132 Chapter One – Lesson Two

Lesson Two : Strategy formulation and development

We are constantly asking Indigenous communities to give energy to colonial processes. To me, unless you are working to give the land back, any work that is being done is the continuation of colonization.

Most First Nations want to do this themselves. They don’t want an outsider coming in and planning for them.

Indigenous decision-making process, yes. The term “planning” doesn’t convey the process which is undertaken in a community. The decision-making process is one of consensus building.

Planning in [Canada] needs to learn from Indigenous peoples’ approaches and tools for defining their futures… At the same time, planners in [Canada] need to learn to advocate for this Indigenous-defined future by influencing the external political and planning environment through professional planning and political alliances. ^[1]

For thousands of years, Indigenous individuals have been engaged in their own planning. Their distinct perspectives have enabled Indigenous communities to establish themselves in a self-directed manner or have the ability to make decisions. Traditional planning remains prevalent in Indigenous territories and societies, both prior to colonialism and in contemporary times. A variety of First Nations have developed their individual land use plans, and those residing in the northern regions are drafting plans which are applicable to their Traditional Territory under the Far North Act regulations.

Indigenous Peoples hold a wealth of resources, stories, and planning experience. The uniform conventions imposed by outside planners often result in Indigenous communities being perceived as homogenous, but in reality, planning can vary greatly between them. Indigenous community members who hold planning positions have a deep connection to the plans they create that goes beyond a 9-to-5 job. These individuals may hold a variety of titles such as project managers, coordinators, lands managers, and lands governance directors. They are well-organized with established networks, but are often underrepresented in the wider planning community.

The focus on professional planners should shift from engaging Indigenous Peoples to empowering and respecting their ways. Many Indigenous communities already have their own plans, but may need assistance from professional planners in achieving their goals, particularly when dealing with bureaucracy and funding constraints. The dysfunctionality of the current system is particularly troubling given substandard living conditions in some Indigenous communities. Urban Indigenous populations in Canada are diverse and require support from Friendship Centre and Indigenous service providers to foster connections and relationships with the wider community.

Key Components of Strategy Formulation and Development

1. Vision and mission: The vision and mission statements lay the foundation of any strategic plan. These statements define the overall purpose of the organization, its values, goals, and aspirations. It can also include the holistic and cultural vision for the community.

2. Environmental analysis: Conducting a thorough analysis of the internal and external business environment helps identify opportunities and threats, as well as strengths and weaknesses of the organization. The analysis includes factors such as political, economic, technological, social, and legal factors.

3. Setting goals and objectives: Based on the analysis, the organization needs to create realistic goals and objectives that are specific, measurable, achievable, relevant, and time-bound. These goals should be aligned with the organization’s vision and mission.

4. Formulating strategies: Strategies are the means of achieving the organization’s goals and objectives. Based on the goals and objectives, the organization needs to choose the most relevant strategies that would help it achieve its goals.

5. Implementation: Once the strategies are finalized, they need to be implemented effectively. This may require restructuring the organization, creating new policies or procedures, or investing in new technology.

6. Monitoring and evaluation: Regular monitoring and evaluation help ensure that the strategies are working effectively. This may require collecting and analyzing data, conducting surveys, or evaluating feedback from stakeholders.

7. Review and adjustment: As the organization’s internal and external environment changes, the strategies need to be reviewed and adjusted accordingly. This ensures that the organization remains relevant and competitive in the market.

Operational Plan

An operational plan is a document that outlines the specific actions, resources, and timelines needed to achieve the goals and objectives of a business or organization.

It includes details on:

• how tasks will be completed,
• who will be responsible for them,
• and what resources will be required.

An operational plan may cover a single department or function, or it may be a comprehensive plan that covers the entire organization. It serves as a roadmap for the day-to-day operations of a business, and helps managers monitor progress and make adjustments as needed to ensure that the organization is on track to meet its goals.

A well-defined operational plan section contains all the critical pieces. You want to think about:

• Who is responsible for a specific task or department?
• What are the tasks that need to be completed?
• Where will these operations take place?
• When should the tasks be completed? What are the deadlines?
• How will the tasks be performed? Is there a standard procedure?
• How much is it going to cost to complete these tasks?

Critical Elements of an Operational Plan

The critical elements of an operational plan include:

1. Objective: The objective of the operational plan should be clearly defined to guide the decision-making process.

2. Organizational structure: The operational plan must outline the organizational structure, roles, and responsibilities of each team member.

3. Resources: The operational plan must outline the resources needed for the organization to achieve its objectives, including financial, human, and physical resources.

4. Timeline: The operational plan should outline the timeline for achieving the objectives, including milestones and deadlines.

5. Performance metrics: The operational plan must include performance metrics to track progress.

6. Risk management: The operational plan needs to identify potential risks to achieving the objectives and provide a plan to mitigate them.

