Report: Results from Long-Term Sustainability Planning ... · Report: Long Term Sustainability Planning Session for Dèslîn Development Corporation • Reviving our Economy (Phase

Report:Results from Long-Term Sustainability Planning Session in Teslin, February 22, 23 and 24th.

Prepared By: Lesley Cabott, Stantec Consulting April 15, 2016

Prepared for:Dèslîn Development Corporation

Report: Long Term Sustainability Planning Session for Dèslîn Development Corporation

Table of Contents

1.0 Introduction ........................................................................................................................................... 3 2.0 Background ........................................................................................................................................... 3

2.1 Document Review and Background Work ................................................................................. 3 2.2 Planning Objectives ......................................................................................................................... 4 2.3 Planning Process ............................................................................................................................... 5

3.0 Results ...................................................................................................................................................... 6 3.1 Day One ............................................................................................................................................. 6

3.1.1 Mission ............................................................................................................................................. 6 3.1.2 Visioning ......................................................................................................................................... 6 3.1.5 Values ......................................................................................................................................... 7

3.2 Day Two .............................................................................................................................................. 8 4.0 The Results - Goals .............................................................................................................................. 10

4.1 Strategic Direction 1 .................................................................................................................. 10 4.2 Strategic Direction 2 .................................................................................................................. 10 4.3 Strategic Direction 3 .................................................................................................................. 10 4.4 Strategic Direction 4 .................................................................................................................. 10 4.5 Strategic Direction 5 .................................................................................................................. 11

5.0 The Plan ................................................................................................................................................ 11 6.0 Implementation Plan ......................................................................................................................... 13

6.1 Strategic Direction 1: Support small businesses and entrepreneurship .......................... 13 6.2 Strategic Direction #2: Maintain existing partnerships and create new partnerships to maximize benefits to Teslin, the region and its people. ................................................................... 14 6.3 Strategic Direction #3: Maximize and build on Teslin’s community assets - both the natural and the built. .............................................................................................................................. 15 6.4 Strategic Direction #4: Ensure long term financial sustainability for the Dèslîn Development Corporation. ................................................................................................................... 16 6.5 Strategic Direction #5: Lead the delivery of community projects. ................................. 17

Acknowledgements and Next Steps .......................................................................................................... 18

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1.0 Introduction

We began with the end in mind.

The Dèslîn Development Corporation (DDC) Board of Directors, their key staff and representatives from the Village of Teslin (VOT) and the Teslin Tlingit Council (TTC) met for 3 days in February, 2016 at the Cultural Center in Teslin to develop a long term sustainability plan to guide resources and priorities over the next five years. This report summarizes the activities and the key outcomes from the planning session. The results from this report have informed the Long Term Sustainability Plan, which will be published as a separate document and shared with the community and DDC’s partners.

Lesley Cabott facilitated the three – day planning session and is the main author of this report. The contributors to the development of the plan are:

Eric Morris, Chair Peter Johnston Gord Curran Marian Horne Jim Smarch Reg Clark

Deborah Dupont (Community Economic Development Coordinator) Brad Stoneman (Board Consultant) Shelley Hassard (CAO Village of Teslin Doug Hogan (Teslin Tlingit Council) Claire Anderson, Legal Counsel (Day 2)

The report is organized in the following sections:

1.0 Introduction 2.0 Background 3.0 Planning Process 4.0 Results 5.0 The Implementation Plan

2.0 Background

The Dèslîn Development Corporation was created in 2012 as a non-profit community economic development agency. The Teslin Tlingit Council (TTC) is the sole member of the corporation. The DDC generates money from contracts it manages on behalf of the Village of Teslin (VOT), TTC and Yukon Government. The DDC serves all Teslin Tlingit people, regardless of geographic location and all people living in the Teslin Tlingit traditional territory by creating jobs and supporting economic opportunities in the Teslin area. DDC board members include both TTC and non TTC members.

The Village of Teslin and the Teslin Tlingit Council have a long and successful history of working together for the benefit of the community. Joint planning exercises, regular leadership and administrative meetings as well as provision and delivery of shared services have created respectful and meaningful relationships which positively impact the community, the residents and TTC members.

