summary of planning process sessions · for the purposes of next steps in the planning process,...
TRANSCRIPT
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Submitted by Lorna Kibbey Leadership Solutions Page 1 of 26 | March 12, 2020
Strategic Action Planning Summary
Our Mission To provide a safe and happy community for enjoyable retirement living.
Our Vision To be a place where everyone wants to live.
Summary of Planning Process Sessions
February 18, 2020 and March 10, 2020
Prepared by Lorna Kibbey Submitted March 12, 2020
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Submitted by Lorna Kibbey Leadership Solutions Page 2 of 26 | March 12, 2020
Table of Contents
SESSION 1 SUMMARY - February 18, 2020 ................................................................................................... 3
SESSION 1 DELIVERABLES .............................................................................................................................. 4
I WILL BE HAPPY WITH TODAY’S WORK IF . . . .......................................................................................... 4
THE MAIN THING ...................................................................................................................................... 4
Main Thing Group Reports .................................................................................................................... 5
SUCCESS STATEMENT ............................................................................................................................... 5
Success Statement Common Themes ................................................................................................... 6
Success Statement Group Reports ........................................................................................................ 6
HAWTHORNE MISSION AND VISION ......................................................................................................... 7
Mission and Vision Group Reports........................................................................................................ 7
STRENGTHS, CHALLENGES, OPPORTUNITIES, THREATS (SCOT Analysis) .................................................. 7
GOALS ....................................................................................................................................................... 9
Goal Activity Conclusions, Common Themes, Core Areas .................................................................... 9
Goal Activity Group Reports ................................................................................................................. 9
SESSION 1 CONCLUSION ............................................................................................................................. 11
SESSION 2 SUMMARY - MARCH 10, 2020 ................................................................................................... 12
Session 2 Deliverables ............................................................................................................................. 12
The Strategic Action Plan Format ........................................................................................................... 12
The Goal Setting Process ......................................................................................................................... 13
The Activity ......................................................................................................................................... 13
Development of Collective Goals ........................................................................................................ 13
SESSION 2 CONCLUSION ............................................................................................................................. 13
NEXT STEPS – ACTION PLAN........................................................................................................................ 14
ATTACHMENTS ............................................................................................................................................ 15
Attachment 1: Strategic Planning Session 1 Agenda .............................................................................. 16
Attachment 2: Hawthorne at Leesburg Planning Committee Members ................................................ 17
Attachment 3: Strategic Planning Session 2 Agenda .............................................................................. 18
Attachment 4: Strategic Action Plan Template Sample .......................................................................... 19
Attachment 5: Original Group-completed Goal Worksheets ................................................................. 20
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Submitted by Lorna Kibbey Leadership Solutions Page 3 of 26 | March 12, 2020
Hawthorne at Leesburg Strategic Action Planning Session
SESSION 1 SUMMARY - February 18, 2020 Hawthorne at Leesburg is a resident-owned community first established in 1972. The community was
purchased by its residents in 1982. Hawthorne has been a thriving community for many years and is
committed to ensuring their community continues to thrive. To that end, Hawthorne has begun a
Strategic Planning process to guide them in making future decisions and plans.
The first Strategic Action Planning Session was held February 18, 2020. Invited and in attendance
were 27 representatives from the Board, Planning Committee, Club Hawthorne, residents, and staff.
(A copy of the Agenda is Attachment 1. A list of Planning Committee Members is Attachment 2.)
Our session opened with introductions from each attendee. Each person explained their connection
with Hawthorne. It was quickly apparent that the gathered group had abundant knowledge and vast
experience that qualified them to assist in this process.
To begin the session, Peg Copelin welcomed and thanked participants. Following introductions, Jeff
Carr, representing Club Hawthorne and the Planning Committee, provided education on the history
of Hawthorne.
Objectives for the session included:
▪ Define Success
▪ Write a Mission and Vision for Hawthorne
▪ Complete a SCOT Analysis
▪ Discuss Future Expectations
▪ Prepare a Plan for Next Steps
Participants in the session were fully engaged. Deliverables (list below) were created through a
process of contributors’ consensus as explained in this summary report.
▪ Session Expectations – Individuals were asked to give input in the form of “I will be happy with today’s work if we . . .”
