+1 862 207 3288 Development of a Strategic Plan
Paper instructions:
Develop a strategic plan, based on the Uclulet FN example given in your assigned reading (Module 4 Jim Pealow reading), using the Stoney Valley FN data provided.
The information needs to be presented in a clear and accessible manner. The document should not exceed 5 pages of text. Your plan should include the following:
Section A
Introduction, which introduces the objectives you desire in the creation of a strategic plan.
Strategic statements: both a vision and a mission statement
Goals for your community.
Values you would like to apply to your community.
Strategies that match the goals set out in #3
Conclusion to tie together objectives, goals and strategies for your community.
For this section, please see the “Sample Mission and Vision statements,” “Sample Band Council Mandate,” and “Sample Priorities” worksheets on the FNFP weksb site available at http://www.fnfp.ca/wel_fr.htm under Tools > Planning Cycle.
Section B
Using the PESTO scan model discussed in this Module, evaluate your community’s political, economic, social, technological and other factors to assess where your community needs are, and what your goals should be based on.
Please complete the “Prioritization Criteria” worksheet available at http://www.fnfp.ca/wel_fr.htm under Tools > Planning Cycle.
POLS 322: Aboriginal Management and
Administration
Learning Module 4: Strategic Planning for Aboriginal
Communities
Developed by: Murray Long and
Shane Gauthier, Harvard University – Aboriginal Management
Revised by Nicole Wegner
Overview
The aim of this module is to promote understanding of strategic planning in Aboriginal
communities and from a circumpolar perspective. This module presents the concept
of strategic planning for Aboriginal communities and its components. It will introduce
keys to success in the strategic planning process. The PESTO (Political Economic
Social Technological and External areas) scan demonstrates a process through
which to evaluate a community. This module also introduces you to an Aboriginal
strategic planning model, which will give you the practical and theoretical framework
within which you can develop your own strategic plan for a community or agency.
There will be a discussion of the importance of evaluating a strategic plan once it has
been developed and actualized. Th e resources and energy placed on a
comprehensive strategic plan will yield many benefits to the children, youth and
families of First Nations’ communites. Strategic planning should be employed by
agencies and for all sectors of a community .
This module wi ll give you an introduction to the theoretical aspects of strategic
planning and its practical applications. The three cycles (planning, budgeting, and
accountability) presented in the First Nations Fiscal Program ( www.fnfp.ca ) are
presented and discussed. To apply the knowledge in the module, students will
complete their first of three case study applications with a “mock First Nations ” data
set.
Module Objectives
At the conclusion of this module, you should be able to do the following:
1. Apply basic knowledge of strategic planning in Aboriginal communities.
2. Determine the integral components that make up a strong community based
strategic plan.
3. Explore the main problems of developing and implementing a strategic plan.
4. Apprai se a community’s political, economic, social, and technological
capabilities and other external areas in the development of a strategic plan.
5. Dissect the main factors that are crucial to imporoving community well- being
in conditions of rapid change.
4 – 2 Learning Module 4: Strategic Planning for
Aboriginal Communities
POLS 322.3 – Aboriginal Management and Adminstration
Module Instructions
1. Read the module Learning Material.
2. Read the Required Readings.
3. Complete the optional learning activities. Th ese will not be graded but will
enhance your understanding of the course material.
4. Complete review questions and check your answers wi th those provided. If
you have additional questions, please contact your instructor.
5. Complete weekly assignment. Submit as a “.doc” or “.docx” attachment to the
“Assignments” folder on Blackboard. This material will be graded.
6. Post your response to the instructor’s question on the Blackboard discussion
board. This material will be graded.
7. Complete your case study assessment and submit it to the assignments folder
as a “.doc” or “.docx” attachement. This material will be graded.
Required Readings
Pealow, Jim. “Strategic Management and Accountability for First Nations” (Sections
C and D ) Available at
http://www.afoa.ca/acfme/pdf/Strategic_Management_Accountability.pdf
Key Terms and Concepts
• Aboriginal strategic planning model
• Strategic planning
• P.E.S.T.O scan
Learning Module 4: Strategic Planning for Aboriginal Communities 4 – 3
POLS 322.3 – Aborig inal Management and Administration
Learning Material
The Strategic Planning Concept
What is Strategic Planning?