2.1 Document Review and Background Work

The DDC has prepared reports, newsletters and plans; as well as participated in a number of planning processes that support and guide the work of the Board. In preparation of the 3-day planning session the following documents were reviewed by Lesley Cabott:

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• Reviving our Economy (Phase 1, July 2011) • Teslin Joint Community Development Plan 2015 – 2015 (April, 2015) • Dèslîn Development Corporation Annual Reports (2013 -2014, 2014 – 2015) and Funding

Request (2014 – 2015) to TTC • Bylaw No. 1 • A Notable Deed – 10 Year Business Plan • Teslin Yukon – Your Guide to Resources • Dèslîn Development Corporation Newsletters (Fall 2014 and Summer 2015)

In addition to reviewing the documents listed above conversations with Eric Morris, Gord Curran, Brad Stoneman and Deborah Dupont were held to confirm the objectives and desired outcomes of the planning session.

2.2 Planning Objectives The key objectives for the planning session were to assist the Board in creating a long term sustainability plan for the corporation which details priorities for the short (18 months) medium (3 years) and longer term (5 years and beyond); and to develop an implementation strategy.

The board members shared their desired outcomes which became the key objectives. The objectives included:

• Clear vision/direction • Understanding mandate • Set goals and objectives • Set foundation • All marching together to the same beat • Clear path • Define • Working together and defining the direction for DDC as a team • Identify what is success • Define DDC role in community • Come away with a common understanding • How to implement/accomplish - timing • Realistic • Steps - road • Priorities • Clarity • Understand who we are here to help • Identity

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Figure 1Planning Process Diagram

2.3 Planning Process The planning process was well informed, fluid, and engaging. The Board members worked well together both in groups and as the Board. Discussion was open and honest which supported learning, sharing and new ideas. Decisions were made by consensus (fist to five). The Board has completed a number of plans and studies that supported and informed this work, (noted in Section 2.1). The Board is competent at planning; the Board now has the foundation and capacity to move beyond planning. The Board during the planning process expressed their desire to move beyond the planning and into implementation. Day 1

• Welcome and Prayer • Introductions • Process Review • Team Building • Review of past work of Deslin Development Corporation • Discussion of future opportunities - (Joint Community Development Plan) and Discussion • Mission – reaffirmed • Visioning – News/Magazine Front Page Story

o Gallery Walk o Top Themes

• Development of Strategic Directions • Closing

Day 2

• Opening Prayer and shared reflections • Agreement on Strategic Directions

Strategic Directions

Goals

Values Ha Kus Teyea

Vision

Implementation Plan

Mission

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• Strengths, Weaknesses, Opportunities and Threats (SWOT) o Gallery Walk –identify areas of focus (dots) o Confirm Gaps and Assets to facilitate the development goals

• Development of Goals • Closing

Day 3

• Opening Prayer and shared reflections • Review and confirm goals • Develop Implementation Plan

o Action, Who, Timing Result • Identify Priorities (dots) • Reflections and closing

3.0 Results

3.1 Day One The first day was focused on team building, the current state, upcoming opportunities, who and what the Board is (Mission) and what the Board wants to achieve (Vision). Building on this work the Board identified five Strategic Directions that guided the work of Days 2 and 3. Building on existing work the Mission was confirmed.

3.1.1 Mission The foundation of any ‘strategic plan’ is the mission statement. The mission statement is a clear and concise statement defining ‘what we are here to do’. The Dèslîn Development Corporation fosters strong economic, environmental and culturally sustainable community development opportunities.

3.1.2 Visioning Using the ‘magazine/newspaper front page’ group visioning exercise the key elements of the vision were determined. The Board worked in two groups, each creating a front page. The front pages were shared and then the participants did a gallery walk and identified their top elements. A fist to five, consensus exercise was carried out and the theme and vision elements recorded.

