FINAL REPORT OF THE STRATEGIC PLANNING … report of the strategic planning exercise for the negril community animators society (ncas )

FINAL REPORT OF THESTRATEGIC PLANNING EXERCISE

FOR THE NEGRIL COMMUNITY ANIMATORS SOCIETY (NCAS)

FINAL REPORT OF THEFINAL REPORT OF THESTRATEGIC PLANNING EXERCISESTRATEGIC PLANNING EXERCISE

FOR THE NEGRIL COMMUNITY FOR THE NEGRIL COMMUNITY ANIMATORS SOCIETY (NCASANIMATORS SOCIETY (NCAS))

Coastal Water Quality Improvement Project

USAID Contract No. 532-C-00-98-00777-00

FINAL REPORT OF THE

STRATEGIC PLANNING EXERCISE FOR THE NEGRIL COMMUNITY ANIMATORS

SOCIETY (NCAS)

June 1999

Prepared for the:

Government of Jamaica’s Natural Resources Conservation Authority

And the

United States Agency for International Development

Implemented by:

Associates in Rural Development, Inc. P.O. Box 1397

Burlington, Vermont 05402

CWIP NCAS Strategic Plan 2


TTAABBLLEE OOFF CCOONNTTEENNTTSS Acronyms 4 Background 5 Consultant’s Observations and Recommendations 6 Appendices Appendix A – List of Participants in Retreat 8 Appendix B – Work Plan for Strategic Planning Retreat for Negril Community Animators Society 9 Appendix C – CWIP NCAS Strategic Plan (Retreat notes taken from Flip Charts & Worksheets) 12

Appendix D – CWIP (Skills Bank) 26 Appendix E – Vision Statements 27

Appendix F – Summary if Evaluation Forms 30


AACCRROONNYYMMSS CR Contract Result CWIP Coastal Water Quality Improvement Project EPA Environmental Protection Area JCDT Jamaica Conservation and Development Trust JET Jamaica Environmental Trust NCAS Negril Community Animators Society NEPA Negril Environmental Protection Area NEPT Negril Environmental Protection Trust NGO Non-governmental Organization NRCA Natural Resources Conservation Authority PEST Political, Economic, Social, Technological SMART Specific, Measurable, Achievable, Realistic, and Time-bound UWI University of the West Indies


BBAACCKKGGRROOUUNNDD Under CR1 (Contract Result 1) Community Initiatives to Identify, Prioritize and Address Environmental Concerns Supported of the Coastal Water Quality Improvement Project (CWIP), 20 residents of the Negril Environmental Protection Area (NEPA) were trained in the techniques of community animation. This was in furtherance of one of the key strategies for implementing CR 1 – the development of community-based mechanisms to ensure the sustainability of locally managed environmental initiatives. After graduating from the Animators Training Program In December 1998, the participants decided to form themselves into the Negril Community Animators Society (NCAS). The group has been active in the practice of their animation skills and seeks to carry their organization and the use of such skills further. CWIP “views this as a positive development for the Greater Negril Area” and provided the group with support in the development of a 5-year Strategic Plan. CWIP awarded a contract to facilitate the development of the plan to Ms. Marguerite Orane, Management Consultant. The plan was developed in 3 phases: 1. One-on-one interviews with NCAS members to identify key issues; 2. 3-day Strategic Planning Retreat with members at the Devine Destiny Hotel in Negril. (see Appendix

A for List of Participants, Appendix B for Work Plan, Appendix C for Retreat Notes, Appendix D for Skills Bank Form, Appendix E for Vision Statements, Appendix F for Evaluation Summary); and

3. Review of the Draft Strategic Plan with NCAS Executive members. The final plan was submitted after

this review. This report presents the results of the above in the appendices, and the consultant’s comments.


CCOONNSSUULLTTAANNTT’’SS OOBBSSEERRVVAATTIIOONNSS AANNDD RREECCOOMMMMEENNDDAATTIIOONNSS During this assignment, the consultant observed that:

OBSERVATIONS

RECOMMENDATIONS

1. Members are enthusiastic but sometimes overly

ambitious in terms of what they can accomplish. However, the consultant did notice in the final session with the executive to review the draft plan, that members were much more focused and realistic about what they could accomplish.