Strategic planning is a long- term, iterative, and future oriented process of
assessment, g oal setting, and decision – making that maps an explicit path between
the present and a vision of the future. It includes a multi – year view of objectives and
strategies for the accomplishment of agency goals. Clearly defined outcomes and
outputs provide feedback that leads to program performance that influences future
planning, resource allocation, and operating decisions. The strategic planning
process incorporates and sets direction for all agency operations. A Strategic Plan is
a formal document that communicates goals, directions, and outcomes to various
audiences, including the Government and the general public. A glossary of commonly
used terms related to strategic planning is included in this module.
Why Strategically Plan?
The ultimate goal of strategic planning is to anticipate and accommodate the future
by identifying issues, opportunities, and problems. Strategic planning for northern
communities serves a number of distinct, though interrelated, purposes:
• to establish community engagement direction in key policy or functional areas
to move away from crisis- driven decision – making;
• to provide a starting point for aligning resources in a rational manner to
address the critical issues facing the state now and in the future;
• to make municipal, provinci al/territorial, and federal governments more
responsive to the needs of northern communities by placing greater emphasis
on benefits and results than on simply service efforts and workload;
• to bring focused issues to policymakers for review and debate;
• t o provide a context to link the budget process and other legislative processes
with priority issues, and to improve accountability for the use of local and
territorial resources;
• to establish a means of coordinating the policy concerns of public officials with
implementation efforts and to build interagency, intergovernmental, and
public/private/nonprofit partnerships; and
• to provide a forum for communication between service providers and the
children, youth and families they serve.
Jim Pealow, in Strategic Management and Accountability for First Nations , discusses
the perils of not planning (17). Organizations that neglect to keep up solid planning
processes can be faced with problems, such as poor organizational definition;
decisions driven by short term budgets , demands, and crises; shifting and unfocused
priorities; and frustration from membership.
4 – 4 Learning Module 4: Strategic Planning for
Aboriginal Communities
POLS 322.3 – Aboriginal Management and Adminstration
Learning Activity 1:
Consider the list of perils put forward by Pealow. Discuss how you think good
planni ng would address those problems.
Top Ten Keys to S trategic Planning Success
There are numerous variables that effect strategic planning. The following are ten
salient considerations for strategic planners:
1. Think of strategic planning as a process, not as an event.
Some managers set aside time to develop and implement their strategic plan.
Unfortunately, they’ll adopt—and communicate—an attitude of “let’s get it
done so we can get back to our real work.” Strategic planning must be
integrated into the day- to – day operations of the organization and/or
commun ity. If the strategies outlined in your plan aren’t what you’re doing day
to – day, you’ve identified the wrong strategies. Conversely, good strategies
become the description of work to be performed. So when people in the
organization “get back to work”, the y are working at accomplishing the
strategic plan.
2. Be prepared to involve individuals beyond the planning team members.
Consider the many ways others can be included in the process. For example:
• Providing thoughts on issues to discuss
• Providing assis tance in gathering pre – planning information
• Developing action plans
• Estimating required resources to accomplish strategies
• Participating in the implementation of strategies
3. Plan the strategy so it is in sync with the budgeting process.
Timing of resource allocation for implementing new processes is critical.
Money must be there so that action plans can be carried out. The Fist Nation
Fiscal Planning Program shows how the planning cycle fits into the budget
and accountability cycles.
4. Gather and share the information necessary to do strategic thinking.
Members of the strategic planning team need to be educated on the
information necessary to do the work they are being asked to do. Develop a
method for gathering and sharing information necessary to each step of the
process. Make sure everyone on the team takes part in this education
process, or else the responsibility will shrink to those “in the know.” Success
of the plan depends, in large part, on the education and training of the team
members.
Learning Module 4: Strategic Planning for Aboriginal Communities 4 – 5
POLS 322.3 – Aborig inal Management and Administration
5. Hold team meetings away from the office/community and its
accompanying interruptions .
It is not okay for leaders to be continually called away from team meetings.
Commitment to the process means willingness to shut off cell phones and
beepers for the duration of the meeting. This is particularly important for top
leaders of the organization/community.
6. Allow sufficient time.
Make sure each discussion has the necessary depth of thinking to be
strategic. Planning is a long- term investment. Properly performed, it will pay
back its investment costs many times over.
7. Allocate sufficient budget dollars.
Change or growth requires investment, that is, it requires sufficient budget
dollars to achieve real results.
8. Gain agreement on a roadmap for the strategic planning process.
Follow a specific strategic planning model, and stick to it. Don’t pick and
choose parts of it that you want to do; do ALL of it. Each aspect of the model
is there for a reason, and each point in the process leads to the success of
the next. Have a skilled facilitator lead the planning sessions. You and your
team take responsibility for content, and let the facilitator lead the process.