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3.1.3 Theme and Vision Elements

• Working together • Community Development • Moving forward – implementation

and seeing results • SERV –economic opportunities lens • Sustainable • Leadership and Community – linked

and lead • Community • Partners – TTC VOT AND DDC

3.1.4 Vision –5 Year The vision statement is one of the most important components of a strategic plan. It is future focused and aspirational. The vision aligns the mission, strategies, goals and resources to ensure the Board and staff are ‘all pulling in the same direction’. Working together to diversify the economic base of Teslin.

3.1.5 Values To ensure the plan and the strategic directions can be implemented the plan needs to reflect DDC’s values. The roundtable session with the Board and staff identified the following values that are used to guide the DDC and will guide the long-term sustainability plan. The values are

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framed by Ha Kus Teyea (the Teslin Tlingit way).

• Respect • Commitment • Integrity • Honour • Holistic • Transparent • Accountable • Reliable • Understanding • Community focus

• Contemporary • Loyal • Connected • Flexible • Nimble • Perseverance • Visible • Responsive • Durable • Understanding

3.1.6 Strategic Directions From the past work of the Board, the upcoming opportunities, the Mission, Theme and Vision the five strategic directions were developed.

1. Support small businesses and entrepreneurship 2. Maintain and create partnerships to maximize benefits to Teslin 3. Maximize and build on Teslin’s natural and built community assets. 4. Ensure long term financial sustainability 5. Lead the delivery of community projects

3.2 Day Two The second day began with a short recap of day one and confirmation from the Board the planning session was going in the right direction. The facilitator reviewed with the Board the strategic directions. Consensus was achieved and the next exercise was a SWOT analysis to assist in identifying the gaps and assets to achieve the vision and strategic directions. 3.2.1 SWOT Analysis The SWOT analysis was completed together followed by an individual gallery walk to prioritize (with dots). A group exercise was then used to identify operational and strategic considerations. The Board considered the strategic items only. The following gaps and assets informed the development of the goals. Assets Partners Strong First Nation Team Approach Skills in the community The Board The people/citizens The work and planning that has been done Tourism Natural environment Utilizing the expertise

Gaps Public Perception Lack of community representation Understaffed Lack of capacity Buy in of the citizens Lack of understanding of the DDC Could lose funding Change of support and staff Maxed out Loss of confidence Election – change of government

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4.0 The Results - Goals Reflecting and referencing the work that was created and shared by the Board and their guests, the following goals were developed. Some wordsmithing (minimal) was done post planning session.

4.1 Strategic Direction 1 Support small businesses and entrepreneurship.

1. The Dèslîn Development Corporation will establish relationships with lenders to assist small businesses in Teslin to access capital and investment dollars.

2. The Dèslîn Development Corporation will provide and facilitate business planning support to small businesses.

3. The Dèslîn Development Corporation will create network working opportunities for small businesses.

4. The Dèslîn Development Corporation will assist small businesses, entrepreneurs and artists to identify business opportunities.

4.2 Strategic Direction 2

Maintain existing partnerships and create new partnerships to maximize benefits to Teslin, the region and its people.

1. The Dèslîn Development Corporation will ensure its existing partnerships with the Village of Teslin and the Teslin Tlingit Council are maintained.

2. The Dèslîn Development Corporation will examine opportunities to create new partnerships to deliver maximum benefits to Teslin.

3. The Dèslîn Development Corporation will build the Teslin Brand to promote community economic development.

4.3 Strategic Direction 3 Maximize and build on Teslin’s community assets - both natural and built.

1. The Dèslîn Development Corporation will update the Teslin Resource Directory as part of building the Teslin Brand to market Teslin as great place to live, work and play.

2. The Dèslîn Development Corporation will work with its partners to identify all the community assets and the associated opportunities.

3. The Dèslîn Development Corporation will work collaboratively with its partners to ensure a Dèslîn Development Corporation Board Member is a member of the Joint Community Development Planning Committee.

4. Dèslîn Development Corporation will coordinate community capacity to facilitate the implementation of community development projects.

