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3.0. SR 02-17-2004
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3.0. SR 02-17-2004
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6~ DEVELOP IMPLEMENTATION PLAN <br /> <br />Be specific about timetables, resources, and responsibilities for carrying <br />out strategic actions. Typically, the city administrator is responsible <br />for implementing the action plan. <br /> <br />7. MONITOR, UPDATE, AND SCAN <br /> <br />Successful strategic plannin9 requires continual review of actual <br />accomplishments and comparison with the plan. The first requirement for <br />monitoring is to assign monitoring responsibilities to an individual or <br />organization. Adjust the strategies as necessary in a changing <br />environment and be prepared to update the plan when major changes occur in <br />that environment. <br /> <br />HOW DOES PUBLIC SECTOR STRATEGIC PLANNING DIFFER FROM PRIVATE SECTOR <br /> <br />STRATEGIC PLANNING? <br /> <br />First, private sector corporations usually have an easier time defining their <br />mission, than do cities and counties. Corporations exist to provide products <br />and/or services, and their success or failure is registered in the bottom-line <br />profit or loss results. Cities and counties do not make profits, and their <br />success and failure is measured in many subjective ways. Therefore, it is <br />imparative that local governments lay more groundwork and look at problems in <br />several ways before coming to conclusions. <br /> <br />Secondly, communities are not highly organized, hierarchical bodies like <br />corporations. A corporations mission is to make profit. A local governments <br />mission is to produce quality services for its residents. To insure the local <br />government's mission statement is reflective of the communities desires and to <br />maximize the consensus-building benefits of strategic planning it is advisable <br />to include representatives of disparate community groups and organizations. A <br />list of possible participants, in no particular order of importance might <br />include: <br /> <br />* Elected Officials <br />* Chief administrator for the local government <br />* Corporate CEOs and other key business leaders <br />* Chamber of Commerce or other business organizations <br />* Board of Education and/or other school system officials <br />* Local state elected officials <br />* Neighborhood representatives <br />* Civic Organizations <br />* Municipal government department heads <br />* Representatives for other area jurisdictions (e.g. county, special <br /> districts, metro council). <br />* Special interest groups <br />* Religious leaders <br />* Local media representatives <br />* Representative from higher education and research institutions <br /> <br />Both public and private sectors agree, however, the reason to undertake <br />strategic planning is to avoid the temptation to employ quick fixes for <br />today's problems and ignore more fundamental issues. <br /> <br />Selected information taken from Strategy For Cities and Counties: <br />Strategic Planning Guide (Public Technology, Inc.) <br /> <br />A <br /> <br /> <br />
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