Members of the team are too close to the process to facilitate meetings. An
outside professional facilitator is a great investment in making sure the
process stays on task and on time. He/she provides an accountability
structure, which is often very useful.
9. Conduct a preparation workshop for planning team members.
A strategic planning preparation workshop is a great way to build knowledge,
enthusiasm and commitment to being part of the team. During this workshop,
team members learn about their roles and expectations for the process. It’s
also a great opportunity for team and relationship building.
10. Limit the scope of the Plan.
The biggest mistake that corporations, organizations, and communities of all
types and sizes make in their strategic planning is that they take on too much
at one time. Overly ambitious plans lead to frustration, and ultimately failure.
Every strategic planning book, consulting firm, and web site you ever find on
the subject will agree on this point: Have no more than 5 – 10 objectives in the
plan. The best news about this is that when your plan works, you can always
move on to more objectives i n the next planning cycle.
P.E.S.T.O. Scan
To begin the process, one first needs a foundation of information that can be used by
the planning team to start the process. First of all, there is some basic information
such as past budgets, funding agreements, financial statements, program
reports/statistics /evaluations and population projections. Also it is worthwhile to
review Council minutes to assess what issues have continually come up as well as
where it was agreed that action should be taken in the fut ure.
4 – 6 Learning Module 4: Strategic Planning for
Aboriginal Communities
POLS 322.3 – Aboriginal Management and Adminstration
Once historical information is gathered, the team begins the process of evaluating the
context of the current environment by looking at community issues, social problems,
barriers to the growth of the community/organization, etc. We do this through
conducting a P.E.S.T.O. scan—which means we analyze the political, economic,
social, technological and other external areas. These factors are all part of the
community/organization’s current reality.
It is important before using PESTO to clearly identify the subject of the analysis.
Possible subjects may include areas like economic development, extraordinary
customer service, increased housing, or decrease in high school drop outs. If the
focus is blurred when doing a PESTO analysis a blurred picture is pro duced.
Describe the subject of the PESTO clearly enough so that people contributing to the
analysis and those viewing it will understand the PESTO assessment and
implications.
After PESTO it is a good idea to engage the team in a discussion that results in a
summary of implications and conclusions they have made as a result of the historical
perspective and PESTO analysis. This will then lead you to the next part of the
process, which will be the Mission Statement.
Aboriginal Strategic Planning Model Components
The Aboriginal strategic planning model may have but is not limited to the following
five components:
1. Vision, mission, and philosophy
Agency’s Vision – an inspiring view of the preferred future .
Agency’s Mission – The reason for an agency’s existence.
Agency’s Values/Philosophy – The expression of core values and principles
for the conduct of the agency in carrying out its mission.
2. External and internal Assessment
The “SWOT” analysis is intended to evaluated key factors that influence the
success o f an agency in achieving its mission and goals . This refers to
strengths, weaknesses, opportunities and threats and will be discuss further
below.
3. Create the Plan
• Goals – G eneral ends toward which the state directs its efforts.
• Benchmarks – S pecific perfor mance indicators and targets used to assess
progress at the statewide level in achieving statewide goals.
• Objectives and outcome measures – Clear targets for specific action and
the quantified results or impacts of that action.
• Strategies, output, efficien cy, and explanatory measures – Methods to
achieve goals and objectives and the quantified end products,
proficiencies, and descriptive indicators of the agency’s efforts.
Learning Module 4: Strategic Planning for Aboriginal Communities 4 – 7
POLS 322.3 – Aborig inal Management and Administration
4. Implement the Plan – Develop Action Plans
• Detailed methods for implementing the strategies (to be developed and
maintained by agencies, but not included as part of their strategic
planning submissions).
5. Evaluate the plan.
Note: Evaluation of the plan will be covered in a later module.
Evaluating the Environment
The ultimate goal of any s trategic planning process is to be successful in creating
sustainable changes that improve communities/organizations and their people.
One of the biggest concerns of strategic planning teams is that they may spend time
and effort on a plan that isn’t executed and that they may fail to deliver on the
promises of the vision. To avoid disappointing outcomes the team needs to put effort
into evaluation, also known as “due diligence. ” They need to establish milestones and
know exactly what reality is all along the way. There are a number of evaluation
processes that can be used, and this section is devoted to exploring those we believe
lead to the best results.
