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. . . , . . . . . Go"1t E RN`FN G:" Yoi'.0 R c I'T' Y III Municipal Strategic Planning By Carl Neu ocal government operations community and its future to happen- strategies and achieve the goals affect our daily existence, experi- stance and the type of thinking that through informed decision-making ences and the quality of life we befuddles governance and policy. and focused resource allocation. have within our communities. Thinking and acting strategically relates • Maintaining credibility in the vision No local government deserves, to the following four elements: and the people committed to its nor should its citizens tolerate, A powerful vision. Leaders focus on attainment. Powerful visions are a council or governing body that the future. The means by which they achieved in part because leaders are isn't effective and competent in engage a community's commitment to able to maintain people's faith in the leading the community toward a that future is through creating a picture importance of the vision and its better and more productive future. or vision of what they are striving to benefits to the community's future. Thomas Cronin, a recognized author- achieve. This vision captures imagina- • Ensuring the community's leaders ity on public policy, defines leadership Lion and commitment by providing a work in partnership with each other as, "making things happen that might general direction for change, motivat- and the entire community in pursuit not otherwise happen, and preventing ing people to take action to bring of the vision. things from happening that ordinarily about those changes, and coordinating The will and skills to achieve the might happen. It is a process of getting the actions of all sectors of the commu- future. Leadership can be defined as •people together to achieve common nity to work to fulfill that vision. Vision having two essential elements: wish goals and aspirations. Leadership is a is a sensible and appealing picture of bone and backbone. It's relatively easy process that helps people transform the future that rivets the entire corn- create a vision, strategies, and goals, intentions into positive action, visions munity's attention and enables it to put and communicate all of these through- into reality"—a process that begins with the priorities of the future over the out the community. But the backbone a powerful vision, sound strategic think- demands of the present as the basis for comes from creating the will and hav- ing, a solid commitment to the future, decision-making and resource allocation. ing the skills to carry out the strategies and the will and skills to achieve the Sound strategic thinking. Vision is and goals necessary for achieving the future in partnership with the entire not enough. Without a feasible and vision. community. . well thought out approach to achieving Will starts with commitment and is A council's primary responsibility the vision, it is nothing more than a sustained through undaunting courage is not just to make policy or rule on pipe dream or a hollow aspiration. and faith in the power of the vision. agenda items at public meetings. It is to Strategy and related goals provide the The skills required are many, including determine and achieve citizens' desires logic and detail that show how a vision visioning and goal-setting, team build- for the community's future. Municipal will be accomplished over time. One ing and establishing working partner- leaders help to shape the future of the of the most critical strategies that must ships with numerous groups through- community by identifying and meeting be defined is how the vision will be out the community. Leaders must also the challenges that must be addressed communicated throughout the entire be skilled in conflict resolution and through decisive leadership and goals. community so it is understood and willing to take risks. Leaders sometimes A strategic leader always envisions embraced. have to help their community over- the future and takes a community Commitment to the future. Corn- come a sense of scarcity by sharing "back to the future" from the present. mitment arises from communication resources to create abundance. This leadership adventure starts with and understanding. Major change is The process of strategic planning vision, and evolves to defining the stra- difficult to accomplish and results from involves the entire community because tegic issues that must be mastered to strong community-based coalitions and successful communities are the result of achieve the vision. The next step is the teams committed to achieving the people thinking, dreaming, and work- development of long-range goals that vision. The commitment to the future ing together. r address these strategic issues and which is exemplified by four characteristics: provide decision-making and budgetary • Ensuring that key players throughout focus for the successful implementation the community are on board so they f these goals. Living from one annual can propel, rather than block progress. Carl Neu, a former local official, is a budget to another, and from one coun- • Developing the levels of expertise management consultant specializing in cil meeting to the next, condemns your and insight necessary to carry out the strengthening municipal leadership. AUGUST 2000 MINNESOTA CITIES 1 3