Arundel Strategic Plan - Forms and Instructions

          Focus Group Material - a guide to setting up and managing a focus group.

            CONTENTS OF THIS PAGE

       Communique                                                                                             1 page

      The Communique is the mailing sent to all households to invite the public to participate and to

                   describe the purposes and activities of the project.

    Plus and Minus Worksheet                                                                   1 page

               A sample worksheet for a focus group.

    Assessment and Inventory Worksheet                                             1 page

                             A sample worksheet for a focus group.

Focus Group Materials – Suggestions for the Leader

See the Communique that was sent to each household for an overview of the whole project to build the community strategic plan and the (partial) list of topical themes, from Agriculture to Youth-Young Adults.

The next two pages give you a very brief view of the process we expect to use in the focus groups with a mention of what will follow as a result of the work by the focus groups.

The Problem Solving Cycle page and the Describe the Problem page will give you some insight

You can call us to discuss this or any other question.

The Focus Group page describes the nature and function of a focus group.

The Strategies for Managing Meetings page will help set up your meeting.

In case of conflicts between views, the Solving Conflicts page will help.

NEEDS

For each focus group the leader will need:

• An agenda
• One whiteboard or flipchart and markers.
• One Communique and one set of this material, Focus Group Material.
• One Plus&Minus worksheet for each participant.
• One Assessment and Inventory worksheet for each participant.
• One SWOT Analysis worksheet (2 pages)
• One Record of Meeting

Start by getting the meeting working on an agenda. See: Strategies for Managing Meetings.

Record attendance and other data.

Identify all worksheets with your group theme title. It is not necessary for participants to identify their individual worksheets but work from the group should be identified.

Then, to get the group focused, use the Plus&Minus worksheet and/or the Assessment and Inventory worksheet. It is best to give each person, or pairs of persons, a worksheet, and have them respond and hand in their completed worksheets.

When, in the discussion of your theme (agriculture, sports, pollution, housing, …) you arrive at a situation which appears important to the group, use the SWOT Analysis worksheet. If you get bogged down in your theme or in completing the SWOT Analysis, use the Brainstorming technique to get a large set of suggestions and ideas. Then, go back to the SWOT Analysis and build your group’s conclusions and resolutions. We will use the information from the SWOT Analysis and the other worksheets to build the preliminary plan. We have a whiteboard and/or flip chart and markers for group use.

Write up the whole (see the Strategies for Managing Meetings page and the Record of Meeting) and give it to our office.

We are ready to help, answer questions, and support you. If you need copies, call and let us know.

Thank you.

Problem Solving Cycle

We call it a problem solving cycle. When you apply a solution process to improve a situation, you must begin immediately, again, to monitor, anaylse, change and improve the process. The job is not done when you start the solution process. You must return to the situation to assure continued satisfaction. As a solution process begins to affect a situation, the situation changes and the solution must often change to be effective. The Arundel Council has created the environment for this planning initiative to focus on the needs, problems, and priorities as defined by community members working in Focus Groups and at a Community Conference.

We will follow these steps in various Focus Groups:

Identify the problems

Which problem should I address? If there are several, how do I choose the most important one?

Describe the problem --who what why when and how.

See the page: Describe the Problem.

How to describe the problem accurately and completely?

Analyse the problem

What are the different causes of the problem and which causes are most important to solve right away?

We use the Plus&Minus worksheet and the Assessment and Inventory sheet to get a sense what is important to the people of the community. Then, we apply the SWOT Analysis to the situation to concentrate on what needs fixing.

Plan the solutions

What are the different solutions for this problem?

Some solutions may appear in the SWOT Analysis but, often, much more work will need to be done later by the Council, community members, and community organisations.

These steps will be taken after the community conference and the creation of the strategic plan:

Implementing the solutions

Through the work of the Focus Groups and the Community Conference, the Municipal Council and community members will be able to set up solutions and programmes to work toward the desired goals.