4.4 Strategic Direction 4 Ensure long term financial sustainability for the Dèslîn Development Corporation.

1. The Dèslîn Development Corporation will implement and monitor this Long Term Sustainability Plan.

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2. The Dèslîn Development Corporation, through it planning, actions, and positive impact to the community will justify to its partners the value for long-term financial support and investment from its partners.

3. The Dèslîn Development Corporation will integrate and consolidate the community development plans in their role as Community Development Champions.

4.5 Strategic Direction 5 Lead the delivery of community projects.

1. The Dèslîn Development Corporation will prepare criteria to examine community and economic benefits associated with the management of projects.

2. The Dèslîn Development Corporation will provide a Project Management Capacity Development Program to increase the capacity of the DDC to deliver projects.

3. The Dèslîn Development Corporation will update, promote and share their project management framework with other communities and development corporations to celebrate success and generate profit for the DDC.

4. The Dèslîn Development Corporation will work to ensure their partners and the community continues to have confidence in the DDC.

5.0 The Plan

‘As advised by our Elders, "Begin with the End in Mind" and so as we set out on this building wealth journey of helping to build a strong, healthy and vibrant economy for our citizens that live within our Teslin TLINGIT Council Traditional Territory’. Eric Morris, Chair of the Dèslîn Development Corporation.

Mission The Dèslîn Development Corporation fosters strong economic, environmental and culturally sustainable community development opportunities. Vision The Dèslîn Development Corporation is working together to diversify the economic base of Teslin. Strategic Directions 1. Support small businesses and entrepreneurship 2. Maintain and create partnerships to maximize benefits to Teslin Maintain existing partnerships

and create new partnerships to maximize benefits to Teslin, the region and its people. 3. Maximize and build on Teslin’s natural and built community assets. 4. Ensure long term financial sustainability 5. Lead the delivery of community projects

Strategic Direction 1 Support small businesses and entrepreneurship.

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1. The Dèslîn Development Corporation will establish relationships with lenders to assist small businesses in Teslin to access capital and investment dollars.

2. The Dèslîn Development Corporation will provide and facilitate business planning support to small businesses.

3. The Dèslîn Development Corporation will create network working opportunities for small businesses.

4. The Dèslîn Development Corporation will assist small businesses, entrepreneurs and artists to identify business opportunities.

Strategic Direction 2

Maintain existing partnerships and create new partnerships to maximize benefits to Teslin, the region and its people.

1. The Dèslîn Development Corporation will ensure its existing partnerships with the Village of Teslin and the Teslin Tlingit Council are maintained.

2. The Dèslîn Development Corporation will examine opportunities to create new partnerships to deliver maximum benefits to Teslin.

3. The Dèslîn Development Corporation will build the Teslin Brand to promote community economic development.

Strategic Direction 3 Maximize and build on Teslin’s community assets - both natural and built.

1. The Dèslîn Development Corporation will update the Teslin Resource Directory as part of building the Teslin Brand to market Teslin as great place to live, work and play.

2. The Dèslîn Development Corporation will work with its partners to identify all the community assets and the associated opportunities.

3. The Dèslîn Development Corporation will work collaboratively with its partners to ensure a Dèslîn Development Corporation Board Member is a member of the Joint Community Development Planning Committee.

4. Dèslîn Development Corporation will coordinate community capacity to facilitate the implementation of community development projects.

Strategic Direction 4 Ensure long term financial sustainability for the Dèslîn Development Corporation.

1. The Dèslîn Development Corporation will implement and monitor this Long Term Sustainability Plan.

2. The Dèslîn Development Corporation, through it planning, actions, and positive impact to the community will justify to its partners the value for long-term financial support and investment from its partners.

3. The Dèslîn Development Corporation will integrate and consolidate the community development plans in their role as Community Development Champions.

Strategic Direction 5 Lead the delivery of community projects.

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1. The Dèslîn Development Corporation will prepare criteria to examine community and economic benefits associated with the management of projects.

2. The Dèslîn Development Corporation will provide a Project Management Capacity Development Program to increase the capacity of the DDC to deliver projects.

3. The Dèslîn Development Corporation will update, promote and share their project management framework with other communities and development corporations to celebrate success and generate profit for the DDC.