▪ The Main Thing – A definition of what is the main focus for Hawthorne.
▪ Success Statement – A definition of what Hawthorne must do to be successful.
▪ Mission Statement – Written by participants through brainstorming and group consensus.
▪ Vision Statement – Written by participants through brainstorming and group consensus.
▪ SCOT Analysis (Strengths, Challenges, Opportunities, Threats)
▪ Goal Recommendations – Small group brainstorming to begin goal development process.
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Submitted by Lorna Kibbey Leadership Solutions Page 4 of 26 | March 12, 2020
SESSION 1 DELIVERABLES
I WILL BE HAPPY WITH TODAY’S WORK IF . . .
We began by asking participants to give input into what they were expecting from the session. Below
are their answers.
▪ There is clarity on issues
▪ There is clarity on our physical growth
▪ We are inclusive
▪ We develop a Mission Statement
▪ We develop a shared vision
▪ What we develop is sustainable
▪ Core areas and objectives are identified
▪ List of priorities becomes known
▪ We develop Values
▪ We discuss communication tools
▪ We have a usable tool for the strategic plan
▪ We work with consideration for our future
THE MAIN THING
Our first task was to identify the “Main Thing.” The Main Thing defines why the organization exists;
what they do; and their purpose. Five separate groups worked to write a one sentence statement of
what they believe this to be for Hawthorne. After each group presented, and after discussion of the
evolving theories, participants worked together to come to consensus. Here is the final definition of
Hawthorne’s main thing.
Hawthorne provides a friendly, attractive, safe, active and
affordable retirement community for resident owners.
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Submitted by Lorna Kibbey Leadership Solutions Page 5 of 26 | March 12, 2020
SUCCESS STATEMENT
We discussed success and how to define success for an organization. Participants were shown
examples of success statements written by other organizations and then asked to define success for
Hawthorne.
Again, five groups worked on defining the standards of success. After each group presented their
work, we industriously went about pulling together similarities from group to group.
After rewrites, small and large group discussion, and healthy debate, here are the Hawthorne
Standards of Success as developed by those in attendance.
Success at Hawthorne means:
▪ We are respected for our community’s quality of life including onsite emergency services.
▪ Our financial and community assets are responsibly managed and transparently reported.
▪ We provide opportunities for open respectful communication between residents, board,
and staff.
▪ We offer generationally inclusive clubs and activities which reflect a flexible range of
choices.
▪ Our residents volunteer to serve Hawthorne in sustaining our lifestyle.
▪ We effectively manage change.
Main Thing Group Reports: These are unedited statements from the five groups. Extended
discussion of these statements resulted in consensus on the finalized version of the Main
Thing. As can be seen, the wording in these first drafts is very similar from group to group.
Group 1: Hawthorne is an affordable retirement community which provides a diverse,
active, comfortable, secure and enjoyable environment for its resident owners.
Group 2: Hawthorne is a unique and historic community with a secure, affordable
serene, and simply active lifestyle that appeals to a diverse population of resident
owners in their retirement years.
Group 3: Maintain a safe sustainable community that promotes an active, kind, caring,
financially secured environment for its members.
Group 4: Hawthorne provides a safe, affordable, attractive, active, community for
residents in a unique enjoyable environment.
Group 5: Maintain and provide ongoing accessibility to unique Hawthorne communal
lifestyle and services.
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Submitted by Lorna Kibbey Leadership Solutions Page 6 of 26 | March 12, 2020
Success Statement Common Themes
Naturally, there were debates on wording. Yet, as the groups worked to come to consensus, it was
clear that each group had developed statements based on the same themes. These themes are
reflected in the Success Statement as written:
▪ Quality of life
▪ Management of financial and community assets
▪ Open and clear communication
▪ Inclusive clubs and activities
▪ Active volunteerism
▪ Change management
Success Statement Group Reports
For the record, here are the statements written by the five break-out groups. This is the raw, unedited
data that we used to come to consensus on the above Success Statement.
GROUP SUCCESS MEANS:
1 ▪ Hawthorne is respected for our community quality of life. ▪ Hawthorne provides service levels to meet our community needs in a fiscally
responsible manner. ▪ Hawthorne financial, environmental, cultural, and community assets are protected
and enhanced. ▪ Hawthorne maintains and effectively uses feedback to be proactive and
responsible. ▪ Hawthorne effectively manages change.
