Agenda Package - City of Vernon

Evaluation of Homelessness Strategy for the North Okanagan
Good strategic planning is necessarily clear and well focused. Further it is: realistic (both in
terms of current circumstances and expectations); balanced (cognizant that there are finite
resources in terms of operational, human and financial resources); manageable; flexible (allowing
for on the go modifications and changes); and prescriptive (articulates clear systems of
accou nta bility).
As an evaluation technique or proxy a review of the strategic planning effort works from
the axiom that if you don't know where you are to begin with and/or you don't know where you
are going to, any road or strategy will get you there.
Observations on the Strategic Plarrning Exercise And PIân
"A properly constructed strategic pløn ... delivers o set of defined initistives thot
ochieve a desired set of ... goals. The planning process involves o definition of
these ... goals, an assessment of the resources ovailable for meeting these gools,
the definition of specific plons (octivities or actions) that ore designed to achieve
each goal, and a structure or process by which goøls can best be realized' A
properly focused strotegic plon usuolly incorporotes o ronkíng exercise thot
identifies the highest priority initiatives ønd o system of meosurement ond
review to ensure the process is effective."
Clearly the challenge of eliminating homelessness is not an easy one. Thus logically, a
proper plan is essential if the effort to eliminate homelessness is to be adequately focused and
appropriately positioned to maximize impact. ln this regard the document: Buildine Bridees: 2007
Homelessness Strategv for the North Okanagan is well researched, inclusive, credible and relevant
- there is clear evidence of a substantive effort to spell out the circumstances in which the issues
of homelessness permeate the community; the depth, scope and very personal perspective of
homelessness; and the foundations from which remediation and amelioration can be positively
premised. Notable observations include the following:
1. Significant research and stakeholder engagement ensured that the initial foundation/pillar
(i.e. where we are) was understood. This articulation included a substantive discussion on
the apparent needs for selected programming (gap analysis). Thus the basis for preparing a
strategy to "eliminate homelessness" was well positioned for moving forward.
Z. The plan included a series of well articulated principles (organizational culture) to guide
program implementation.
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3. The overarching vision arising from the exercise (where we want to be) and subsequent
discussion lacked clarity as on one hand the goal/vision was to "eliminate homelessness"
(page 3) while on another the purpose of the Strategic Plan was to "reduce homelessness"
(page S) and at another point it was asserted that the vision tonsists of ø community
where there are sufficient emergency services such os shelter ond Íood; sufficient
Lochaven Management Consultants Ltd.
November 2010
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