Prof. John Barkai William S. Richardson School of Law University of Hawaii

1. Strategic Planning Prof. John BarkaiWilliam S. Richardson School of LawUniversity of Hawaii

2. Strategic PlanningOrganized and realistic planning for the future of your organization Planning Planning Planning for your tribe, and planning to make a plan

3. Inside the Heads of my Strategic Planning Students By John Barkai

4. www2.hawaii.edu/~barkai Google: John Barkai

5. www2.hawaii.edu/~barkai Google: John Barkai

6. Failing to plan is planning to fail.The more you plan the luckier you get.

7. “For want of a nail, the shoe was lost. For want of a shoe, the horse was lost. For want of a horse, the rider was lost. For want of a rider, the battle was lost. For want of a battle, the kingdom was lost, And all for the want of a horseshoe nail.” Benjamin Franklin

8. Been involved with strategic planning before? Tribal?

10. Can you develop 10 commandments of planning?

11. Herding Cats

12. Cultural Diversity & Differences in Planning You may need to modify these ideas

13. Democracy people have an equal say in the decisions that affect their lives For a list see: http://www.economist.com/media/pdf/DEMOCRACY_TABLE_2007_v3.pdf

14. Why Plan?Why not?

16. We will be known by the tracks we leave behind -- Dakota Proverb

17. Why go through the planning process?- improve your tribe- get a broad range of views- protect yourself for later complaints

18. Everyone plans Soviet Union – Stalin 1928 China – Mao 1953 India - 11th since 1951

19. BUREAU OF RECLAMATION Each tribe is a unique and distinct cultural entity, and they should not be treated as though they are alike. Common misunderstandings include differences in body language, the role of the participants, different cultural views about an issue, or underlying but unexpressed expectations Some Common Differences – Prayers or Blessings Before the Beginning of Meetings English as a Second Language Humor Being Greeted With Silence Attorney's Role Duration of the Meeting - "Indian time" Proper Titles for Tribal Delegates Conflict or Anger

20. Role of elders

21. What do you see?

22. Planning Planning on roaming the neighborhood with your buddies again?

23. What is Strategic Planning? • Strategic planning is the process through which an organization envisions its future and develops the necessary action steps and operations to achieve that future.

24. Where are we now?Where should we go?How will we get there?

25. Will you do it yourself? Do your own brain surgery? Cut your own hair?

26. Will you have a champion of the plan?

27. Don’t bite off more than you can chew

28. If I had six hours to chop down a tree, I'd spend the first hour sharpening the ax George Washington

29. How much planning can your group handle? 2 hour planning session ½ day planning session Full day retreat 2-day weekend planning retreat 2-month planning process 2-year strategic planning process

30. What if you don’t participate in the planning? Plans direct resource allocation

31. How slick? Plain Vanilla Strategic Plan

32. EPA

33. Buzz words of strategic planning

34. Many Approaches to Strategic Planning ... It Depends

35. Chitimacha Tribe 2009-2011 Strategic Plan • WHAT IS A STRATEGIC PLAN? • Simply put, a strategic plan is the formalized roadmap that describes how an organization executes the chosen strategy. • A plan spells out where the organization is going over the coming years and how it is going to get there. • The strategic plan improves performance, because a plan focuses the energy, resources, and time of everyone in the same direction.

36. Chitimacha Tribe 2009-2011 Strategic Plan • The strategic planning effort has been designed to chart that course, provide direction and focus, and also serve as a means to assess Chitimacha Tribe’s current and future services and program offerings and how they advance the strategic direction. • This executive summary provides an overview of the output resulting from a highly participatory strategic planning process with a specific purpose to solicit participant involvement, feedback, and ideas. • The strategic planning effort was designed to result in the following: • • A clearly defined approach and process that will ensure an output of a focused strategic direction. • • A discussion focused on refreshing the current plan and creation of high-level priorities. • • Enhanced planning efforts and alignment of initiatives. • • Tribal membership input into the plan development.