Monitoring the solution

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How do we make sure the solutions are implemented correctly and effectively?

The solutions must be monitored and evaluated so that we are sure that they work as expected.

Changing the solution

If the problem is important, its resolution will also be visible, and the perceived improvements will invite increased interest in the process. It is essential that the first problem solving cycle be effective!

Describe the Problem

Why?

Before attempting to solve a problem, you need to describe it in detail. You do this so you can understand how the problem affects the people or organisation being examined.

What?

To help describe the problem, ask and answer certain questions, such as:

How frequently does the problem occur?

When does it generally occur (for example, at a particular time of the year, on a set week, on a specific day)? Is the problem related to time?

Where does it generally occur (for example, is it limited to a particular area, or is it everywhere)? What relation does the problem have to location?

Who is most affected (for example, individuals or families, people of different gender, race, age, or socioeconomic status)?

How?

To describe a problem, it helps to follow these steps:

 1. Use a flowchart to identify the flow of events in the process you are examining, such as the steps usually taken during the activity where the problem occurs

 2. Decide on the indicator (marker) you will use to describe the problem. An indicator can be an amount, or the steps in a process. Number of passing vehicles passing a certain stop sign, the number of vehicles which make a proper stop, etc.

 3. Collect the data for describing the situation. This data can be collected from existing sources or by direct recording of observations, an interview, or a tally (count) sheet.

 4. Describe the indicators graphically using tools such as:

A table, which enables you to present the data you have collected.

Graphs, which are very useful tools for presenting data, since they allow you to visualize relationships, trends, or behaviors.

You can use a bar graph, line graph, pie chart, and histogram.

(We can probably a computer programme to convert your tally into a graph or table.)

 Focus Group

• What is it?        A focus group is a structured discussion about a specific subject. Focus groups are a widely used qualitative technique for information gathering and describing all aspects of the problem.
• Who uses it?     Everyone can participate in a focus group.
• Why use it?       Focus groups are useful because the interaction between the participants can generate new and original responses.

When to use it?

A focus group is a good strategy to use when:

• You want to gather a broad range of information on how a representative group of people feels about a topic.
• The subject matter is not so sensitive that focus group members would feel that they couldn't participate. The topic permits the majority of the participants to give vital information in 20 minutes.
• An acceptable number of participants can meet in one place.
• You need to obtain results quickly, and funds are limited.

How to use it:

1. Organize groups of like individuals according to a number of variables such as interest, occupation, expertise, potential ... The recommended number of participants is between 6 and 12.

2. A moderator must be chosen and should have some characteristics that facilitate the gathering of necessary information for the investigation, such as:

• Skills in communication
• Adapts to the environment
• Knows how to listen and to control his or her
• Controls nonverbal reactions
• Friendly, open-minded, and non-intimidating person
• If possible, is of the same gender as the participants

3. Prepare a focus group guide:

• Identify subject areas to be developed and write
• Broad questions under these.
• List the points to be discussed by the focus group.
• Organize the ideas in relation to the objectives of the session.

Prepare the guide jointly with the moderator, the research team, and, when possible, with someone involved in the administration of the program/project. Try to move from the general to the specific.

4. The focus group meeting takes place.

In general, the structure of the group meeting includes:

• Introduction: establish contact
• Setting the mood: establish communication 
• Exploration: go more in depth into the topic 
• Closing: summarize what has been discussed

5.After the meeting, prepare the report and systematize information.

Brainstorming

What is it?       
Brainstorming is a lively technique that helps generate many ideas in a short time period.

Who uses it?

All can participate in brainstorming. If you invite people with different perspectives to brainstorm, you are more likely to see innovative ideas generated by the group.

Why use it?

To identify problems, analyze causes, select alternative solutions, do strategic planning, generate ideas for marketing change, and handle many other situations.

When to use it?

With community or user groups, in meetings.

How to use it:

 1.Explain the objective of the session: for example, to select problems, analyze causes, or generate ideas.