1. Members must remain focused on the mission of

the organization. They must constantly ask themselves “Does what we want to do help us to carry out our mission?”

2. Members tend to focus on activities rather than

outcomes.

2. Members should use the methodology used in the

strategic planning process of focusing on broad goals and then SMART (Specific, Measurable, Achievable, Realistic, and Time-bound) objectives.

3. Some fundamental issues were brought out during

the retreat that may arise from time to time. In particular:

• What is the role of NCAS? Should it be all things

to its’ members? • Should NCAS accept contracts on behalf of its

members? • Should NCAS actively market the non-animation

skills of its members?

3. Members must commit to honest, open

communication and discussion about such matters as they arise, and before they start to fester. The leadership must take a lead role in ensuring that any disagreements are resolved early. Members must also be careful to avoid conflict of interest, and where this may occur, should declare any special interest as early as possible.

4. It is one of the ironies of planning that as fast as

plans are developed they change. There is always the temptation when this happens to abandon the plan as it “did not work”.

4. When things change, members must remain

focused on what NCAS wants to achieve (goals and objectives), but change the strategies and action plans. Strategies and action plans are not cast in stone, and members must remain open and flexible to the need for change. We recommend that a review of the plan be done in 6 months’ time, with an annual review thereafter, as this will help members to come to terms with the implications of changes in their environment.


OBSERVATIONS

RECOMMENDATIONS

5. NCAS members, particularly in the early stages of

the retreat, focused very heavily on having their own office as a primary goal. During the retreat, it was pointed out that many an NGO has failed by taking on high administrative expenses that they could not support.

5. NCAS should delay any plans for its own office as

long as possible, and continue to act on a tight budget until a sustainable financial base is firmly established.


APPENDIX A

LLIISSTT OOFF PPAARRTTIICCIIPPAANNTTSS IINN RREETTRREEAATT NCAS Members • Clarence Burris • Devon Campbell • Chantelle Carvalho • Keith Davis • Nedson Gardner • Anthony Gooden • Joy Gordon • Tanisha Grant • Charles McKenzie • Patrick Morris • Elsa Reid • Venisha Reynolds • Joan Simmonds • Alisia Wright In Attendance • Maureen Rowe, CWIP • Indeok Oak, CWIP • Winsome Townsend, NRCA • Susan Otuokon, NEPT • Jean Jackson, Negril Chamber of Commerce Facilitator • Marguerite Orane


APPENDIX B

WWOORRKK PPLLAANN FFOORR SSTTRRAATTEEGGIICC PPLLAANNNNIINNGG RREETTRREEAATT FFOORR NNEEGGRRIILL CCOOMMMMUUNNIITTYY AANNIIMMAATTOORRSS SSOOCCIIEETTYY ((NNCCAASS))

Thursday, May 27:

TIME TOPIC RESPONSIBILITY RATIONALE /OUTPUTS TOOLS

8.30 a.m. Registration M. Rowe Registration sheets

9.00 a.m. Welcome M. Rowe, K. Davis

9.00 a.m. Review session on NCAS activities

Genevieve McDaniel-Vickers, Delzie Murray

Flip chart

10.30 a.m.

COFFEE BREAK Punctuality prize

10.45 a.m. Overview of Strategic Planning M. Orane To clarify the steps involved in the Strategic Planning process, highlighting “process”

Overheads

11.00 a.m. External Scan M. Orane To get participants to identify and think about the things that affect their organization that are outside of their control

Flip chart

12.00 noon Internal analysis M. Orane To identify the internal strengths and weaknesses of their organization

Flip chart

Skills bank form to be completed over lunch

12.30 p.m. LUNCH Punctuality prize

1.30 p.m.

