11

Controls, Feedback, and Replanning

Regardless of how performance measures are used, it is critical that local government leadership determine that the measurement data designated in the plan can actually be captured and that the proper control mechanisms are in place to collect the data.

In many communities, necessary data are already being collected or existing data collection systems need only minor adjustments. Occasionally situations occur in which new data collection systems must be designed or significant changes must be made to existing systems.

Most local governments examine outcomes from the strategic plan on a regular basis, more often than once a year or at the conclusion of the planning cycle. By continually monitoring progress, governments can assess whether objectives are likely to be met. When data show progress is lagging, managers can adjust their activities or the level of resources invested for a midcourse correction.

Conversely, if it appears that the target numbers will be exceeded, local government managers may wish to reallocate resources to other activities. If environmental factors have changed or the initial plan was unrealistic, frequent measurement and evaluation of performance against the plan will trigger corrective action.

Feedback loops

Feedback loops collect the lessons of the strategic planning process and implementation, and deliver them to managers for use in subsequent cycles. Strategic planning is an ongoing process of planning, review, evaluation, and replanning. Everyone involved in the next planning cycle can benefit from what was learned in previous planning processes and implementation efforts.

In recognition of the need for strong feedback, many communities’ strategic plans memorialize the need for follow-up and feedback in the plan itself. They may do so by simply stating the need or by actually establishing a schedule for review.

Contingency planning

Contingency plans are situations of “what if?” Local government strategic planners need to consider a few key contingencies:

• What if the performance data clearly show that we will fall far short of the target?
• What if the performance data clearly show that we will greatly exceed the target?
• What if the environment changes, making planned or existing programs less, or more, critical to the community?
• What if the forecast resources available for implementing the plan turn out to be too high or too low?
• What if a catastrophic event (natural or otherwise) occurs that requires extraordinary resources?
  Contingencies should also be considered at an operational level:
• What if the largest employer in town announces it will shut down in three months?
• What if a new major employer arrives, creating demand for schools, public safety, and other public services?
• What if a major source of grant funding is cut by the state or federal government?
• What if the city’s bond rating is lowered?

In its contingency plans, a local government lists the most critical situations that may occur and the government’s possible responses. Planners should prepare alternative responses to each situation. Often the mere act of anticipation can result in better responses and a quicker resolution of unexpected problems.

Although contingency planning is not generally a part of strategic plans, it must be done to assure that implementation of the strategic plan will not be delayed or prevented by changes in circumstances.

Planning to replan

As part of every strategic planning process, community leaders must lay out a schedule to update the plan. Too often, the intention to reconvene the process one or two years in the future is overwhelmed by pressing issues. Officials busy “fighting fires” often delay planning to a later time when they “can get to it.”

Many communities address this problem by including in the strategic plan a schedule for review, updating, and replanning. The Chesterfield County, Virginia, strategic plan includes the following statement.

During FY 2003, the county’s leadership group worked to refine and revalidate the strategic goals and conduct a thorough review of all objectives and performance measures. This extensive review is conducted every three years to determine if the existing strategic plan, objectives, and measures are logically sound. If necessary, the plan and measures are redefined and goals and objectives are realigned. The county’s leadership group also reviews the performance measures provided in the strategic plan quarterly to determine if any management action is required.