 2.Explain the technique to the group. Tell them that you are looking for a lot of ideas, and that you want their thoughts and ideas to flow freely. There is no right or wrong answer. The idea of brainstorming is to produce as many innovative ideas as possible.

 3. Silent reflection: Ask the participants to think (or set up couples to chat) about the proposed objective or topic for a few minutes. Time: approximately 5 minutes.

 4. Brainstorm: The participants call out their ideas and add those that come to mind during the discussion. Annotate them on a board or flip chart in the order they are mentioned. Write down the ideas using the words of the speaker. Ask for clarification only if the meaning is not clear. Time: approximately 20 minutes.

 5.Once the listing is finished, discuss it with the group to:

• Clarify the meaning of some ideas
• Combine similar ideas that are worded in different ways
• Eliminate those ideas which are not related to the objective of the session

 6.Do all this by group consensus. Time: 5-15 minutes.

At the end of this stage, you will have reduced the list of ideas to those that represent most of the major ideas of the group.

Solving Conflicts

What is it?

Conflict almost always arises when there is a contradiction between several different points of view. It is important to have a method for solving conflict in your organization.

Who uses it?

Group members.

Why use it?

Conflict often arises when groups of people work together. It is important to work through conflict in a constructive way to maintain motivation within your team.

When to use it?

 1.Avoid jumping to a solution before fully analyzing the problem.

 2.Describe the facts: What is the unsatisfactory situation? What is the context of the conflict?

• Who is involved?
• Who are the stakeholders?
• What is each person's point of view?

 3.Define the conflict: Where is the contradiction between the different points of view?

Analyze each team member's viewpoint by speaking to him or her in private about the situation.

 4.Diagnose the conflict:

• What preceded the conflict?
• What are the individual interests?
• What advantages does each party have?
• What are the power issues?

 5.Consider the alternatives, for there is no "best" solution. Sometimes, when the conflict is due to a misunderstanding, explaining the situation in an explicit way may help to resolve the conflict.

In other circumstances, the differing points of view cannot be changed, only accepted.

 6.Implement the solution that has been chosen.

 7.Evaluate the solution. If the unsatisfactory situation still exists, begin the process again.

Strategies for Managing Meetings

What is it?

Meetings can take a lot of time without accomplishing much if not managed carefully.

Who uses it?

The group leader or the team members.

Why use it?

These strategies can be used to improve the productivity of meetings.

How to use it:

There are five major strategies for increasing the productivity of meetings:

 1.Use an agenda: Each meeting should have an agenda. The agenda should include the purpose of the meeting, the items to be discussed, a time limit for each item, and the person responsible for each item.

 2.Select a chair who is responsible for keeping the meeting focused and moving. The group leader could be the chair, or team members can rotate this responsibility.

 3.Facilitate communication: The moderator should try to encourage everyone to participate; facilitate communication by summary and synthesis of ideas and presenting conclusions; regulate whose turn it is to speak; and intervene if the discussion breaks down or goes off track.

 4.Keep a record: One person should take notes on the main themes and the key points that are discussed and conclusions of results of discussion during the meeting.

Be sure to include who committed to do what work, by when, etc.

 5.Evaluate the meeting: Always review and evaluate each meeting.

Evaluate how effectively team members communicated with one another.

Include, in the evaluation, decisions about how the next meeting could be improved.

Meeting Agenda

1. Time and Place of meeting
2. Those in attendance, absent; name of chair and recorder
3. The meeting is called to order for the purpose of:  …
4. Record of previous meeting (or antecedent to the present meeting)
5. Discussion pertinent to 4, above
6. New topics to be dealt with
7. Listing of points discussed
8. Summary and conclusions
9. Evaluations (one by each participant) did the meeting meet its objective?
10. Closing and declaration of time, place, date of next meeting(s)
11. …

Record of the Meeting

Use the reverse for more detail as required.

