 Our Services More Information
For further information and a more complete list of our experience in strategic business planning and
visioning, download the following brochure in PDF format:
|
One of the specialities of The RETHINK GROUP is strategic planning and visioning. We have provided
strategies for communities, businesses, systems, and facilities, and helped organizations to focus.
We have also created and delivered first class training resources for communities and organizations
throughout Ontario and across Western Canada. We have made a commitment to nurturing visionary and
strategic leadership, and want to work with organizations and individuals who embrace change, visionary
planning and 'grass-roots' community development.
From our Ontario office, we have completed or are in the process of completing thirty strategic plans and visioning projects. In
Ontario, our interest has mainly been with organizations and communities, with a focus on leisure
services. To the right is a list of sample projects and clients for whom we have completed (or are in the
process of completing) visions and strategic planning assignments.
Visioning and Strategic First Steps
Most of our strategic plans are founded upon a vision or 'big picture look ahead' at what the community,
organization, service or facility could/should look and operate like ten or so years into the future.
Through our quite unique interactive group process, we work with a broad base of stakeholders to gather,
theme and prioritize detailed information about values-based foundations, issues/challenges, and
possibilities and aspirations for the future. The results from all of the sessions with stakeholder
groups are compiled, integrated and sorted to simplify, organize and prioritize the emerging themes.
An in-depth 'picture' of the desired/potential future is then crafted into a 'story' and written as if
it is some date in the future and you are looking back on what has been accomplished and the changes
that have taken place since today. The vision 'story' is written to inspire rather than to directly
recommend.
The strategies that flow from the vision provide the direction, priorities and detailed steps
for each desired action. A vision statement is often created to capture key elements and messages from
the vision 'story'.
The following are eight key features and aspects of a successful visioning and strategic planning process:
- The process must be stakeholder-driven to ensure comprehensive input and enhance by-in.
- There must be full involvement of the senior leadership team.
- The process benefits greatly when led by objective process champions.
- A vision is simply not enough. It must be accompanied by action-oriented strategic directions/priorities to provide a sense of reality, direction and action for the near future.
- The vision/strategy must be rooted in today's reality.
- The vision/strategy must recognize trends and emerging realities.
- The vision/strategy must be both inspirational and tangible.
- The vision/strategy must be formally recognized.
|
Sample Clients and Assignments:
Municipal/Community Visions and Strategic Plans
- County of Lanark, "Vision Lanark" - Looking to the Future - The First Steps Toward a Vision for the County of Lanark (initial project with County Council and senior staff only)
- County of Lanark, Community/Corporate full Strategic Plan (follow-up to the above project)
- County of Norfolk - a community-based vision and strategic plan were prepared as part of the foundation of a new Official Plan for the County, 2004
- City of Kawartha Lakes, Community Strategic Plan, 2008
- SmartGuelph - Building Tomorrow Today - a growth management strategic plan, based on input from over 1,200 residents and other stakeholders
- Guelph Corporate Strategic Plan - Rethink staff assisted the CAO to craft the vision document
- Town of Ajax, Strategic Vision and Key Directions
Parks, Recreation and Culture Strategies
- Township of Oro-Medonte, Strategic Plan for Recreation and Culture Facilities, 2009
- Town of Whitchurch-Stouffville, Leisure Facilities Strategy, 2008
- Town of Whitchurch-Stouffville, Leisure Programming Strategy, 2010
- Town of Whitchurch-Stouffville, Culture Strategy, 2010
- Town of Whitchurch-Stouffville, Volunteer Engagement Strategy, 2010
- Welland Parks, Recreation and Culture Plan - Vision 2025
- Oshawa Parks, Recreation and Culture Strategic Plan - Vision 2020
- Peterborough Strategic Plan for Recreation, Parks and Culture - Vision 2010
- Guelph Strategic Plan for Recreation, Parks and Culture, 1997
- Cobourg Family YMCA Strategic Plan, 1995
- Brockville YMCA/YWCA Strategic Plan, 1996
- Oshawa Senior Citizens Centres "Destination 2010" - a strategy to advance the organization
- Ganaraska Region Conservation Authority, Ganaraska Forest Study and Business Plan
- Mississauga, Strategic Marketing Plan for Parks and Recreation, 1994
- Mississauga Garden Council, Vision Workshop for the Mississauga Public Garden Project - 'Vision 2025'
- Ontario Federation of Snowmobile Clubs, Vision 2005
- Algonquin Snowmobile Alliance, Strategic Business and Marketing Plan
- Trent-Severn Waterway, Strategic Marketing Plan
Visions and Strategic Plans for other Service Areas
- Peterborough and District Chamber of Commerce
- Peterborough-Lakefield Community Police Service, Strategic Business Plans (2004-2006, 2007-2009 and 2010-2012)
- Community Living Peterborough
- Peterborough Heritage Committee
- Peterborough Housing Corporation
- Guelph Services for the Physically Disabled, Vision 2001
- Hospice Peterborough, Strategic Plan
- Junior Achievement of Kawartha-Lakeshore, Vision 2003
- Peterborough Community Access Centre Board, Visioning and Strategic First Steps
- Sir Sandford Fleming College, Centre for Interdisciplinary Studies, Strategic Plan
|