Collection and review of skills bank form

M. Orane To identify the wide range of skills in the organization

1.45 p.m. Visioning Exercise M. Orane To introduce a long term, output-focused view of the future; to introduce the concept of the “big picture”

Vision statement form

CWIP NCAS Strategic Plan

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2.45 p.m. STRETCH BREAK

3.00 p.m. Mission statement review M. Orane To explore and clarify the mission statement and to get consensus around it

Flip chart

4.00 p.m. Summary and recap exercise M. Orane

EVENING ANIMATORS EDUTAINMENT Animators

Friday, May 28, 1999


9.00 a.m. Goals and objectives M. Orane To establish the 3 or 4 most important medium term goals of the organization and measurable objectives for each

Flip chart

Group worksheets

10.15 a.m. COFFEE BREAK

10.30 a.m. Strategy development M. Orane To identify strategies for each goal as well as support strategies that underpin all goals and objectives

Flip chart

Group worksheets

12.30 p.m. LUNCH Punctuality prize

1.30 p.m.

Team Building exercise M. Orane To bring out key issues that arise in successful team building

Group activity

2.30 p.m. STRETCH BREAK

2.45 p.m. Action Planning M. Orane To develop action plans for strategies

Action Planning group worksheets

4.00 p.m. Recap

EVENING Guest speaker


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Saturday, May 29, 1999


9.00 a.m. Review of Strategic Plan M. Orane To reinforce process, plan Flip chart

9.30 a.m. Individual Action Plans M. Orane To get participants to commit to individual action

Personal Action Sheets

10.30 a.m. COFFEE BREAK

10.45 a.m. Role of CWIP in relation to NCAS

J. Auman

12.00 noon Identification of “Next Steps” M. Orane To ensure that all participants are clear of “follow through” necessary

Flip chart

12.30 p.m. LUNCH

1.30 p.m.

Evaluation, closure M. Orane To review results of workshop and determine whether expectations were met

Flip chart

Evaluation sheets

2.30 p.m. NCAS Business Session


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APPENDIX C

CCWWIIPP NNCCAASS SSTTRRAATTEEGGIICC PPLLAANN Retreat Notes (Taken from Flip Charts and Worksheets)

(Session conducted by Genevieve McDaniel-Vickers and Delzie Murray) NCAS Members Activities to Date • Organized community meetings • Filled potholes with cement • Survey – tree planting • Planning netball rally for July • Updated communities on environmental issues • Organized groups • Helped people solve problems • Helped people listen to each other • Earth Day project • NEPT fundraising committee • Labour Day project • Development of sea park • Assist craft traders in fundraising • Promote NCAS with agencies • NEPT’s education exhibition • Beach children survey • Design NCAS logo • Lobby for repair of community garbage bin • Organize fundraising • Assist with project proposals • Participation in tag drive • Install mooring buoys – Montego Bay • Coordinate landslide management Dreams • Reaching higher community goals • To become a stronger NCAS member and helping my community • Help develop community growth • Working towards a more united community • Build harmony in NCAS • To be the best • To see every member of NCAS gainfully employed and computer literate • See all NCAS members in one accord • All schools with proper garbage disposal systems and collection timetable (End of review session – Marguerite Orane facilitated from this point)


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Expectations of the Retreat Participants were asked to list their expectations of the retreat: • Reunion • Recharging • Common understanding of each other • Learn something new • What is strategic planning? • Refresh memories • Plan ahead • NCAS objectives • Link with other organizations External Analysis After outlining the Strategic Planning Process, the facilitator guided the participants through a brief analysis of the external PEST factors (Political, Economic, Social, Technological) which are likely to have an impact on NCAS.