2 ▪ We provide service levels in a fiscally responsible manner. ▪ Stimulate a level of volunteerism to effectively manage HRCA and Club Hawthorne.
3 ▪ Our financial and community assets are responsibly managed and reported transparently to the community.
▪ Our clubs and activities reflect a generationally inclusive, and flexible range of choices.
▪ Volunteerism and participation drives Hawthorne’s success. ▪ Residents and staff operate with mutual respect and cooperation.
4 ▪ Providing opportunities for open, respectful, communication between residents and board, and staff.
▪ Ensuring the financial stability of the community. ▪ Providing the opportunity for volunteerism and activities. ▪ Continuing to maintain Hawthorne’s unique quality of life and levels of security and
safety!
5 ▪ We provide onsite EMT and Fire Protection 24/7 ▪ Proactive community to meet expectations of a changing demographic (i.e.
Pickleball/internet) ▪ We obtain and effectively use feedback to be proactive and responsive.
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Submitted by Lorna Kibbey Leadership Solutions Page 7 of 26 | March 12, 2020
HAWTHORNE MISSION AND VISION
No mission or vision statement has previously existed for Hawthorne. With the work already done to
define the main thing and the standards of success, writing a mission and vision statement was
something this group was able to do without great debate or time spent. Wording, as in other
activities, was challenging but consensus was reached.
HAWTHORNE MISSION
To provide a safe and happy community for enjoyable retirement living.
HAWTHORNE VISION
To be a place where everyone wants to live.
STRENGTHS, CHALLENGES, OPPORTUNITIES, THREATS (SCOT Analysis)
The purpose of this activity was discussed with the group before we began our analysis. Each
individual was invited to record on labeled charts their personal thoughts on strengths, challenges,
opportunities, and threats to the success of Hawthorne. The results are reported here and will be
reviewed at the next scheduled session.
Mission and Vision Group Reports: These are unedited drafts of mission and vision statements from
all five groups. Discussion of these statements resulted in consensus on the final mission and vision
statements.
MISSION Group 1: Residents + Lifestyle = Hawthorne
Group 2: Safe and happy community.
Group 3: Enjoyable retirement living
Group 4: Cooperation + Togetherness = Home
Group 5: Own your retirement.
Group 5: Be the perfect retirement community.
VISION Group 1: Hawthorne: The Haw! Without the thornes!
Group 2: Place where everyone wants to live!!!
Group 3: Surpass your retirement expectations.
Group 3: Make retirement the best part of your life
Group 4: Hawthorne - a retirement community that does it right!
Group 5: Second happiest place on Earth.
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Submitted by Lorna Kibbey Leadership Solutions Page 8 of 26 | March 12, 2020
Strengths • Just the right size • Resident owned • Safety • Marina / club and activities • Lifestyle • EMTs on site • People • Volunteers • Staff • Debt-free established community • Management team • Financial stability • Physical beauty • Location • No pet community • Home services (i.e. internet TV and bus) • Quiet • Value added services • Weather • Reputation • Structure • Involved residents
Challenges • Aging infrastructure • Dollars to pay for plan • Keeping this strategic plan on course • Volunteers • Scheduling activities • Negativism threatens cohesion of
community • Staff • Congestion and area encroachment • Transparency • 100 acres • Gossip • Financial future • Promotion to newcomers • Maintain status quo • Affordable • Communications • People • Realty office • Lack of adequate capital reserves • Volunteer fatigue
Opportunities • To do things you never did • To be active and healthy • New friends • New activities clubs and facilities • 100-acre expansion • More golf cart access to retail/services • Untapped member
background/experience • Expansion • Volunteer • To maintain our infrastructure • Grow closer as a unit • Community comes together in creating
and executing this plan • Lifestyle • Solar installation • People moving to Florida • Model community for environmental
efforts
Threats • Infrastructure • Villages • Water • High maintenance fees • Aging • Government regulations • Hurricanes • Aging community infrastructure • Regulations • Congestion • People • Volunteer fatigue • Economy • Aged membership infrastructure • Older water and sewer pipes • Medicare/SSN • Lack of finances/mortgage • Sleazy lawyers/greedy clients • Climate change • Leesburg • Natural disasters • Gossip • Negativism • Inflation
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Submitted by Lorna Kibbey Leadership Solutions Page 9 of 26 | March 12, 2020
GOALS
Our final small group activity asked our five small groups to brainstorm and record what they are
now thinking to be the most important long- and short-term goals for Hawthorne. In drafting
goals, participants were asked to review the work done in the session so far – definition of the
main thing, our Success Statement, the Mission and Vision Statements, our SCOT analysis, and
input from our discussions.
