Showing posts with label vision. Show all posts
Showing posts with label vision. Show all posts

Wednesday, August 27, 2008

See a need for "Visioning"?

With more and more articles (and public comments) such as this published everyday in Hampton Roads, in print and online, it only reinforces the dire need for a community-wide, grassroots "Visioning" process.


From the pages of the Daily Press:


Tolls and more
Leasing the bridges and tunnels will get you only so far

August 26, 2008

Dwight Farmer has a long-standing habit, inconvenient for tax-a-phobic public office-holders, of sticking to the facts when it comes to roads and transportation. Recently he showed up before the Williamsburg City Council, true to form.

And what he said is worth contemplating, especially as the Labor Day weekend traffic jams loom.

Tolls won't get Virginia out of its congestion problems, said Farmer, executive director of the Hampton Roads Planning District Commission. Not by themselves. And not without some driver pain and political pushback when the tolls get implemented.

Yes, leasing infrastructure is one way to get a public-private push behind road building. The state essentially subcontracts its tolling authority and lets a private business handle the toll collections, thereby providing a revenue stream to build and maintain highways.

And tolls are paid by the users, which is the right principle for road-funding.

But to tout tolls as the be-all and end-all, the easy way to the bright, far side of a darkening tunnel of congestion? No, says, Farmer. You can't get there from here just by tolling. The state — that means the taxpaying public — is going to have to put up some major dough.

And that's the part many state legislators pray to avoid — avoid like the plague, in fact, because they have consistently held out the absurd proposition that you get new roads built without the bother of new taxes.

Now it's going to get more problematic, as news rolls out of significant revenue shortfalls in the state budget. And that means shortfalls for everything, not just roads. With education funding now in direct competition with road needs, along with other state priorities, the overall situation promises to be strained, indeed.

Further, with highway maintenance needs digging deeper into the state budget, Virginia may lose its ability to draw down federal matching highway funds, perhaps as soon as 2014.

Even if fiscal life at the state Capitol was all roses and sunshine, the heavy lean on road tolling has a half-life that can be measured by the amount of time it will take drivers to figure out they're still paying the bill.

In order to romance road leasing, state legislators have loudly referred to "private funding," while whispering the part about "big tolls." Farmer calculates that if the Hampton Roads Bridge Tunnel had been built and maintained by tolls alone, adjusting for inflation, drivers today would be forking over $10 every time they crossed.

Or, how about the proposed re-building of Route 460 along the south side of the James River between Petersburg and Suffolk? As once envisioned, passenger cars would pay $10-$12 each way, with trucks paying $30. And the state would still have to throw in another $50 million per year to finish the project.

What does Farmer predict, failing a big push on road funding by the state?

"Eventually we'll lose economic connectivity between the Peninsula and South Hampton Roads, and they will develop as two separate areas," he said.

Now, there are some in Williamsburg and even lower on the Peninsula who wouldn't mind that. But such fragmentation spells less and less political power, and less and less economic power.

That is not a formula for prosperity.

# # #

Be sure to read the comments, too, to gauge the range of public sentiment, at least the vocal ones, on topics such as this. Now, we need to find out how everyone feels, not just the vocal few.

Special note to commenter Reid: "flying cars"? sounds a little like the chaos of the movie "The Fifth Element", huh? :-)

Want to know more about "Visioning", leave your comment here with an email address and I'll share!

To share this post, here is a short URL: http://tinyurl.com/Visioning1

Sunday, August 17, 2008

Inspirations on Visions, Reputations and Getting My Own Way


Some quotes I love and that are very apropo with my current projects...

  • "If you can dream it, you can do it." - Walt Disney, US cartoonist & movie producer
  • "Always forgive your enemies - nothing annoys them so much." - Oscar Wilde, Erse dramatist and author
  • "Somewhere, something incredible is waiting to be known." - Carl Sagan, US astronomer and Pulitzer Prize Laureate
I may come from a "Chevrolet" family, but Henry Ford had his act together, hence these favorite quotes:
  • "Quality means doing it right when no one is looking."
  • "You can't build a reputation on what you are going to do."
  • "Don't find fault, find a remedy."
The presidents (and their wives) weigh in with some of my favorites:
  • "To be prepared for war is one of the most effective means of preserving peace." - George Washington, first president of the USA
  • "And in the end it's not the years in your life that count. It is the life in your years." - Abraham Lincoln, 16th president of the USA
  • "Great minds discuss ideas. Average minds discuss events. Small minds discuss people." - Eleanor Roosevelt, wife of president Franklin D. Roosevelt, 32nd president of the USA
  • "It's a recession when your neighbor loses his job; it's a depression when you lose yours." - Harry S. Truman, 33rd president of the USA
  • "Mankind must put an end to war, or war will put an end to mankind." - John F. Kennedy, 35th president of the USA
And, since I have such eclectic tastes, I had to include these from French monarch, Napoleon:
  • "Imagination governs the world."
  • "If you want a thing done well, do it yourself."


And, last, but not least, from one of my personal heroes, Margaret Thatcher:
  • "I am extraordinarily patient, provided I get my own way in the end."

