14 |
P a g e
7. Project Scope
Eight separate but closely related components were the driving principles of the work in putting
the Plan together:
1.
The Plan should be for all persons, regardless of income, race, ethnicity, or special
needs.
2.
The Plan should recognize that Chesapeake should be a livable community for all
ages.
3.
It is important to understand we are planning for the long term. That means including
generational differences as not only Baby Boomers, but also GenX, GenY and even
Millennials grow to be over 55 during the planning horizon.
4.
The strategic process must be realistic: ambitious in scope but reflecting the realities
of economic conditions at the local, state and national levels. It should not raise the
level of expectations to a level that cannot be achieved. The initiative must focus
initially on several high priority items where it can actually make some immediate
differences.
5.
A strategic initiative for Chesapeake is especially relevant in an era of accelerated
change that characterizes virtually every aspect of society today. Programs supported
by taxpayer, foundation and other dollars have a particular obligation to review their
effectiveness and strategies on an on-going basis, and, where appropriate adjust.
6.
The Plan must be specific to the assets, needs and challenges of Chesapeake – not a
boilerplate process that is general in nature and equally applicable to any part of
Virginia.
7.
The Plan should be structured so strategic planning logically leads to strategic
implementation. Otherwise, both the time and money expended to create the plan may
have been wasted. It should include an evaluation approach that enables community
leadership to realistically track the level of implementation.
8.
The Plan should focus on fundamental decisions and actions that will shape and guide
systems in the future, including: how the systems see themselves; the systems from
the community’s perspective; and appropriate roles, services and resources for the
systems in the future of Chesapeake.
The 55 and Better Think Tank recognized that this strategic effort must be flexible – setting a
general direction, but recognizing it will need to be reevaluated and as appropriate modified in
the years immediately ahead as local needs and conditions change. What will not change is
the commitment to program excellence and an insistence on accountability.