The P.E.S.T.O. scan previously described gets the planning started. It serves as both
a brainstorming technique and a basis for evaluation. From that starting point we
move on to the S.W.O.T. analysis, the identification of Key Success Factors, and
evaluation of the resources needed to implement the plan.
Strengths (Internal)
Strengths are internal factors or features which enhance the effectiveness of the
community/organization; things we do well or qualities which will help in achieving the
future vision. From a planning standpoint, identifying strengths provides an inventory
of capabilities around which the community/organization’s development can be
structured. Strengths include skills, abilities, talents, and the organization’s positive
traits and characteristics. The strategic plan’s goals must be based on the strengths
of the organization/community ! To identify strengths, you may want to ask these
questions:
• What are we good at?
• What do we do particularly well?
• What are we known for?
• What are some unique or differentiating positive factors about us?
Next, follow up with these questions to verify this assessment of strengths:
• How do we know that we’re good at these things?
• How do we verify these strengths?
• What credibility do these measurements have?
Be patient, and enjoy the outcomes that come from helping people build on their
strengths.
4 – 8 Learning Module 4: Strategic Planning for
Aboriginal Communities
POLS 322.3 – Aboriginal Management and Adminstration
Weaknesses (Internal)
The process of identifying weaknesses is the same as for identifying strengths, only
just the reverse (and not nearly as much fun!) Here are some questions to ask for
brainstorming weaknesses:
• What aren’t we good at?
• What are our weaknesses?
• What are the gaps/missing links in our skills, abilities, and talents?
• What do others see as weaknesses? (Ouch! But necessary)
Again, verify what is being identified. Are you sure this is true? Watch out that you’re
not being hard on the community/organization for old information that used to be true,
but no longer is. However, be candid about the facts.
• How do we know these weaknesses are true?
• What/who says so? What credibility do they have?
• What measurements confirm these weaknesses?
Opp ortunities (External)
Of all the four aspects of the SWOT analysis, this is where the majority of time and
effort should be spent. This is the “high pay- off” area that identifies where your efforts
can have the biggest impact. To identify opportunities, co nduct a brainstorming
session. Write down all ideas on a flipchart, and allow no editorial comments or “yes,
buts” at this point. Post the flipcharts with the mission and vision statements, PESTO
analysis, along with those sheets listing strengths and weak nesses for reference. To
generate the brainstorm, begin by asking these questions:
• Based on the mission and vision of the organization/community, what are the
opportunities?
• Based on the strengths of the organization/community, what are the
opportunities ?
• Based on stakeholder s ’ /customer s ’ needs, what are the opportunities?
• Based on the external market, what are the opportunities?
The opportunities brainstorm is generally a fun, exciting, and uplift ing exercise. It is a
time when members of the team get to share their ideas for what is possible.
Sometimes these ideas represent long- time, fervently wish ed dreams for the
organization/ community. These ideas are to be welcomed with respect and
appreciation. Don’t be concerned if the opportunities list seems too “blue sky” and
unrealistic.
Learning Module 4: Strategic Planning for Aboriginal Communities 4 – 9
POLS 322.3 – Aborig inal Management and Administration
Threats (External)
Listing threats gives team members a place to be “realistic, ” and to voice their fears
and concerns. Conduct another round of brainstorming, this time to address issues
that threaten forward progress. S ome of the questions that can be asked are:
• What are the threats to achieving our mission and vision?
• What issues do you see as “de- railers” or “stoppers”?
• What are the threats coming from our competitors?
• Based on our weaknesses, what are the threats to success?
• In what ways could the execution of the vision fail?
The Fiscal Planning Cycle and Its Three Sub- C ycles
The Firs t Nation Fiscal Planning Program ( www.fnfp.ca) presents a comprehensive
set of tools for First Nations which integrates planning and priority setting (from
strategic planning activities) with the band’s budgetary processes and its
accountability processes. Shown are three cycles which flow alongside each other
throughout the fiscal year . As well, a calendar or timeline is provided that sets out
how the different processes fit together.
Figure 4 – 1 illustrates the overall fiscal planning cycle. The cycle and the resources
provided on the web site were developed with the unique needs of First Nations i n
mind. The goal of this system is to coordinate the budgeting process with the
planning for the future (i.e. strategic plans) and ensure accountability to both the
community and government funding agencies . The three activities—planning,
budgeting and accountability —come together to make up a fiscal planning framework
or cycle.
