This is the final ToP workshop in a strategic planning process. It creates a timeline with actions for the next 3 months with assignments and other planning components
To create implementaries (see attachment) for the first 90 days after the planning workshop and to become committed to the success of the plan.
- a timeline wall up to 3 x 5 meters or yards.
- Implementary cards need to be printed, see last page in attached file
Ideal conditions: Part of a 3 day workshop.
Pre-Work Required: Normally this follows the vision, contradictions and proposals workshops of the LENS process.
Level of Difficulty to Facilitate (to be deleted during review): Facilitation skills required
1. This workshop is about implementation, about planning so that things get done. We are going to select actions that will be done over the next 90 days. Then we are going to design a process by which they are done.
2. What we mean by implementaries are an action that:
a. Has a clear description of what will happen.
b. Has a clear objective.
c. Has a beginning and ending date.
d. Has a person or persons who are responsible for it.
e. Where it will take place.
f. Lists what resources will be required to accomplish it.
1. We will do implementaries for these proposals by teams. Assign each proposal to a team.
a. Each team will review the proposal and brainstorm a list of possible actions,
b. Select the 2 - 5 potentially most effective ones. They can be started in the next 90 days. The resources required are or can be made available. They will help in realizing the intent of the proposal. The facilitator can add to this list depending on the requirements of the group.
c. Fill in the implementaries card.
2. Pass out and explain the Cards. You have ____ minutes to do this.
3. Prepare a large wall where space for the implementaries can be placed (see the form). Have the teams put their forms on the wall at the intersection of the week it is begun and the proposal it is related to.
4. We would like to have each team walk through their reports. Please listen for effectiveness, overlap and conflicts. Have each team read their implementaries.
5. Will this accomplish the intent of the proposal?
6. Are there any points of content overlap between the implementaries? That is are any two or more doing the same thing?
7. If there is overlap, ask:
a. What is the overlap?
b. Should they be combined or parts of them combined?
8. Are there conflicts in terms of time? Be careful that most of the effort is at the end of the 90 days. If there are conflicts ask:
a. Which ones are in conflict?
b. Can any of them be moved earlier or later?
a. Where do we have flexibility with our resources?
b. Where are their places we can achieve what we want to get done with fewer resources?
10. Are there other places we need to look to be able to commit ourselves to this plan? Depending on the response to this the issues need to be resolved.
11. Ask representatives of the teams to make the changes in the cards that reflect the discussion.
12. Do we have agreement about the timeline and activities?
1. We want to spend a few minutes discussing what happened in this workshop.
2. What were some of the activities of the workshop?
3. What were some of the ideas?
4. What were some of the steps of the workshop?
5. What emotions were expressed?
6. What did you learn?
7. What in this process could you see yourself applying?
Follow-Up Required: Normally there is a follow-up workshop after 90 days
Usual or Expected Outcomes: timeline with assignments, activities, resources, etc. named and agreed to.
Potential pitfalls: no commitment
Source: Jon Jenkins
Derived from: This is based on LENS, a ToP methods developed by the Institute of Cultural Affairs (ICA) in the early 1970's
History of Development: The method was first created as a research tool for the 1972 Research Assembly of the ICA. Over the next couple of years it was taught as a course for families and later for business people. In 1974 the process developed in three different ways. It was used for town meetings in about 35 countries. It became a strategic planning process for businesses and other organizations and continues as such to this day. It was also used as the planning process of community development projects in about 30 countries.
References: ToP Strategic Planning