OPPORTUNITIES

POLITICAL FACTORS

THREATS

To use animation skills

Partisan politics creates tension and stress in communities

To carry out projects, get equipment and earn revenue

External funding available but with strings; tends to be project-based

• Can create dependency • Reduces voluntarism • NCAS could lose focus on

its own agenda • Disunity

To use animation skills, knowledge of the environment and linkages with environmental groups

External funding agencies focus on community and the environment

To provide animation skills

Greater focus and attention to the role of community-based NGOs by government and external founders


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OPPORTUNITIES

ECONOMIC FACTORS

THREATS

To utilize skills

Loss of jobs due to state of the economy leading to stress, tension in communities

To assist communities to exploit tourism

Increase in room space in Negril

To assist communities to look at alternatives

Tourism in Negril flat

Less stress on people and the environment, leading to lowered demand for animation skills

Link comminutes with hotels

Increase in all-inclusives leading to reduced contact with people in the surrounding communities

OPPORTUNITIES

SOCIAL FACTORS

THREATS

To use skills

Miscommunication within comminutes stemming from lack of understanding, selfish attitudes, lack of openness, willingness to share

NCAS could be seen as meddlers and interfering

Breakdown of trust

Illiteracy and ignorance


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OPPORTUNITIES

TECHNOLOGICAL FACTORS

THREATS

• To promote NCAS activities

and its’ image • To market communities and

community projects • To gather information • To establish strategic links

• Use of the Internet increasing • Negril heavily marketed on

the Internet

Analysis of Strengths and Weaknesses Participants identified the strengths and weaknesses of NCAS:

STRENGTHS

WEAKNESSES

Broad range of skills – animation, “gift of gab”, computer, agriculture, project proposal writing, landscaping, entertainment and advocacy

Not sure of skills that exist in the organization

Determination to succeed

Ability to follow through on projects as a group

Track record – has carried out activities successfully

Members have other priorities e.g. jobs!

Members live in a number of communities

Difficulty in communication due to members living far distances from one another and not having telephones

Leadership

Office space

Compatibility with each other

Transportation – no vehicle

Religious grounding

Lack of funding


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STRENGTHS

WEAKNESSES

Contacts and networks

Lack of knowledge about the funding/financial situation

Dependent on NEPT

At the end of this exercise, each participant completed a Skills Bank Form (see Appendix D) which showed: 1. The organization actually has at its disposal a wide variety of skills and resources, many of which

fellow NCAS members were not aware. 2. The total time available to NCAS by all members who were at the retreat is 60 hours per week.


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Vision 2009 Common Themes in the Vision of NCAS in 10 Years

Each participant was asked to pretend that he/she was the President of NCAS in the year 2009, and to visualize the achievements of the organization. They were then asked to write these down (see Appendix E for Vision Statements). The facilitator then pulled out the central themes in the Vision Statements: • NCAS owns its office • NCAS office as a center of activity • Community development through community action • Projects in:

∼ Public education ∼ Environment ∼ Street/beach boys ∼ Schools ∼ Skills/scholarships ∼ Sustainability established – of NCAS and community projects ∼ International awareness/recognition ∼ Linkages with other organizations ∼ Lobbying

Development of Mission Statement Participants broke into 3 groups and developed responses to the WHO, WHY, WHAT and HOW of the mission of NCAS: Who do we serve?

• Communities in the Negril EPA • People of Jamaica • Members

Why do we exist?

• To reorganize broken down communities • To achieve well developed communities • To improve standard of living • To facilitate change for better living conditions

What do we accomplish

• Organize groups; create awareness of the need for animation • Promoting community development • Education, lobbying and preservation of the environment and

assisting in the resolution of conflict


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How to we do it?

• Arranging meetings, rap sessions • BY guiding, organizing and planning • By use of our animation skills

After much discussion, this led to general consensus on the following: Mission Statement of NCAS NCAS supports our members in the use of their animation skills to promote participatory community development in communities in the Negril EPA through education, lobbying, preservation of the environment and assisting in the resolution of conflicts Development of Goals Participants, again working in 3 groups, were asked to identify the 3 most important things that NCAS will accomplish in 5 years. Each group then ranked the goals in order of importance. Identification and Ranking of Goals

