As team lead for New Buffalo, I would develop lines of contact between
citizens and local government to address implementation challenges.
"Invest in communication efforts," says (Bryson, 2017). "This requires
careful design and usage of communication networks and the messages
and messengers that compromise them" (Bryson, 2017). Community
and critical stakeholders may address these challenges through
"websites, social media, educational initiatives, information packages,
and guidebooks.." (Bryson, 2017).
Next, I'd "build in enough people, time, money, administrative and
support services, and other resources" (Bryson, 2017). If feasible, build
in significant redundancy so that if something goes wrong - and it will -
there is ample backup capacity. Then, as team leader, we must apply
the listed items. This can be done by diligently seeking out the right
person for each task, acquiring funds from the local government or
from donors, and setting up additional support from the tools and
administration needed to ensure that the strategic plan implementation
operates properly or is ready to face challenges. Last, strategic planners
should never stop learning. Planning never ceases. To use this strategy,
an assessment system would be in place to discover what went wrong
or may be improved. Training on these topics can be helpful.
Continuous learning is necessary during and after strategic planning to
maintain "...their organizations (initiatives, programs, alliances,
communities)" (Bryson, 2017).
References
Bryson, J. M. (2017). Strategic Planning for Public and Nonprofit
Organizations: A Guide to Strengthening and Sustaining Organizational
Achievement (5th ed.). Wiley Professional Development
(P&T). https://mbsdirect.vitalsource.com/books/9781119071617
