessments and long-term planning are hallmarks of progressive organizations and the value of strategic planning continues to be recognized by the professional public and private sector organizations. Strategic planning is a process and not a onetime event and is the preferred approach to guiding the Village’s future. Strategic planning helps leaders become proactive, rather than reactive, and lessens the need to manage crisis by crisis.

Above model generally represents the steps that are taken for this type of initiative.

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WWW.ORLANDPARK.ORG | SUMMER 2018 |