GOALS

RANKING BY

GROUP 1

RANKING BY

GROUP 2

RANKING BY

GROUP 3

To create awareness within NEPA of environmental issues and NCAS

1

1

1

To become financially sustainable

3

2

2

To organize communities to facilitate development of sustainable projects

2

3

3

To reduce the level of conflict within communities

4


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GOALS

RANKING BY

GROUP 1

RANKING BY

GROUP 2

RANKING BY

GROUP 3

On-going education of members

To increase membership base

To have own office facility

Development of Objectives and Strategies Consensus having been reached on the goals, each group was assigned one of the goals and asked to develop SMART objectives (Specific, Measurable, Achievable, Realistic and Time-bound) and strategies:

GOAL

OBJECTIVES

STRATEGIES

1. To strengthen environmental

programs in 10 schools in Years 1 and 2

By collaborating with organizations that are already conducting programs in schools e.g. NEPT, JET & JCDT

2. To assist 8 community

organizations to develop environmental awareness within the 1st 3 years

By developing linkages with such groups existing in members’ communities

GOAL # 1: To achieve awareness within the Negril EPA of the environment and NCAS

3. To create an awareness of

NCAS and foster cooperation between NCAS and various (18) organizations within the Negril EPA such as youth clubs, service clubs, other NGOs by Year 3

By working with 8 organizations that have been or are involved in NEPT’s Environmental Awareness program


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GOAL

OBJECTIVES

STRATEGIES

1. To stage 2 fundraising

events per year

By staging entertainment events

2. To establish and build a fund

of J$1million by Year 5

By placing minimum 50% of funds raised from events in fund

3. To earn at least 5% from all

animation contracts carried out by NCAS

By having NCAS members pay 5% of earning from contracts involving animation skills

GOAL # 2: To achieve financial sustainability

4. To establish at least 3 other

sources of income within 3 years

By developing other sources of income such as membership fees, user fees, contributions

1. Provide assistance for the

formation of at least 3 formal community groups per year

To work with communities/districts where contacts have already been made; through: • NCAS members own

communities • Communities in which NCAS

members worked as part of their training

• Communities in which NCAS

members have carried out animation contracts

GOAL # 3: To organize communities to facilitate the development of sustainable projects

2. Facilitate the identification

and development of sustainable projects in 3 communities per year

By working with communities or districts where contacts have already been made, formal community groups are operating and they have the capability to develop and implement projects


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GOAL

OBJECTIVES

STRATEGIES

3. Provide assistance to 3

community groups by year 5 to build up community funds to invest in their other community activities

By working with formal community groups who have expressed desire or need for such a fund


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Action Plans

Participants then developed Action Plans for some of the objectives (due to the constraints of time and the changes in strategies, all were not possible): Goal # 1: To achieve awareness within the Negril EPA of the environment and NCAS Objective: To strengthen environmental programs in 10 schools in Years 1 and 2 Strategy: By collaborating with organizations that are already conducting programs in schools Action Plan: 1. Identify schools – 10 schools over 2 years • HOW – contact headmaster of schools and discuss program • Meeting with teachers and let them be aware of the program • Organize SA competitions • Dramatizing • Art work 2. Arrange meetings • Slide presentations and the activities of NCAS • Print posters and fliers and distribute to the organization • Person to person iteration 3. Encourage workdays such as beach cleaning and tree planting • Promote best kept community competition • River cleaning project


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Goal # 2: To achieve financial sustainability Objective # 1: To stage 2 fundraising events each year Strategy: By staging entertainment events Action Plan: Carry out fundraising activities in Year 1: 1. Bingo party in August ’99 2. Gospel concert in December ’99 Bingo Party: • Solicit prizes and contributions from business and private individuals • Rent community centre • Rent playing equipment • Seek volunteers outside NCAS • Promotion • Flyers • Posters • Radio stations • Western Mirror • Security trough one of NCAS members Gospel Concert: • Set up planning committee • Identify sponsor (trustee) • Identify voluntary item contributors e.g. church groups, school groups, youth clubs • Rent MXIII complex • Rent seating • Identify paid artistes • Print tickets; apply NCAS stamp • Promote via churches, civic groups, posters, radio, Western Mirror • Identify security • Get contractors for food and drinks


