Town of Cochrane Strategic Plan – Final Report October 2014
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Establish an advisory committee to monitor and guide the implementation of the plan. The
committee members must make a firm commitment to collaborate, and should establish a
Terms of Reference to define the rules of engagement. If something happens that endangers
the relationships on this committee, make sure action is taken to repair them and keep the
progress going.139
Encourage broad community ownership and accountability for the implementation of the
plan, but identify one key owner to follow through on each goal.
Embed the strategic plan into the daily operations of participating organizations.
Develop written criteria to monitor and evaluate the performance of strategic planning.140
The multi-sector overseeing committee should not only monitor the progress in
accomplishing its goals, and oversee the group's efforts, but should also continuously
evaluate the work it has done. By doing so, the collaborative can identify mista kes and
correct them to ensure that it reaches its goals. Evaluation will also help build the
collaborative’s credibility so that it can increase its potential to accomplish more in the
future.141
The oversight committee may wish to hold monthly strategy meetings to discuss the status
of the plan, troubleshoot problems and cross off what has been completed.
Lead by example. Community leaders must demonstrate commitment and consistency in
aligning decisions with the strategic plan. When making budget decisions, all partners
committed to implementing the strategy should refer to the plan.
Appoint a single, recognized plan leader or coordinator. This individual should track,
monitor, and facilitate objectives and reports on progress. The leader should be respected
by key partners involved in implementing the plan. Research also suggests that plans are
more likely to be implemented when the governance or leadership structure is considered
“stable” (as opposed to experiencing constant turnover).142
Communicate the plan using different methods. Traditional methods of communicating the
plan include presenting the plan at meetings or community events, and placing copies of
the plan at the various locations throughout the community, including the public library,
community centre and sports venues. Other methods are more visual: a strategic plan
poster with the strategic plan components (vision, mission, strategic directions) on one
138
Northeast Kansas Library System. (2014). It’s Alive! Keeping your Strategic Plan Vital. Available at:
http://www.nekls.org/it%E2%80%99s-alive-keeping-your-strategic-plan-vital/
139
For more information on building multi-sector collaboratives please see the University of Kansas’ Community Tool
Box website: http://ctb.ku.edu/en/tablecontents/sub_section_main_1385.aspx
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Dusenbury, P. (2000). Strategic Planning and Performance Measurement. Washington, DC: Governing for Results and
Accountability Project, The Urban Institute.
141
Community Toolbox. (2014). Developing Multi-sector Collaborations. Available at:
http://ctb.ku.edu/en/tablecontents/sub_section_main_1385.aspx
142
Wheeland, C. (2003). Implementing a Community-Wide Strategic Plan: Rock Hill’s Empowering
the Vision 10 Years Later. American Review of Public Administrations, 33: 1, 46-69.
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