An operational plan is a detailed blueprint that outlines the specific activities, resources, and timelines required to achieve the strategic objectives of an organization. The critical elements of an operational plan may vary depending on the nature of the organization and its goals, but here are some common elements:

1. Objectives and Key Results (OKRs): Clearly defined objectives and measurable key results that align with the overall strategic goals of the organization.
2. Action Plans: Specific tasks and activities that need to be executed to accomplish the objectives. These plans should outline responsibilities, deadlines, and resource requirements.
3. Resource Allocation: Identification and allocation of the necessary resources such as human resources, budget, equipment, and materials needed to accomplish the objectives.
4. Timeline and Milestones: A well-defined timeline that includes key milestones and deadlines for different phases of the operational plan. This helps in tracking progress and ensuring timely completion of tasks.
5. Performance Metrics: Establishing performance metrics and key performance indicators (KPIs) to measure progress and evaluate the success of the operational plan. This may include metrics related to productivity, quality, customer satisfaction, financial performance, etc.
6. Risk Assessment and Mitigation: Identifying potential risks, challenges, and obstacles that may impact the successful execution of the operational plan. Developing strategies and contingency plans to mitigate these risks and ensure smooth operations.
7. Communication and Collaboration: Establishing effective communication channels and mechanisms for collaboration among team members, departments, and stakeholders involved in the operational plan.

To support decision-making and ensure the successful implementation of the operational plan, the following information and decision-making support is typically required:

1. Accurate and Timely Data: Relevant and up-to-date information about the organization’s resources, capabilities, market conditions, customer needs, and other factors that may impact the plan’s execution.
2. Performance Tracking and Reporting: Systems and processes to track and report progress against the predefined objectives and KPIs. This helps in identifying areas of improvement and making informed decisions.
3. Financial Analysis: Financial data and analysis to assess the budgetary implications of the operational plan. This includes cost projections, revenue forecasts, return on investment (ROI), and other financial metrics.
4. Stakeholder Feedback: Feedback and input from internal and external stakeholders who are affected by or have a vested interest in the operational plan. This helps in understanding their expectations, concerns, and suggestions for improvement.
5. Decision Support Tools: Utilization of decision support tools and technologies such as data analytics, simulation models, and forecasting techniques to analyze complex scenarios, evaluate alternatives, and make informed decisions.
6. Continuous Monitoring and Evaluation: Regular monitoring and evaluation of the operational plan’s progress and outcomes. This allows for timely adjustments, corrective actions, and learning from successes and failures.

Overall, an operational plan requires a combination of strategic thinking, effective resource management, performance measurement, risk assessment, communication, and decision-making support to achieve its desired outcomes.

Supported Decision Making

To support decision-making and information gathering, an operational plan should include:

1. Data collection plan: A data collection plan will define what data should be collected and how it will be used.

2. Performance management tools: Performance management tools help to track the organization’s progress and identify areas for improvement.

3. Communication plan: A communication plan will outline how information will be shared between team members, stakeholders, and partners.

4. Feedback mechanisms: Feedback mechanisms, such as surveys or evaluations, should be included to gather insights from stakeholders.

5. Risk assessment tools: Risk assessments help to identify potential risks and develop mitigation strategies to reduce their impact.

6. Financial management tools: Financial management tools are essential to manage the resources needed to achieve objectives.

The first point is the truth in the area that you’re working: what are the ways Indigenous Peoples have been excluded where the planner is located?

The word that stood out to me was “stakeholder” in reference to Indigenous Peoples. That is like a box that needs to be checked during project management. It’s derogatory to Indigenous Peoples. Indigenous Peoples hold the rights to the land that we are planning.

Duty to Consult: consider the term. Being told you have to consult. Do you even care about what this relationship is supposed to be? Almost like two different languages being spoken.

Indigenous Peoples don’t need to be guided into a process; they already have a process. Integrate into that.^[2]

Supporting Indigenous Decision Making

According to a UN report in 2023;

Across the world, Indigenous Peoples face serious challenges, with their lands and resources threatened, their rights undermined, and their persistent vulnerability to marginalization and exclusion.  Young indigenous peoples are helping to fight back.

They are leaders in the global climate action movement.  They advocate justice and equality, celebrate their cultures, advance human rights and raise awareness of indigenous history and issues around the world.  And, learning from their elders, they ensure the continuity of indigenous cultures, wisdom and identities far into the future.

Indigenous knowledge and traditions are deeply rooted in sustainable development and can help to solve many of our common challenges.  It is therefore vital that young Indigenous Peoples, both women and men, are involved in decision-making.  The choices made today will determine the world of tomorrow.

So, let us reaffirm our commitment to guaranteeing the individual and collective rights of young indigenous peoples as well as supporting their engagement in global dialogues and decision-making.  And together, build a better future for us all. (UN, 2023)

References

1. Indigenous Planning Perspectives Task Force Report – Ontarioplanners.ca. (n.d.). https://ontarioplanners.ca/OPPIAssets/Documents/OPPI/Indigenous-Planning-Perspectives-Task-Force-Report-FINAL.pdf
2. United Nations. (n.d.). Consent, participation of indigenous peoples in decisions affecting them vital to advancing their rights, Special Rapporteur tells Third Committee | UN press. United Nations. https://press.un.org/en/2017/gashc4203.doc.htm