Thursday, September 15, 2005

Strategic Planning Templates E) Balanced Scorecard Approach

For a PDF of this document, click HERE.

YES,
We're talking...
Mission, Vision, Strategy, Objectives, Measures, Targets, Initiatives

Strategic Planning Templates D) Outline

For a PDF of this document, click HERE.

What is Strategic Planning?
A Management Tool
A Way to Focus our Energy
Working towards same Vision
Who we are
What we do
Why we do it
A Way to Focus on the Future


Long Range Planning vs. Strategic Planning
Long Range
A plan for accomplishing a set of goals with the assumption that current knowledge of the future is reliable.

Strategic
Responsive to a dynamic, changing environment. May not always flow smoothly. A Creative Process. Will move forward and back many times before arriving at the final set of decisions.


STEP ONE: MISSION
Mission Analysis
Clarify why the organization exists, who we serve, what is required by those we serve and how those needs are met.

STEP TWO: VALUES
Value Analysis
Take a serious look at the real values that drive our ambitions and desires for the organization. How are these values communicated both internally and externally?

SAMPLE MISSION and VALUES STATEMENT:

Mission Statement
FriendshipIndustries, Inc.
develops and maintains employment and training opportunities for persons with disabilities in integrated work environments.

Values Statement

FriendshipIndustries, Inc.
believes in and values…
Accountability–
to our clients, to our customers, to our community and the global market, to ourselves and to our organization. Everyone takes responsibility for their position and their personal growth at Friendship and beyond. Everyone takes responsibility for the quality products and support services we provide.
Empowerment–
from within each individual and for the organization as a whole. We value self-sufficiency and educating ourselves as well as educating the community on contributions we make.
Innovation–
in our support services and allocation of resources, in our problem-solving capabilities, in our products and services and in future-thinking for our success.
Respect–
for everyone, especially recognizing and understanding individual abilities and challenges.
Shared Corporate Culture–
in all we do, we work cooperatively as a team to achieve excellence for our organizational purpose.

STEP THREE: VISION
Vision Analysis
In a perfect world, what does the organization look like five years from today? How would we best serve our stakeholders and customers?
What…..Not How!


STEP FOUR:
Key Customer Analysis

Major Customers or Customer Groups who are Direct Recipients of the organization’s Products and Services, and whose requirements must be satisfied to successfully accomplish The Mission.

Key Stakeholder Analysis
MajorIndividuals or Entities which have a significant, specific interest in the performance of the organization, and have the capacity to impact the direction of the organization. Stakeholders are usually NOT Direct Recipients of the Organization’s Products or Services.

STEP FIVE: SWOT Analysis or Environmental Scan
We step back and honestly take a look at ourselves, our internal environment and our organizational structure. What are our true Strengths and Weaknesses? How will these effect and influence Key Customers, Stakeholders and ultimately Key Result Areas.
Additionally, examine the external influences on our organization –Locally Regionally –Nationally –Globally. What are the Threats and Opportunities that present themselves and how do we address these as they relate to Key Customers, Stakeholders and Key Result Areas?

Helpful Hint:
When performing SWOT (Strength, Weakness, Opportunity, Threat) or Environmental Scan it helps to look at:
General, Economic, Political and Technological aspects of our environment.

STEP SIX: Key Result Areas (KRAs)
A Major Category of Key Customers/Stakeholders Requirements
These categories must prove to be CRITICAL for us to address to be successful in our Mission. When reviewing KRA’s, review how they align with Mission, Vision and Values. How do our SWOT results influence the KRA’s?
After analyzing the Key Result Areas and finding clarity on each, move on to choose:

STEP SEVEN: CRITICAL STRATEGIC ISSUES
What are the CRITICAL few issues that ABSOLUTELYMUST HAPPEN to move us forward to our Vision?

STEP EIGHT: Strategic Initiatives
The initiatives that will move us from our “Current State” to our “Future State”

STEP NINE: Goals and Objectives
Measurable activities to achieve the Strategic Initiatives that address our Critical Strategic Issues.

What is Strategic Management?
Attention paid to the “Big Picture”.
Willingness to adapt.
Formulation of Future Vision.
Development of a competitive strategy.
Creation of an organizational structure that will deploy resources as needed.

Special Thanks to Tom Hook, Friendship VP-Commercial Operations and Strategic Facilitator Extraordinaire

Strategic Planning Templates B) The Survey

For a PDF of this document, click HERE.

My Vision for ABC Company
Questionnaire

Name _________________
Position _______________
Date ________

1. What do you see as the Mission of our organization?

2. Who are the important customers that we serve today?

3. What are our key products and services?

4. On a scale from 1 to 7, with 7 being the best we could be, how well do you think we are accomplishing our mission? _______
Can you elaborate?

5. What do you think our organization should (not will) look like in five years?

6. How is that different from our current state?

7. What resources do you think we need to make this future state happen?

8. What do you see as the major obstacles to successful Strategic Planning?

9. What present programs or product groups should we abandon?

10. What new and different programs, markets and technologies should we examine?



Other comments?


Remember…..
Focus on the End Result and not the Means to get there.