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Current Report and Study Process
About the Current Report
Adapting to Rapid Disruptions via Emerging Technologies
The Committee on the Future (CotF) envisions a report about Chesterfield County as a community positioned to address rapid societal, environmental or economic disruptions utilizing leading-edge technology to ensure public services (governmental and educational) are adjusted, maintained and enhanced for all residents. The ability of a community to pivot in providing public services can be challenged by the limitations of technology. The report will provide strategies and suggestions for utilizing leading-edge technology to ensure all residents and businesses in Chesterfield County are able to equitably participate in these services in times of disruption.
Current Report Phase
Step 3: Key Strategic Issues (In Progress)
(Estimated completion period: 10 months)
Continuing in-depth research assists the committee in identifying and addressing key issues related to the topic under study. Identifying major trends early in the report process determines gaps in the research. Members work diligently to learn as much as possible about the core issues through their own research, with the help of county personnel and through discussions with expert panels.
The committee develops preliminary long-range (20-30 years) strategies for resolution of the challenges related to each major trend. These are compared to current county strategic planning practices.
Draft Report
Draft Report Title
Adapting to Rapid Disruptions via Emerging Technologies
Draft Report Vision Statement
The Committee on the Future (CotF) envisions a report about Chesterfield County as a community positioned to address rapid societal, environmental or economic disruptions utilizing leading-edge technology to ensure public services (governmental and educational) are adjusted, maintained and enhanced for all residents. The ability of a community to pivot in providing public services can be challenged by the limitations of technology. The report will provide strategies and suggestions for utilizing leading-edge technology to ensure all residents and businesses in Chesterfield County are able to equitably participate in these services in times of disruption.
To support this vision, the CotF will suggest the following focused areas:
- A shared services model focused on collaboration among the government and schools that leverages the skills and resources of each;
- A framework for partnerships that supports consumer centered approaches to services, with connectivity available for all in Chesterfield County, and spaces to support a safe place to build civic and community engagement; and
- An emerging technology philosophy that identifies opportunities for use of leading-edge technologies across government and schools, driving innovation in services and developing best practices.
Note: The proposed draft report title and vision statement were approved by the committee on Feb. 8, 2021. Due to the ongoing and progressive nature of the committee's work, the title and vision statement are subject to change; however, it is a goal of the committee to be collaborative, dynamic and transparent, and so updates will be provided as efforts progress.
Study Process
The completion schedule of reports averages 3-4.5 years based on the seasonal opportunities for best participation from residents, the cycles of local government operations, and the continuing involvement of all committee members. The actual time needed reflects the number of potential topics under consideration, the time needed to research the topic and study each issue’s influence on Chesterfield County.
The committee uses a seven-step process to meet its goals. During each step of this process the committee seeks input from outside sources particularly residents and county departments. The executive committee meets prior to each step to access the progress-to-date and to map out the next phase.
Step 1: Organization of the Report
(Estimated completion period: 7 months)
This begins with selecting a topic and developing a work plan. Help shape the county's future by submitting suggestions for consideration.
All county departments are contacted for suggestions of long-range challenges to the county. These are added to the list of topics considered in the past. Members recommend topics after developing a short pro-con analysis to explain the suggestions.
Once the committee has a short list of four to six topics, they hear panels of experts discuss each topic. These panels are made of representatives from county departments, state agencies, private business or industry, non-profit organizations and academic institutions.
After the topic is selected, members determine what the study will require and set more defined target dates.
Step 2: Environmental Scan
(Estimated completion period: 8 months)
This search for information from many different areas assists the committee in determining the scope of the report. Most issues become unwieldy if not narrowed to a more focused subject matter.
Research is varied depending upon the topic chosen. Often members read and discuss articles and books broadly defining the topic. Department directors have knowledge of particular issues as do representatives from the private sector and academia. Sometimes conferences, seminars or workshops are timed to coincide with the committee’s research. The committee has toured the county and county facilities as part of this phase.
Committee members develop a vision of the county twenty or thirty years in the future with relationship to the topic. Putting the mission of the report into words helps the committee define the scope of the report and stay on course over the ensuing months.
Step 3: Key Strategic Issues
(Estimated completion period: 10 months)
Continuing in-depth research assists the committee in identifying and addressing key issues related to the topic under study. Identifying major trends early in the report process determines gaps in the research. Members work diligently to learn as much as possible about the core issues through their own research, with the help of county personnel and through discussions with expert panels.
The committee develops preliminary long-range (20-30 years) strategies for resolution of the challenges related to each major trend. These are compared to current county strategic planning practices.
Step 4: Internal/External Analyses
(Estimated completion period: 8 months)
The scope of the report and preliminary strategies are discussed with county departments, interested residents and external organizations by scheduling presentations at internal staff meetings and external community meetings. This feedback coupled with additional research is used to develop the report outline.
Step 5: Strategies and Action Plans
(Estimated completion period: 8 months)
The outline guides the writing of a draft narrative and assists the committee in crafting recommendations to include in the report. The draft is reviewed by county departments and interested individuals. Suggestions for additions, omissions and corrections are reviewed by the committee before a final document is published.
Step 6: Presentation
(Estimated completion period: 4 months)
The report is presented at a scheduled Board of Supervisors meeting. After presentation to the board, it is given to county administration for a feasibility analysis. This determines the implementation plan the county will use.
Additional presentations are given at community meetings. The committee also does presentations upon request by private groups and organizations. Copies of the reports are distributed throughout the county, region and state.
Step 7: Monitoring Implementation
(Annually)
The committee has no authority to implement any of the strategies. Once the report and its recommendations have been presented the committee steps back except to monitor its implementation.
As required by county charter, the implementation status of recommendations and strategies in all reports to date are tracked annually. Recommendations from the Committee on the Future are, by definition, meant to be visionary. For this reason, many of them cannot be implemented immediately or even appear feasible for a number of years. Others become unfeasible due to lack of funding, manpower or community will. It is significant that the rate of implementation remains high. The percentage of recommendations that have been implemented or are in progress (ongoing programs) at any given time varies depending on the topic and when the report was completed.
Once a year, each department is asked to report on the implementation status of all strategies that fall under the purview of its operation. The results are recorded and annual reports are sent to the Board of Supervisors.