Goal Activity Conclusions, Common Themes, Core Areas
These are the common themes that emerged from this exercise. In forming goals for the
Hawthorne strategic plan, these must be included and will form the Core Areas to be considered.
Note that these Core Areas include themes conceived when creating Hawthorne’s Success
Statement.
For the purposes of next steps in the planning process, subheadings are listed under the Core
Areas which may become categories for specific goals. These potential goal topics result from
data gathered in this activity, analysis of the pre-session community survey, and discussions
throughout the session. (Complete unedited group results follow.)
1. Quality of Life
o Activities
o Safety
2. Management of Financial and Community Assets
o Capital Improvement
o Capital Maintenance
3. Communication and Connecting
o Internal
o External
4. Managing Change
o Stakeholders
o Operations
Goal Activity Group Reports
Note that participants had only ten minutes (due to time constraints) to work in groups to brainstorm
what they see as critical things to consider in setting short- and long-term goals for Hawthorne’s
Strategic Action Plan. As can be seen, their thoughts are wide-ranging.
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Submitted by Lorna Kibbey Leadership Solutions Page 10 of 26 | March 12, 2020
GROUP SHORT TERM LONG TERM
1 ▪ Realty office evaluation and redesign
▪ Adequate funding to maintain Internet infrastructure (i.e. 4G, 5G)
▪ Continuity planning for staff and succession planning and cross training
▪ Infrastructure and capital plan
▪ Improving and managing communication and making sure older residents don’t get left behind
▪ Marketing home services to residence to generate revenue
▪ Adequate funding to maintain Internet infrastructure (i.e. 5G)
▪ Evaluating use for 100 acres
▪ Investigating other passive sources of income
2 ▪ Stable Internet
▪ Transparency
▪ Consistent TV
▪ Financial management
▪ Training for Board
▪ Inventory of current residents’ skill sets
▪ Reinvigorate watch group
▪ Front gate
▪ Reserve study
▪ Erosion issues
▪ Water
▪ Sewer
▪ Roofs
▪ Roads
▪ Homeowners guidebook
▪ Volunteer group to check levelness of home, auto check breakers
▪ Training for volunteers
▪ Rehab marina
▪ Fire upgrade?
▪ EMT upgrade 08 certification?
▪ Decide 100 acres utilization
▪
3 ▪ Home services improvement
▪ Capital contribution
▪ 2020 reserve study
▪ TV and Internet marketing
▪ Advertise lots for sale
▪ Realty services
▪ Trees
▪ Appropriate reserve standing
▪ Televise board meetings
▪ Infrastructure evaluation
▪ 100 acres
▪ Marina upgrade
▪ New pool
▪ Clubhouse remodel
▪
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Submitted by Lorna Kibbey Leadership Solutions Page 11 of 26 | March 12, 2020
4 ▪ Increase revenues
▪ Improve communications
▪ Affordable budgets
▪ Foster volunteerism
▪ Investigate solar power
▪ Increase Internet subscribers
▪ Study real estate operation – does it work best as is?
▪ Create a maintenance plan for water and sewer systems
▪ Increase revenues
▪ Maintain infrastructure
▪ Affordable budgets
▪ Maintain lifestyle
▪ Maintain resident ownership
▪ Increase space for activities
▪ Community development
▪ Create a plan for the 100=acre wood
5 ▪ Maintenance
▪ Funding of capital
▪ Volunteer survey – how to motivate
▪ Communications
▪ Club and activity evaluations
▪ Evaluate real estate division
▪ Cell phone signal
▪ Flower bed watering
▪ Infrastructure
▪ Internet at 70% capacity update
▪ Attracting new residents
▪ Address emotional support animals
SESSION 1 CONCLUSION
Session 1 was successful in meeting set objectives. A lot of information was shared through discussion
of agenda items. Our next step is to take all of the information presented, filter results as needed,
and structure into a workable action plan. In Session 2 (scheduled for March 10, 2020) we will:
▪ Review deliverables from Session 1 ▪ Invite discussion of our SCOT Analysis ▪ Study the goals identified and the common themes that emerged ▪ Work with a template for writing Hawthorne’s Strategic Action Plan ▪ Work to define specific goals within Core Areas
It was a pleasure working with the group. My thanks to all who shared information, took part in hard
conversations, and participated willingly (and enthusiastically) in activities.