 Brief of Meeting Proceedings

Focus Group Meeting Agenda

·        Introduction & Explanation – Plan Arundel is an initiative of the Municipal Council in order that the whole community may help create a strategic plan for the next 20 years. Focus groups will be held in the next few weeks on numerous themes from Agriculture to Youth and young adults. Complete form with name of focus group, group leader and names of participants.

·        We will focus on three key questions: 1: Where are we now?  2. Where do we want to be?  3. How do we get there?

·        Hand out questionnaires. Explain that responses will be compiled and used in the final conference. Answer any questions on how to complete. The participants may also work in pairs or small groups.

·        Using a flip chart or whiteboard do a SWOT analysis on your theme.

·        Summarise what has been discussed

·        Ask for an evaluation on bottom of Assessment & Inventory sheet.

·        Collect questionnaires.

·        See if there is a need to hold a second meeting with your group.

·        If so, plan a date and time.

·        Register for the community strategic plan conference to be held October 17 and 18, 2003 with theme speakers, forums, seminars and workshops.

·        Following a period of revision and study, the municipality will publish the plan and be in a position to take action as early as 2004.

Date, Time, Place:  ________________________________

Focus Group Identity:   ______________________________

Focus Group Leader:  _____________________________

Copyrighted material

2003-08-04 Information for the Municipal Corporation of the Township of Arundel.

Material must not be copied or distributed without permission.

See: http://www.demon.co.uk/mindtool/swot.html and other sites related to strategic analysis and planning.

 SWOT Analysis

Strengths, Weaknesses, Opportunities, Threats

SWOT Analysis is an effective method of identifying your Strengths and Weaknesses, and to examine the Opportunities and Threats you face. Often, carrying out an analysis using the SWOT framework will be enough to reveal changes that can be usefully made.

To carry out a SWOT Analysis write answers to the following questions:

     Strengths:

          What are your advantages?

          What do you do well?

Consider this from your own point of view and from the point of view of the people you deal with. Don't be modest, be realistic. If you are having any difficulty with this, try writing down a list of your characteristics. Some of these will be strengths!

     Weaknesses:

          What could be improved?

          What is done badly?

          What should be avoided?

Again this should be considered from an internal and external basis - do other people perceive weaknesses that you don't see? Do your competitors do any better? It is best to be realistic now, and face any unpleasant truths as soon as possible.

     Opportunities

          Where are the good chances facing you?

          What are the interesting trends?

Useful opportunities can come from such things as:

          Changes in technology and markets on both a broad and narrow scale

          Changes in government policy related to your field

          Changes in social patterns, population profiles, lifestyle changes, etc.

          Local Events

     Threats

          What obstacles do you face?

          What is your competition doing?

          Are the required specifications for your job, products or services changing?

          Is changing technology threatening your position?

          Do you have bad debt or cash-flow problems?

Carrying out this analysis is will often be illuminating - both in terms of pointing out what needs to be done, and in putting problems into perspective.

Group Theme or Topic

Date, Time and Place of Meeting:

Focus Group Leader:

Focus Group Members:

S.W.O.T. Matrix

Internal

External

1

Strengths

2

Weaknesses

3

Opportunities

4

Threats

planArundel is an initiative of the Municipal Council of the Township of Arundel by which you are invited to help create a strategic plan for the community.

planArundel will focus on three key questions : 1. Where are we now? 2. Where do we want to be? 3. How do we get there?

Focus Groups

From August 18 until September 17, 2003, citizens will meet in small groups with a leader to carry out an assessment and inventory of the municipality, especially that aspect of the municipality which concerns the theme of the group’s focus.

Groups will meet between August 18 and September 17, 2003 to carry out inventories and assessments and to record their findings. The findings and data will be consolidated and put on record for a Community Strategic Plan

Conference that will take place on October 17 and 18, 2003.

The community conference will present a theme speaker, forums, seminars, and workshops to bring some resolution and consensus to the group findings and the conference proceedings.