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Goal # 3: To organize communities to facilitate the development of sustainable projects Objective # 1: To provide assistance for the formation of at least 3 formal community groups per year Strategies: To work with communities/districts where contacts have already been made Action Plan: 1. Identify areas 2. Identify community leaders (influential people within the community) 3. Conduct needs assessment 4. Arrange series of group meetings to get residents input on possible leaders 5. Provide linkages between leaders and resource personnel Goal # 3: To organize communities to facilitate the development of sustainable projects Objective # 1: Facilitate project development for 3 sustainable community projects each year Strategies: To work with communities/districts where contacts have already been made, formal

community groups operating and they have the capability to implement projects Action Plan: 1. Conduct needs assessment 2. Identify possible projects 3. Identify possible source of funding 4. Write and submit project proposals 5. Assist in the formation of project committees to facilitate training in relevant areas, implement project

activities In terms of funding the plan, the following expenses were identified as core expenses at this stage: • Meetings • Travelling for community activities • Stationery


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• Telephone, fax, e-mail • Refreshments for meetings At the close of the retreat, participants were asked to: 1. Develop their Personal Action Plan detailing 3 tasks that they would undertake over the next few

weeks to move the Strategic Plan forward. 2. Personal Action Plans were exchanged, and participants asked to call the person whose plan they

had to check on their progress. 3. Complete an evaluation of the retreat (see Appendix F for summary).


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APPENDIX D

CCWWIIPP NNCCAASS SSTTRRAATTEEGGIICC PPLLAANN Skills Bank

1. NAME

2. ADDRESS

3. TELEPHONE #

4. FAX #

5. OTHER WAYS TO CONTACT

6. CURRENT OCCUPATION &

EMPLOYER

7. PREVIOUS OCCUPATION (S) &

EMPLOYERS

8. SPECIAL SKILLS

9. ORGANIZATIONS INVOLVED IN

10. PREVIOUS ORGANIZATIONS

INVOLVED IN

11. CONTACTS/LINKS WITH OTHER

ORGANIZATIONS

12. HOW MUCH TIME EACH WEEK CAN

YOU ALLOCATE TO NCAS?

13. AREAS OF INTEREST IN NCAS

14. OTHER


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APPENDIX E

VVIISSIIOONN SSTTAATTEEMMEENNTTSS NCAS will be there making its influence felt in all areas in which it works. NCAS will grow numerically and as a facilitator will be know in Jamaica • I am very proud to see communities linking with each other resolving conflicts, teaming together as

one body helping each other with problems (stress, jobs, etc.) • Children having excellent education in environmental issues and animating skills in our schools • Wild life living free without anyone violating the rules and laws • Proper water facilities to ensure purified water to taps in our homes • Proper sewage systems in place working properly with maintenance to no end • Less pollution on the eco system. No violation of coral reefs that breed fishes and link as a barrier on

high waves from the sea • Everyone in Jamaica and around the world knows what NCAS is about and what we are doing to help

communities in Jamaica • No inputs of the dangerous drugs such as cocaine, crack, heroin that use to bring a great impact on

the teenagers in the nineties • Teenagers are not forced into prostitution of any kind because of various reasons • Members of the NCAS team working together without contradicting each other • Well know organization throughout the world Well I would like to see NCAS with an own office of their own and to know that it is fully equipped. And I would like to know that there are enough funds for projects of tomorrow. Another thing I would also want to know that we are recognized. I would like to know that NCAS is spreading worldwide. I would like to see we all train some youth for tomorrow for a better future and to spread some of what NCAS deals with because they are the youth of tomorrow. I would like to establish a training centre for the youth of tomorrow so that when they leave school they could have a skill I achieve all objectives that NCAS have set out: • A “pure” environment • Well developed communities • Youths have been occupied with skills e.g. a trade


