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These shared characteristics can best be understood and described through widespread involvement in developing the vision. An organization in which the vision, goals, and objectives are aligned from the top to the bottom will be much more successful at implementation. Step 4: Measure Progress Progress made in achieving your commu- nity's or organization's vision, goals, and obiectives can be measured in several ways: by changes in market or commu- nity characteristics or trends, by changes in customer perspectives, by changes in competitive position, and by changes in the effectiveness or efficiency of ser- vice delivery. Progress can be measured by identi- fying changes in the characteristics or trends named as strategic issues in Step 1. Examples might include reductions in crime rates, improvements in such eco- nomic indicators as unemployment rates or income levels, and improvement in such social or other indicators as the teen pregnancy rate or high school dropout rate. Another way to measure progress is through changes in the perspectives of your customers, for instance, improve- ments in levels of customer satisfaction, in perception of quality, or in perceived value received for taxes paid. Changes in competitive position also can be used as measures of progress. Be- coming more competitive with private sector providers, either in quality or in price, is an indication of progress. Also, moving up in one of the many rankings of communities by quality of life, or by some other factor, may be an effective way of measuring progress. Changes in the effectiveness or effi- ciency of services provided can be used to measure progress, e.g., a specific re- duction in the cost per unit provided, or a quantitative improvement in the in- tended outcome of a service. Conclusion Communities and organizations that have committed themselves to using strategic management or similar pro- cesses have realized substantial success. This success can be measured in terms of real progress in addressing commu- nity or organization issues and of spe- cific increases in customer satisfaction. Strategic management, like any other change process, requires a long-term commitment from the top and much energy and effort. There is, however, a potential for rich dividends for any community or organization willing to undertake such a change effort. ~ Scott Bryant is principal of Scott Bryant Associates, Frederick, Maryland. New for Public Administrators, a 3-part video series... Managing for Results: The Key to More Responsive Government In 120-plus minutes of compelling video, Managing for Results explains and illustrates the basic concepts of performance measurement. Then you'll see those concepts in action as city and county managers, elected officials, administrators, consultants, and involved citizens -- from Virginia, Oregon, .Minnesota, Texas, and Vermont -- explain strategies, tactics, problems, and opportunities. Managing for Results: · Features over 50 speakers from eight case study locations · Is hosted by National Public Radio's White House Correspondent Mara Liasson · Includes a comprehensive Resource Manual and Facilitators Guide This 3-part video series retails at $350 plus shipping and handling. A special price of $295 is available to ICMA members. For more information, call The University of Vermont at (800) 639-3188. Produced by The University of Vermont · In sponsorship with APWA, ASPA, GFOA, and ICMA. 32 OCTOBER 1997