4 – 10 Learning Module 4: Strategic Planning for
Aboriginal Communities
POLS 322.3 – Aboriginal Management and Adminstration
Figure 4 – 1 : The Fiscal Planning Cycle . Source: Permission granted from original course author Murray
Long. Adapted from First Nation Fis cal Planning Program web site http://www.fnfp.ca/
Figures 4- 2, 4 – 3, and 4 – 4 illustrate the planning, budgetary and accountability cycles
respectively . Information on each of the elements within the cycle can be accessed
on the FNFP w eb site by clicking on that element . As well, the FNFP web site
illustrates how all of these activities fit together within a fiscal year with the “Monthly
Planner. ”
Budgetary
– ensure s the org – anization
makes effective use of its
resources
Accountability
– provides feedback into
plans for the new fiscal year
Planning
– establishes the goals and
prioirities of the
community; justifies
spending allocations
Learning Module 4: Strategic Planning for Aboriginal Communities 4 – 11
POLS 322.3 – Aborig inal Management and Administration
Figure 4 – 2 : Planning Cycle. Source: Permission granted from original course author Murray Long.
Adapted from First Nation Fis cal Planning Program web site http://www.fnfp.ca/
Figure 4 – 3 Budgetary Cycle
Figure 4 – 3 : Budgetary Cycle. Source: Permission granted from original course author Murray Long.
Adapted from First Nation Fiscal Planning Program web site http://www.fnfp.ca/
4 – 12 Learning Module 4: Strategic Planning for
Aboriginal Communities
POLS 322.3 – Aboriginal Management and Adminstration
Figure 4 – 4 : Accountability Cycle. Source: Permission granted from original course author Murray Long.
Adapted from First Nation Fiscal Planning Program web site http://www.fnfp.ca/
Learning Activity 2:
Go to the FNFP website (www.fnfp.ca) and pull up the 12 month fiscal planning
calendar . Explore why the planning activities in the FNFP fiscal calendar start in
November and end in March . How do they fit in with the budgetary and accountability
activities?
Conclusion
Strategic planning is for all communities. Northern communities have specific
challenges and opportunities when it comes to planning meaningfully,
comprehensively and strategically. One plan will not fit all com munity or agency
needs. However, by understanding the components of a good, well thought out
strategic plan you will be able to construct and tailor your own strategic plan to best
actualize your community’s vision and mission statements. Planning strategically
does not need to be laborious nor complicated; it does, however , have to truly reflect
your community’s political, economical, social and cultural fab ric. Strategic planning
can be and should be a fun and dynamic process that involves children, Elders, youth
and families to ensure that the community reaches its full potential.
Discussion Questions
Instructor will post weekly questions on Blackboard.
Learning Module 4: Strategic Planning for Aboriginal Communities 4 – 13
POLS 322.3 – Aborig inal Management and Administration
Review Questions
1. How does strategic planning apply to Aboriginal communities?
Strategic Plan is a formal document that communicates goals, directions, and
outcomes to various audiences, including the Government and the general
public. Strategic planning should be part of all organizational planning, but
specifically for Aboriginal communities who are often geographically distant
and culturally unique, strategic planning establishes community engagement
in policy making, makes all levels of government more responsive to unique
needs of Northern communities, improves accountability in the use of
local/territorial resources, and establishes better coordination between
community, government, and non- governmental agencies.
2. What are some integral components that make up a strong community based
strategic plan?
When developing a strong strategic plan, it is important to include a
vision/mission/philosophy for the community. It is helpful to include non -planning team members in the content and preparation of the plan, as well as
ensuring the strategic plan is aligned with the budgeting cycle of the
community. Most importantly, a strategic plan should be specific: it is
recommended to limit the plan to 5 – 10 main objectives that are reasonable
targets based on the comm unity’s budget and administrative capacity. Using
the P.E.S.T.O scan can assist in developing a realistic foundation to build a
strategic plan from.
3. What are the main problems of developing and implementing a strategic plan?
Generally, when developing and implementing strategic plans it is important to
ensure goals, missions, and policies are realistic, not overloaded with details
or technical language, specific, measurable, and relevant to the community.
Failure to make the strategic plan accessbile, comprehensible, or without
measurable goals are common problems associated with the development
and implementation of a strategic plan.
4. What are factors crucial to improving community well- being in conditions of
rapid change?