4. The Dèslîn Development Corporation will work to ensure their partners and the community continues to have confidence in the DDC.

6.0 Implementation Plan

6.1 Strategic Direction 1: Support small businesses and entrepreneurship

Goal #1: The Dèslîn Development Corporation will establish relationships with lenders to assist small businesses in Teslin to access capital and investment dollars.

Action Responsibility Time Result

Identify Potential Lenders Staff Medium List Contact Potential Lenders Staff and Board Medium Interested lenders Develop Relationship with Lender Staff and Board Medium Goal achieved

Goal #2: The Dèslîn Development Corporation will provide and facilitate business planning support to small businesses

Action Responsibility Time Result Identify elements and tools Staff Short Toolkit available

on website Identify potential partners to deliver courses

Staff Short Network of partners

Develop small business marketing package

Staff Short Resources available

Monitor Staff Short Celebrate and adapt

Goal #3: The Dèslîn Development Corporation will create network working opportunities for small

businesses

Action Responsibility Time Result Identify potential partners to hold forums and public discussions with

Staff Medium Partners

Coordinate and deliver small business events on a regular basis

Staff Medium Schedule of events

Host a major public event on small business

Staff and Board Medium Successful event

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Goal #4: The Dèslîn Development Corporation will assist small businesses, entrepreneurs and artists to identify business opportunities.


Inventory small business operators (and artists) in Teslin

Staff Short List of businesses

Identify potential opportunities Staff and Board Short New business opportunities identified

Complete gap analysis and develop strategy

Staff and Board Short Successful new businesses

6.2 Strategic Direction #2: Maintain existing partnerships and create new partnerships to maximize benefits to Teslin, the region and its people. Goal #1: The Dèslîn Development Corporation will ensure its existing partnerships with the Village

of Teslin and the Teslin Tlingit Council are maintained.

Action Responsibility Time Result Continue with Project Steering Committee Meetings

DDC, TTC, VOT (staff)

Ongoing Minutes of Meetings

Regular meeting and updates with the Board, Executive Council of TTC and Council of VOT

DDC, TTC, VOT Ongoing Calendar of meetings

DDC attend VOT and TTC Breakfast Meetings

Staff/Board member DDC, TTC and VOT

Ongoing Communication is maintained/improved

Goal #2: The Dèslîn Development Corporation will examine opportunities to create new partnerships to deliver maximum benefits to Teslin.

Action Responsibility Time Result Seek new partners Board and Staff Ongoing More partners Select based on positive benefits to Teslin Board and Staff Ongoing New partnerships

and agreements Goal #3: The Dèslîn Development Corporation will build the Teslin Brand to promote community

economic development.

Action Responsibility Time Result Publish this Plan Staff 1st Quarter Booklet to

distribute to community members and partners

Update Teslin Resource Directory – include the benefits

DDC, VOT, TTC (staff)

Short Distribute in territory and nationally

Hire and branding company to do a branding exercise

DDC (lead) with VOT and TTC

Short Recognizable Teslin Brand

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6.3 Strategic Direction #3: Maximize and build on Teslin’s community assets - both the natural and the built.

Goal #1: The Dèslîn Development Corporation will update the Teslin Resource Guide as part of building the Teslin Brand to market Teslin as great place to live, work and play.


Issue RFP and hire consultant Staff and consultant

Short Webpage

Identify/list services, funding, opportunities, benefits (e.g. subdivision, taxes)

DDC, TTC,VOT, Public

Short Webpage

Hold public meetings with DDC, TTC, VOT to develop the brand

DDC, TTC,VOT, Public

Short Resources to do projects

Goal #2: The Dèslîn Development Corporation will work with its partners to identify all the

community assets and the associated opportunities.