37. Chitimacha Tribe 2009-2011 Strategic Plan • THE PROCESS • First, a thorough analysis of strengths, weaknesses, opportunities and threats was performed through online surveys. These internal and external assessments were given to members of the planning team and staff and could be taken anonymously in order to encourage participation and guarantee confidentiality. The results of these assessments are summarized in the SWOT report included with the deliverables of the strategic plan. • Additional data from the following sources were included in the SWOT process: • • 2001 Strategic Plan • • One-on-One Interviews with Tribal Government Directors • • General Council Survey – all members18 years and older • • One-on-One interviews with elders and youth • • Interviews with the Tribal Council

38. Chitimacha Tribe 2009-2011 Strategic Plan • Strategic planning is a continuous process, resulting in a living breathing document. To develop the plan, the Tribal Council analyzed the information provided via the above sources. With this information, the Tribal Council participated in a two-day planning workshop to develop the goals and objectives to guide the direction of the Tribe over the next two years. This strategic plan was presented to the General Council in June 2009. The plan now moves into the implementation process which is further explained on the follow page.

39. The Generic Planning Process Define current state Analyze trends Define future state Develop plan Analyze gap

40. Strategic Planning Models • Goals-Based • Most common. Works with the vision, mission, and the goals to work toward achieving the mission • Issues-Based • Starts with examining issues that the organization is facing • Organic • Focus is primarily on vision and values • Scenario

41. Components of a Strategic Plan • Vision –Your preferred future • Mission – Why you exist • Core Values and Beliefs –Describes behaviors and ideas that are important to your organization • Strategic Issues –The issues that create a gap between the ideal and reality • Operational Plans –How are you going to achieve your vision?

42. Big Plans • Pre-work - preparation • Public input – interviews / surveys / conferences • Focus Groups / Appreciative Inquiry (AI) • Community feedback meetings • Consultant who leads through early action steps How big is your tribe? Will you talk to everyone?

43. Big Process • Appoint planning committee • Committee meets • Announcement and communications plan • Focus group and individual interviews • Report to planning committee • Retreat for core group to draft VMV statements and strategic directions • Work groups focus on topical areas • Expert panels review the proposed plan and provide feedback • Second draft of plan • Town Hall meeting for feedback and input • 3rd Draft of plan • Final plan approved • Kick off event / conference

44. Strategic Planning Process • Step 1 -Agree on Planning Process. • Customize planning process and manual. • Recruit and prepare a Strategic Planning Committee (SPC). • Step 2 -Conduct a Situation Analysis • Board and key staff interview and surveys. Gather feedback from key external stakeholders. • Step 3 -Strategic Planning Retreat • Provide crucial input concerning Mission, Vision and key strategic issues. • Explore ways for ongoing Board development. • Step 4 –Draft the Plan • SPC finalizes a draft plan, based upon the situation analysis and retreat input. • Explore resource and funding implications of the plan. • Step 5 –Review the Draft Plan with Key Stakeholders • Review the plans with key stakeholders. • Develop buy-in and commitment to implementing the plan • Step 6 –Finalize the Draft Plan • SPC to finalize the plan based on stakeholder feedback. • Develop a budget of key sources and use of funds to implement the plan. • Step 7 - Ratify and Prioritize the Plan. • Ratify the plan at a Board meeting. • Develop initial implementation priorities and performance metrics/process. • Step 8 -Develop an Initial Strategic Implementation Plan • Develop Board and staff annual plans of action on priorities. Address implementation challenges and coordinate action. • Step 9 – Consultant’s Recommendations and Follow-up. • Consultant’s recommendations for ongoing implementation and planning. • 90 day and 1-year follow-up to review progress and address challenges.

47. Mission + SWOT - Leads to your vision

48. SWOT - Leads to your vision Strengths & Weaknesses - Opportunities & Threats

49. Culture Traditional problem-solving ATR is empowering Reinforces benefits of recovery Cultural protocols Community activities Spirituality (SPIRIT) Staff cross-trained ATR increases access ATR helps with personal necessities Ask the community for solutions Some of us don’t know what traditional protocols are How to reintroduce client to culture Voucher system is cumbersome Not enough space or counselors “Council support” Clients trying to “abuse” the system Community sees themselves as impoverished Survival skills may be unhealthy Historical and ongoing trauma European thinking Opioid dependence, pain meds from Indian Health Rocky Mountain Tribal Access to RecoveryStrengthsProblems ATR – Access to Recovery (drug problems)

50. Effects of Historical, Ongoing trauma Closed Systems Becoming a social service agency Unfunded mandates Budget cuts Hard to get data (follow-ups) Ignorance by other agencies of native traditions Capacity issues Involve elders—partnerships/teaching Find out cultural protocols Evolve from Western model to Traditional Clients get their Indian names Technical Assistance from SAMHSA ATR revenue can supplement staffing Send case managers to field Find space for recovery activities Rocky Mountain Tribal Access to RecoveryThreats Opportunities