'PEOPLE WILL SUPPORT WHAT THEY HELPED CREATE'

Once-dysfunctional Lee's Summit, Mo., became a model for strategic planning and implementation after undergoing a strategic planning process more than a decade ago.

It's one of more than 70 communities Derek Okubo of the nonprofit National Civic League has worked with the past 16 years.

"They were so divisive because they were growing so fast. The mistrust of the government, the dynamics, they were pretty intense. They couldn't get anything passed (by voters)," Okubo said.

In 1993, about 70 people with Okubo's help came up with a strategic plan for managing growth. Within six years they implemented 40 of 47 original strategies. They had implemented so much they had to do an update in 1998 and again in 2008. The community that couldn't pass a single ballot measure is now 30 for 30 on ballot referendums that grew out of the plan. Residents have passed tax increases for roads and water improvements, to support additional police and firefighters and to build a new police and fire station.

"It changed the culture of the community and the practices of the local government. É It is a two-way relationship now," he said. "People will support what they helped create," he said.

So what makes efforts like the Lee's Summit project successful? Okubo says successful strategic planning depends on a few basic rules:

Be inclusive: A community's vision should reflect its common values; it also needs to include its diverse populations. Identify the community's different interests and viewpoints and actively recruit people from those groups. For example, the Treasure Valley has a large refugee population and a strong recreation community, which a successful effort will work to reflect.

Bringing in new people brings new leaders and ideas. "What happens in the end, and this has happened in every single case, is a lot of new leadership we hadn't known existed emerges," he said.

Avoid platitudes and unrealistic goals: Just because something is obvious does not mean it is easy or even doable. Setting "end racism" as a goal is laudable, but without more specificity becomes meaningless.

Some clearly defined Boise Visions goals were easily implemented, like a comprehensive city parks plan. Other goals were too vague, such as "Develop and maintain public infrastructure in a manner which supports an upwardly mobile population and workforce."

Quality, not quantity: Having too many goals is as bad as having vague goals. Okubo recommends about six. "The bigger it gets the harder it is to implement," he said. "You have to make some tough choices."

Boise Visions' 23 committees made 216 recommendations. The Foothills preservation project had one, passing the tax levy.

Seek the ripple effect: Identify goals that will ripple out and have multiple benefits. Better schools will attract relocating businesses. That means more jobs, better housing and a healthier population.

Follow through: Coming up with goals is easy. The real work comes with meshing the goals with reality, having a doable implementation plan and monitoring progress.

Ask the right questions: A good strategy is not always the right strategy. One city asked citizens if they felt safe at night downtown. A high percentage said no. The city put more police officers downtown on bikes, horseback and foot. It turned out that what citizens really wanted was better lighting dark streets. Clearly defining problems and solutions before taking action, Okubo says, can help avoid misunderstandings.

Buy-in is a two-way street: Elected officials cannot enact their vision if the community does not support it; citizens cannot get change without the help of officials. When a small core of powerful people simply go through the motion of getting community input, they risk alienating the community. "When that happens it is really hard to get the buy-in back," Okubo said.

Keep collaborating: If a community is involved in the planning, it needs to be included in the implementation and monitoring. If government leaders "take it and say, 'Thanks residents we'll take it from here.' That doesn't work," Okubo said.

What is Vision for the Valley?

Vision for the Valley is a movement sparked by an Idaho Statesman project that has attracted Treasure Valley political, business and community members with a shared interest of maintaining and enhancing the area's lifestyle. Ten committees are working on themes such as strong neighborhoods, educational opportunity, charitable climate, caring community, training workers, investing in mobility, constructive collaboration, strong economy, creative culture and environmental stewardship.