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• Society on a whole is well informed of means and ways of putting things in action • Beautification in some areas of Westmoreland • Community centre with different departments • Sustainability financially • NCAS in the Year 2009 in comparison to the United Nations status • Extension beyond our shoreline boundaries e.g. the Caribbean, most of the Third world countries • Doing field work similar to the Peace Corps organization e.g. education, self sustaining projects,

preservation of our environment • Financial stable • Promotion/community development • Ownership of a major building complex with a well equipped office enclosure • Development of ten sustainable development projects in 10 communities with a high level of

employment generation • A group of animators and honorary membership in NCAS amounting to 500 persons • NCAS has developed and maintained at least 5 major projects with employment of 100 individuals

and with a high level of financial output • NCAS has developed a training arm for the training of handicapped persons in applicable skills • NCAS representation on all national major community and environmental boards • Animators centre • Animators course in schools on school curriculum • Vehicles • Linkages with other organizations


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• Animator centre (training) • Degree in animation • Community trading • Animator complex • Include animation in school curriculum • Owning land • Providing jobs • Creating links for community people • TO bring animation into our prisons and hospitals • To facilitate change for better living conditions • Financial target of US$1,000,000 reached • $500,000 for community based projects that are sustainable • $250,000 for building projects for NCAS office and staffing • $250,000 for fixed deposits, interest from this amount will go towards education, community,

environment and for 2 scholarships – 1 from Junior Secondary High and one from High school to UWI • For communities in Negril watershed area priority will be given to areas that has most degradation

also amount of people that will be benefited • Projects like dry toilets, tree replanting and fishing.


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APPENDIX F

SSUUMMMMAARRYY OOFF EEVVAALLUUAATTIIOONN FFOORRMMSS A. Objectives of the retreat were:

• All achieved 9 • Partially achieved 1

B. Time allocated for the retreat was:

• Adequate 6 • Excessive 2 • Insufficient 2

C. Identification of External Opportunities and Threats:

• Well covered 6 • Partially covered 1 • Unsatisfactorily covered 1

D. Identification of Internal Strengths and Weaknesses:

• Well covered 8 • Partially covered 1

E. Visioning Exercise

• Well covered 8 F. Setting Mission, Goals and Objectives:

• Well covered 8 • Partially covered 1 • Unsatisfactorily covered 1

G. Development of strategies:


H. Action Plan:



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I. The level of participation was:

• Adequate 7 • Excessive 3

J. Competence of facilitator:

• Adequate 10 K. Material presented was:

• Adequate 5 • Relevant 5

L. General rating for workshop:

• Excellent 3 • Good 6

M. Do you now feel able to identify and develop clear strategies?

• Yes, as new ideas and different strategies were presented to us • Because at times I felt lost because I was not paying enough attention • Yes we able to identify strategies • Yes, I could develop clear strategies from what I have learnt so far • Yes (4 responses)

N. What type of follow-up do you think is needed to ensure implementation of the plan?

• Six monthly visit by facilitators like Marguerite Orane • Review the strategic plan • A review presentation of the completed Strategic plan • Meetings or if possible a next retreat

O. What do you think will be the main obstacle to implementing the plan?

• Co-operation • Acceptance of new ideas • The mission or goal • Keeping animators sufficiently focused • Action, mission statement • Lack of commitment • Finance • Community people support • The challenges

P. Additional comments and recommendations

• The training was very good. It gives me a sense of opening my mind to think, and it was all a brainstorm for quite a few of the members


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• I am happy for the number of participants. I think Marguerite took time to really outline and comment on different ways of looking at strategies

• It was informative and educating

• A slide presentation on any aspect of planning involving communities could be useful (case)

• Facilitator presentation was well done and I know I have achieved a lot in the space of the 3

days and I am looking forward to a next workshop like this one. Thank you all very much Comments on the Devine Destiny Hotel: • The hotel and service was fairly good • Hotel accommodation good; food good; service in general good, we enjoyed our stay. Thanks • For the hotel our food was very good • For the hotel, the facilities were very good • Hopefully the service from any other meeting place will be better • Food and drink was OK • The hotel food was good, but the service was not very responsive

Coastal Water Quality Improvement Project

FINAL REPORT OF THE STRATEGIC PLANNING … report of the strategic planning exercise for the negril community animators society (ncas )

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