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Submitted by Lorna Kibbey Leadership Solutions Page 12 of 26 | March 12, 2020
SESSION 2 SUMMARY - MARCH 10, 2020 The first Strategic Action planning session was held February 18, 2020. Invited and in attendance were
27 representatives from the Board, Planning Committee, Club Hawthorne, residents, and staff. (A
copy of the Agenda is Attachment 1.)
The second session, held March 10, 2020, was a continuation of work completed in the first session.
All who attended Session 1 were invited to attend. (A copy of the Agenda is Attachment 3.)
Session 2 Deliverables
We began Session 2 with a review of work completed in Session 1. We looked again at the Main Thing,
our Success Statement, and our newly crafted Mission and Vision. We took a little time to discuss our
outputs to ensure we all agreed these were good to go.
Together we reviewed and discussed our SCOT (Strengths, Challenges, Opportunities, Threats) analysis
from the last session (page 8 of this report). Participants were given the opportunity to review their work
and discuss as needed. Next, we reviewed the Goal Activity Group Reports (pages 10 and 11 of this
report). We worked together to look at the analysis of what has emerged as our Core Focus Areas and
their strategic subcategories:
1. Quality of Life
o Activities
o Safety
2. Management of Financial and Community Assets
o Capital Improvement
o Capital Maintenance
3. Communication and Connecting
o Internal
o External
4. Managing Change
o Stakeholders
o Operations
The Strategic Action Plan Format
Participants were next introduced to the format of what will become the Strategic Action Plan. They were
shown an example of how the plan will look and be populated. (Sample shared is Attachment 4.) We
reviewed how the tool will be used going forward. We discussed the expectation that the plan will be a
living document that will be used to guide the Board going forward, and most likely updated at each Board
meeting. The plan will serve in effect as a task list for moving forward with desired initiatives.
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Submitted by Lorna Kibbey Leadership Solutions Page 13 of 26 | March 12, 2020
We further discussed expectations for the plan’s continued use:
▪ Progress on goals will be recorded on the document itself at regular intervals. ▪ The planning document will be published for purposes of clarity. All residents will see what is being
worked on, who is responsible, and how the work is progressing. ▪ Goals will change. As one goal is achieved, it is likely that another will take its place.
The Goal Setting Process
Participants were next instructed on how to capture goals and given examples to demonstrate. We
discussed how to write a goal using the SMART system (Specific, Measurable, Achievable, Relevant,
Timed). The emphasis in writing goals will be on specificity and relevancy. The Board will assign measures
and deadlines.
The Activity
To complete our task, we had five small groups with each group working on one of the Core Focus Areas
at a time, circulating goal sheets until they had contributed to all five. For purposes of the activity,
circulated headings included:
1. Quality of Life - Activities 2. Quality of Life - Safety 3. Communication - External and Internal 4. Management of Financial and Community Assets 5. Managing Change
Development of Collective Goals
When all had finished, we reviewed the completed work for each Core Area, as one group. Questions
were answered, goals were clarified, and opinions expressed. Some goals were moved around or modified
in accordance with group consensus. The results of their work were captured and recorded by the
facilitator (Lorna Kibbey) to be drafted into the completed Strategic Action Plan for Hawthorne at
Leesburg.
For reference, photos of the five-original group-completed goal sheets are included in Attachment 5. Large
group discussion resulted in changes and rewording, as explained above.
SESSION 2 CONCLUSION A lot of work was completed in the workshops and all agree that a lot of education took place as well.
Overall, the group worked well together and strategic goals were identified. There is still work to be
done. The delivered draft will need revisions by the Board - short- and long-term target dates must
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Submitted by Lorna Kibbey Leadership Solutions Page 14 of 26 | March 12, 2020
be assigned. And, a decision on who specifically will take the responsibility for each goal must be
carefully thought out and enforced.