Strategic planning helps communities to be proactive instead of reactive in
their policymaking. During times of rapid social change, having a strategic
plan allows for organizational definition, provides continuity between changes
in government or community institutional leadership, and ke eps goals focused
on needs rather than dictated by budgets. Pealow notes that important factors
in community well- being include organizational transparency in decision
making, disclosure of administrative processes and redress mechanisms such
as appeals. Maintaining accountability is of utmost importance to retaining
community well – being.
4 – 14 Learning Module 4: Strategic Planning for
Aboriginal Communities
POLS 322.3 – Aboriginal Management and Adminstration
Glossary
A ction Plans: detailed methods of specifying how a strategy is implemented. Task
specification includes staff assignments, material resource allocations, and sc hedules
for completion. Action plans separate strategies into manageable parts for
coordinated implementation of goals and objectives. Action plans specify detailed
cost and expenditure information and are often referred to as “operational plans” or
“imple mentation plans.”
A gency Goals: the general ends toward which agencies direct their efforts. A goal
addresses issues by stating policy intention. Goals are both qualitative and
quantifiable, but not quantified. In a strategic planning system, goals are ranked for
priority. Goals stretch and challenge an agency, but they are realistic and achievable.
A gency Mission: the reason for an agency’s existence. It succinctly identifies what
the agency does, why, and for whom. A mission statement reminds everyone —the
public, the Governor, legislators, the courts, and agency personnel —of the unique
purposes promoted and served by the agency.
A gency Philosophy: the expression of core values and operating principles for the
conduct of the agency in carrying out its missi on. It describes how the agency
conducts itself as it does its work.
B udget Structure: th e framework used by an agency in preparing its request for
legislative appropriations. The budget structure usually consists of goals, strategies,
measures, measure definitions, and other items of appropriation included in the
agency’s strategic plan. Only elements in an approved budget structure may be used
by an agency as items in its request for appropriations.
E xternal/Internal Assessment: an evaluation of key factors that influence an
agency’s success in achieving its mission and goals. Detailed evaluation of trends,
conditions, opportunities, and obstacles directs the development of each element of
the Strategic Plan. This type of assessment should be heavily quant itative. Key
external factors may include economic conditions, population shifts, technological
advances, geographical changes, and/or statutory changes. Key internal factors
include management policies, resource constraints, organizational structure,
auto mation, personnel, and operational procedures.
I nputs: the resources, including human, financial, facility, or material, that an agency
uses to produce services.
O bjectives: clear targets for specific action. They mark interim steps toward
achieving an age ncy’s long- range mission and goals. Linked directly to agency goals,
objectives are measurable, time- based statements of intent. They emphasize the
results of agency actions at the end of a specific time.
O utcome Measures: i ndicators of the actual impact or effect on a stated condition or
problem. They are tools to assess the effectiveness of an agency’s performance and
the public benefit derived there from. An outcome measure is typically expressed as
a percentage, rate, or ratio.
O utput Measures: tools, o r indicators, to count the services and goods produced by
an agency. The number of people receiving a service and the number of services
delivered are often used as measures of output.
Learning Module 4: Strategic Planning for Aboriginal Communities 4 – 15
POLS 322.3 – Aborig inal Management and Administration
P.E.S.T.O. S can : a brainstorming technique and a basis for evaluation that looks at
the political, economic, social, and technological areas of a community.
S trategic Planning: a long – term, future- oriented process of assessment, goal
setting, and decision- making that maps an explicit path between the present and a
vision of the future; that relies on careful consideration of an organization’s
capabilities and environment; and that leads to priority – based resource allocation and
other decisions.
S trategies: methods to achieve goals and objectives. Formulated from goals and
obje ctives, a strategy is the means for transforming inputs into outputs and,
ultimately, outcomes, with the best use of resources. A strategy reflects budgetary
and other resources.
V ision: an inspiring picture of a preferred future. A vision is not bound by time,
represents global and continuing purposes, and serves as a foundation for a system
of strategic planning. A community’s vision depicts an ideal future for the people of
that community and the contributions its members need to make to actualize that
v ision.
References
First Nation Fiscal Planning Program. http://www.fnfp.ca/
Supplementary Resources
Gathering Strength – Canada’s Aboriginal Action Plan/Progress Report.
http://www.inac.gc.ca/news/jan99
Maniwaki First Nation. Kitigan Zibi Anishinabeg Strategic Plan 2000. Quebec: n.p.
2000.
Palermo, F., 2003. First Nations Community Planning Model. Halifax, Nova Scotia:
Cities & Environmental Unit and Wagmatcook First N ation.
PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET AN AMAZING DISCOUNT 🙂
