Strategic planning in government isn’t just about writing lofty goals on paper. It’s about aligning resources, managing priorities, and building trust in the community. Yet, leaders often grapple with questions like:
- How do we balance competing priorities?
- How do we track progress over time?
- And most importantly, how do we build community trust?
Nick Kittle, a government innovation expert and CEO of Sustainovation, brings years of hands-on experience helping communities solve these challenges. Here, he answers some of the most critical questions leaders face in strategic planning. Nick’s insights provide a clear path forward, from avoiding common mistakes to fostering inclusivity and tracking progress.
What are the most common mistakes in government strategic planning?
Nick Kittle:
1. Undefined Roles and Responsibilities
“People aren’t clear about what roles and responsibilities exist in the room. Defining both what we’re doing and what we’re not doing is critical. When these aren’t clear, discussions can derail quickly, and progress stalls.”
2. Consensus vs. Consent
“Another issue is not explaining the difference between consensus and consent. Politicians love the term consensus, but in reality, getting everyone to agree on everything is nearly impossible. Instead, aim for informed consent—move forward unless there’s a significant objection.”
3. Not Using Available Data
“Communities often overlook the data they already have, like survey results or focus group findings. Using this data upfront sets baselines and keeps the process grounded in reality.”
How do governments handle resistance to change in strategic planning?
Nick Kittle:
“Change management is key when introducing strategic planning, especially in organizations resistant to change. Here’s how to approach it:”
1. Establish Urgency
“If you can’t establish why this is critically important and why it needs to happen now, you won’t get buy-in. Urgency is the foundation for any successful change initiative.”
2. Create and Share a Vision
“Work together to create a clear vision of what success looks like. Share this vision widely to build collective ownership.”
3. Empower Others to Act
“Involve staff and community members in the process. When people feel part of the solution, they’re more likely to support change.”
4. Focus on Small Wins
“Small, visible successes build momentum. Start with achievable goals and use them to demonstrate the value of strategic planning.”
5. Address Resistance Head-On
“For those resistant to change, find creative ways to engage them. I like to ask people, ‘Do you enjoy going on vacation?’ If they say yes, they’re open to some level of change. It’s then about figuring out how much change they’re comfortable with and working from there. If they say ‘No’ it indicates they are not open to change and you have to work with that.”
Want to know more about change Management?
How can governments track year-to-year progress in a strategic plan?
Nick Kittle:
“Tracking progress year-to-year is critical for governments. Here’s how to do it effectively:”
1. Set Long-Term Goals with Flexible Actions
“Three- to five-year plans work well because they’re both accomplishable and refreshable. Keep your key focus areas—like public safety or economic development—consistent, but allow annual initiatives to evolve.”
2. Annual Reviews and Adjustments
“Revisit your plan each year to make minor adjustments. Key focus areas remain stable, but you can tweak initiatives to reflect progress or new challenges.”
3. Regular Reporting to Stakeholders
“Accountability is non-negotiable in government. Provide updates on what’s working, what’s not, and where more support is needed. Transparency builds trust.”
4. Leverage Technology for Tracking
“Tools like Profit.co simplify tracking by offering dashboards and real-time updates on your strategy. These dashboards show how our goals are lining up to our vision. This makes reporting back to elected officials and the public seamless.”
5. Major Plan Refresh Every Five Years
“Every five years, revisit your key focus areas and strategic objectives to ensure they align with current community needs. This keeps the plan relevant and actionable.”
We are stubborn on vision. We are flexible on details.
How do governments balance priorities like public safety and economic development?
Nick Kittle:
“Public safety and economic development are often interconnected. Here’s how I see it:”
1. Public Safety as a Foundation
“You can’t have economic development without a safe community. Public safety is foundational to attracting businesses and residents.”
2. Economic Development as a Priority
“Economic development drives growth and is almost always a top priority in strategic plans. Forced prioritization helps balance these priorities by weighing them against other community needs.”
3. Realistic Resource Allocation
“Be honest about what’s achievable. For example, if revitalizing downtown requires $300 million but those funds aren’t available, recalibrate expectations and align resources with feasible goals.”
How can governments gain consent during strategic planning?
Nick Kittle:
“Here’s how I approach it:”
1. Set Expectations Early
“Introduce the concept of informed consent at the start. Remind participants that unless there’s a significant objection, the group will move forward.”
2. Use Buzzers for Objections
“Give participants a buzzer they can use once to raise objections. They get three minutes to present their case. If it doesn’t gain majority support, we move on.”
3. Sign Ground Rules
“For difficult groups, I outline ground rules and have everyone sign them. This ensures everyone understands their role and allows the facilitator to keep the conversation moving.”
How can governments encourage inclusivity through citizen engagement?
Nick Kittle:
“Reaching underrepresented populations takes creativity and effort. Here are some methods that work:”
1. Community Surveys:
“Use surveys with mechanisms for inclusivity, like offering forms in multiple languages, such as Spanish. This ensures diverse populations can participate.”
2. Focus Groups:
“I’m a big fan of focus groups, especially paid ones. Paying participants allows them to take time off work and ensures meaningful engagement. Even unpaid focus groups can provide great insights when engaging key community stakeholders.”
3. Nontraditional Outreach:
“Try guerilla chalking. For example, write meeting details on sidewalks in underserved neighborhoods and show up with donuts or coffee to spark engagement. Meeting people where they are makes a huge difference.”
4. Engage Key Community Stakeholders:
“Go to where people already gather—schools, community centers, or business groups. Proactively reach out to those who are less likely to attend traditional public meetings.”
5. Educate and Inform:
“Take time to educate the public on the issues at hand. Many residents have strong opinions but limited information. Empower them with knowledge to make meaningful contributions.”
How can governments use data to build trust in the community?
Nick Kittle:
“Data is critical for building trust, but it’s not just about transparency—it’s about clarity. Here’s how governments can use data effectively to strengthen community trust:”
1. Clarity Over Transparency
“Transparency is good, but clarity is better. Don’t just throw raw data at the public; present it in ways that are easy to understand. Infographics, dashboards, and simplified reports can make data accessible and actionable for everyone.”
2. Own Your Results
“Be upfront about what’s working and what isn’t. Acknowledge failures alongside successes. When you show the public that you’re committed to continuous improvement, you build trust through honesty.”
3. Engage Proactively
“Regularly share updates with community groups, business associations, and other stakeholders. Highlight how their input shaped decisions and the progress made. Proactive engagement builds credibility.”
4. Leverage Tools for Visualization
“Use technology to streamline how data is tracked and shared. Platforms like Profit help governments track goals, visualize progress, and communicate that progress effectively to residents.”
5. Balance Data with Stories:
“Numbers are important, but they don’t tell the whole story. Pair data with real-life examples and stories that show the human impact of government initiatives. This makes the data relatable and reinforces trust.”
Conclusion
Strategic planning in government is a trust-building exercise. It’s about aligning goals with resources, making tough decisions, and being accountable to your community. By following these insights from Nick Kittle, government leaders can turn plans into actionable, impactful strategies that serve their constituents.