We concluded our session by reviewing the future use of the plan developed. There were questions
about how much change the goals, as written in this session, will change before the plan is finalized.
We openly discussed the fact that this entire process has been inclusive of representatives of the
entire community. Input was eagerly sought - from the pre-session survey, to the very last minutes
of the twelve hours spent in session. I believe all are dedicated to completing the work they have
envisioned in this process.
With the work achieved in Session 2, the final draft of the Strategic Action Plan has been completed
and sent to Peg Copelin for final edits and sharing with stakeholders. This plan is meant to be a
working document, one that can be revised as needed. The draft has been sent in a Microsoft Excel
format as requested, for ease in making modifications.
NEXT STEPS – ACTION PLAN
ACTION STEP LEAD TARGET DATE
Send Summary Report to Hawthorne. Include all data
collected at February 18 planning session.
Lorna Complete
Share Session 1 Summary Report as needed. Peg Copelin Complete
Meet with Peg as needed to debrief and to work on
Strategic Action Planning Session 2 agenda.
Lorna Complete
Meet with stakeholders for Session 2. Lorna and Peg Complete
Send Final Summary Report to Hawthorne. Lorna Complete
Send Final Draft Template of Strategic Action Plan Lorna Complete
Present Deliverables to Community at March Board Meeting
Lorna and Peg March 18, 2020
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Submitted by Lorna Kibbey Leadership Solutions Page 15 of 26 | March 12, 2020
ATTACHMENTS
1. Attachment 1: Strategic Planning Session 1 Agenda ....................................................... 16
2. Attachment 2: Hawthorne at Leesburg Planning Committee Members ......................... 17
3. Attachment 3: Strategic Planning Session 2 Agenda ....................................................... 18
4. Attachment 4: Strategic Action Plan Template Sample .................................................. 19
5. Attachment 5: Original Group-completed Goal Worksheets .......................................... 20
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Submitted by Lorna Kibbey Leadership Solutions Page 16 of 26 | March 12, 2020
Attachment 1: Strategic Planning Session 1 Agenda
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Submitted by Lorna Kibbey Leadership Solutions Page 17 of 26 | March 12, 2020
Attachment 2: Hawthorne at Leesburg Planning Committee Members
Ann Varrieur Chris Johnson Dawnn Basaraba Denise Payea Dour Sherwood Earla Adams Ed Wilcox Jean Whitinger Jeff Carr John Knowlton John Villa Ken and Jenny Juillerat Mac McNally Maralee Dougherty Marilyn Kaczanowski Mark Dove Mike Covert Pat Evans Peg Copelin Reggie Colomb Royce Eisenhauer Sheryl Covert Stephen Cuzzone Stephen Lillie Sylvia Gauthier Terry Mossbarger
[email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]
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Submitted by Lorna Kibbey Leadership Solutions Page 18 of 26 | March 12, 2020
Attachment 3: Strategic Planning Session 2 Agenda
Hawthorne at Leesburg
STRATEGIC PLANNING SESSION 2 Agenda
March 10, 2020
1. Welcome and Introductions – Lorna Kibbey
2. Today’s Objectives – Lorna and Peg
3. Review of Session 1 Deliverables – Lorna
4. Defining Your Strategic Plan Core Areas – Lorna
5. Goal Development – Group Activity
6. Future Expectations – Group Activity
7. Summary – Lorna
8. Next Steps – Lorna and Peg
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Submitted by Lorna Kibbey Leadership Solutions Page 19 of 26 | March 12, 2020
Attachment 4: Strategic Action Plan Template Sample NOTE: FULL SAMPLE SENT TO HAWTHORNE PRIOR TO SESSION 2 FOR SHARING AS DESIRED. THIS IS ONLY A SAMPLE FOR
TEACHING PURPOSES.
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Attachment 5: Original Group-completed Goal Worksheets NOTE: EACH OF THE FIVE GROUPS HAD A DIFFERENT COLOR INK PEN WITH WHICH TO WRITE. YOU CAN IDENTIFY DIFFERENT
GROUPS BY THE COLOR OF INK.
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