Action Responsibility Time Result Inventory the TTC, VOT and natural assets Staff Long Inventory of

community assets Complete a user risk assessment

Staff Long Evaluated for risk

Identify potential opportunities and develop gap analysis and strategy

Staff, Board and public

Long New opportunities identified

Goal #3: The Dèslîn Development Corporation will work collaboratively with its partners

to ensure a Dèslîn Development Corporation Board Member is a member of the Joint Community Development Committee


Request representation on the Committee

DDC Chair Short Joint Community Development Plan Committee

Goal #4: The Dèslîn Development Corporation will coordinate capacity to facilitate the

implementation of community development projects.

Action Responsibility Time Result Inventory community members skills and certifications

Staff and community members

Medium Inventory of community capacity

Assess community projects against skills needed for projects and identify training and mentoring requirements

DDC, VOT and TTC Staff

Medium Training needs identified

Work with Yukon Government to lengthen planning process to respond with appropriate capacity to deliver projects

DDC Board, VOT Council, TTC

Medium New opportunities identified

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6.4 Strategic Direction #4: Ensure long term financial sustainability for the Dèslîn Development Corporation.

Goal #1: The Dèslîn Development Corporation will implement and monitor the Long Term Sustainability Plan


Publish and distribute high quality copies of the Long Term Sustainability Plan

Staff 1st quarter Document

Develop a report card and monitor plan

Staff Short Report card

Update plan as needed and report to partners

Board and staff Ongoing Regular agenda item

Review Plan Annually

Board and staff Yearly Revised Plan

Goal #2: The Dèslîn Development Corporation, through it planning, actions, and positive impact to the community will justify to its partners the value for long-term financial

support and investment.

Action Responsibility Time Result Present Report Card to the partners at General Assembly, Community Meetings, and Executive Committee

Board Chair, Vice Chair and Staff

2016 Report Card

Publish newsletter – highlight successes and awards

Staff and Executive Committee

2016 Raised awareness in the community

Create and share with partners DDC’s financial plan/workplan

DDC Finance and staff

2016 Transparency and accountability to Teslin

Goal #3: The Dèslîn Development Corporation will integrate and consolidate the community development plans in their role as Community Development Champions.


Collect and consolidate all the community development related reports and plans

Staff Medium Consolidation

Identify what is relevant to DDC and within DDC’s capacity

Staff and Board Medium Priorities

Facilitate(champion) the implementation

Staff and Board Medium Champions of community development

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6.5 Strategic Direction #5: Lead the delivery of community projects. Goal #1: The Dèslîn Development Corporation will prepare criteria to examine community and economic benefits associated with the management of projects.


Develop an excel spreadsheet for a point based evaluation criteria to evaluate small projects

Staff Medium Criteria

Goal #2: The Dèslîn Development Corporation will provide a Project Management Capacity

Development Program to increase the capacity of the DDC to deliver projects

Action Responsibility Time Result Develop mentorship model Staff Short Mentorship

program Find funding for mentorship model Board Short Funding Identify potential candidates Staff, Board and

partners Short Program

implemented Implement mentorship program Staff and Board Medium Trained Project

Managers

Goal #3: The Dèslîn Development Corporation will update, promote and share their project management framework with other communities and development corporations to celebrate

success and generate profit for the DDC. Action Responsibility Time Result

Update framework Staff Medium Framework that can be shared with other communities

Create Project Management Team

Staff Medium Team

Identify communities that need Project Managers and deliver service

Staff and Project Managers

Medium Profit

Goal #4: The Dèslîn Development Corporation will work to ensure their partners and the

community continue to have confidence in the DDC

Action Responsibility Time Result Regular communication with partners and community

Board Regular Community and partners aware

Hold public meetings on projects

Board As needed Informed residents on opportunities

Hold meetings with contractors to ensure maximum economic benefit to community

Board and staff As needed Economic benefits

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Acknowledgements Thank you for the opportunity to work with the Dèslîn Development Corporation. Teslin is a beautiful community and an excellent example of culture and collaboration. The Long Term Sustainability Plan is a dynamic and living document. The delivery of the projects and the implementation of this plan are based on budgets and work plans by other governments.

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Documents

Report: Results from Long-Term Sustainability Planning ... · Report: Long Term Sustainability Planning Session for Dèslîn Development Corporation • Reviving our Economy (Phase