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Evaluating a regional strategy
Saturday, January 20, 2007 Voices and Choices has recently released their strategy doucment, and the question naturally comes up, "Will this approach work?" Here are some guidelines to use in evaluating the effectiveness of a regional strategy: 1. Does the strategy set forth clear strategic outcomes? A strategic outcome outlines what we hope to accomplish. More specific strategic outcomes are better than more vague outcomes. Specific outcomes point us to practical implementation plans and metrics. Vague outcomes are difficult to translate into action, and they tend to move us in circles. "Having a well-educated workforce" is not a good strategic outcome. "Creating a learning region in which all fourth graders can read and comprehend well" is a far better strategic outcome. One of the best ways to clarify an outcome is to define the characteristics of the outcome. So, for example, Columbus, IN wants to build a "learning region" with a set of characteristics, such as 1) every 4th grader reading well; 2) no child allowed to drop out of school; 3) every child encouraged to take at least one year of post-secondary education... Defining these characteristics helps align various interests. 2. Are there a handful of specific, practical initiatives (strategic initiatives) to achieve these outcomes? A strategic initiative aligns the interests of different groups toward a common purpose. Effective initiatives are defined with a (formal or informal) simple charter that outlines who is involved, how the initiative team will operate, and how success will be measured. The initiatives should align the interests of different groups and the strategy should clearly outline these groups: Who will take responsibility for these initiatives? In my experience, it is best to start out with about five strategic initiatives. These should be balanced across the spectrum of needed investments. (Balancing investments is tricky. The balance has different dimensions, including risk and timing. Open Source Economic Development provides a framework for balancing these investments to gain broad-based support.) 3. Are the strategic initiatives described with SMART goals (milestones) to measure progress? A strategic initiative can be practical only if it is translated into Simple, Measurable, Relevant and Time-sensitive (SMART) goals. These SMART goals -- which evolve and the initiative moves forward -- keep people focused on the next steps. 4. For each initiative, is there an action plan and budget that aligns resources and outlines who is supposed to do what by when? Ultimately, a strategy needs an action plan and budget to manage accountability. More important, the action plan and budget, widely shared, help insure transparency and fairness. 5. Is there a process outlined to measure progress and continuously update the strategy? In regional economic development, strategy isa process of continuous learning. A good strategy outlines how this learning will take place and how the knowledge generated by the process will be shared. Collaboration platforms help with collecting and sharing information. Through a lean, flexible civic process, a community or region also manages the challenges of leadership transition and of integrating new people into the process. Here are some examples: Sacramento, CA Web site Regional Business Plan Puget Sound in Washington State: Web site Strategy Summary 2007 Action Items posted by Ed |
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