After the community conference we shall prepare a provisional strategic plan for the community. Following a period of revision and study, the municipality will a strategic plan and be in a position to take action as early as 2004.

Tell us now, please.

2   __________________________________

3   __________________________________

List three places you avoid taking out-of –town visitors. Be as specific as possible.

1.  __________________________________

2   __________________________________

3   __________________________________

Name three sites you consider public places, or places where people can freely meet and discuss community issues.

1.  __________________________________

2   __________________________________

3   __________________________________

Name three natural and man-made features that make your community special and unique. Natural features include mountains, streams, and vegetation. Man-made features include streetscapes, architecture, and farmland. Be as specific as possible.

Natural Features

1.  __________________________________

2   __________________________________

3   __________________________________

Man-made Features

1.  __________________________________

2   __________________________________

3   __________________________________

Over the last 10 to 15 years, what three changes to the community have been caused by internal and external forces? Examples of external forces are federal/state policies and global competition.
Internal forces are housing demands and changes in demographics.

Changes Caused by External Forces

1.  __________________________________

2   __________________________________

3   __________________________________

Changes Caused by Internal Forces

1.  ________________________________

2   ________________________________

3   ________________________________

Some areas develop rapidly while others have remained the same since the 1950s. Using your knowledge of the area, list three places in your community that are growing (new houses, strip malls, etc.) and three places that have remained relatively the same for the past 15 to 20 years. Please be as specific as possible.

Three places undergoing rapid development;

1.  ________________________________

2   ________________________________

3   ________________________________

Three places that have remained relatively the same;

1.  ________________________________

2   ________________________________

3   ________________________________

Should there be areas in your community that are off-limits to development? If so, please list three of these places. Be as specific as possible.

1.  ________________________________

2   ________________________________

3   ________________________________

Communities can shape their future. They can decide where change should occur and at what rate. In the next 10 to 15 years, what areas in your community should be developed? List three areas you think are appropriate for development and the type of development that should occur on these sites. Be as specific as possible.

1.    Area    ___________________________

     Type   ___________________________

2.    Area    __________________________

     Type    __________________________

3.    Area    __________________________

      Type   ___________________________

2.       Increasing part-time residence in the region        _____

3.       Retaining youth in the region                              _____

4.       Services for senior citizens                                 _____

5.       Attracting professionals to the region                _____

6.       More teenage pregnancy prevention                  _____

7.       More affordable housing                                     _____

8.       Zoning to maintain property values                   _____

9.       Enforce environmental protection laws              _____

10.    Encourage a public sewage system                     _____

11.    Prohibit mega farms( e.g. hog or elk farms)        _____

12.    Need for a family style diner                              _____

13.    Need for a resort hotel or motel                          _____

14.    Need for single family homes                             _____

15.    Education and training for potential dropouts    _____

16.    Need for low cost housing                                  _____

17.    Creation of service sector jobs                            _____

18.    Create employment opportunities for teens      _____

19.    Development of tourism                                     _____

20.    Develop light resource industries                       _____

21.    Increased home care services                              _____

22.    More farm participation in zoning activities      _____

23.    Encourage small-scale farm production              _____

24.    Drug, and gambling abuse prevention                 _____

26.      Upgrade roads to support increased traffic        _____

27.      Municipal beautification projects                       _____

28.      Development of more local retail outlets            _____

29.      Increased historical development projects          _____

30.      Increase cultural and arts opportunities              _____

31.      Expand recreational opportunities                      _____

32.      Build sports, leisure, cultural facilities                _____

33.      Zoning to protect heritage homes                        _____

34.      Need to build senior’s apartments                       _____

35.      Have a “Welcome wagon” for new residents.      _____

36.      Need for long term care facility                            _____

Other issues.  Add your own issue.

1. . _________________________________       _____

2. . _________________________________       _____

3. . _________________________________       _____

4. . _________________________________       _____