Planning and Accountability for LD Democrats

Businesses often set goals, create plans, measure their accomplishment and hold themselves accountable for implementing their plans and achieving their goals. Legislative district (LD) and other voluntary non-profit organizations are less likely to do so. But note the acclaim that has been given the Gates Foundation for holding its beneficiaries accountable. To enhance their performance, LDs should create a plan at the beginning of each year, and evaluate its implementation at the end of the year.

Participatory Planning
The best plans are participatory, with as many as possible of those who will implement the plan participating in its creation. Through participation of those who will do the actions, participants educate each other to create an action plan which contains everyone’s wisdom. Participants can then enact the plan quickly, since they do not need to be first trained to understand it. Nor motivated to implement it.

Plan through brainstorming and organizing the thoughts of all the participants. In sequence, create or identify the Context, Vision, Obstacles, Strategies, Tactics and Organization for implementation. Express these at an appropriate level of generality, without getting bogged down in unnecessary detail.

Context and Practical Vision
Begin with describing the LD’s relevant history, present situation and trends. These descriptions are an easy beginning point because they are objective. Then imagine that in 3, 2, or 1 years, all that is desired is obtained. What would this be? What would remain the same and what changed. Rooted in the present, this practical vision is the basis for the rest of the action plan. It expresses the participants’ commitment to this aspect of their community. Do not stop here or everyone will become cynical about great ideas that are not realized.

Identified Obstacles
If the vision was easy to realize, it would have already been realized. What is blocking its realization? Are leadership, cooperation, cultural tradition, opposition, expertise, or resources lacking? Identify the obstacles and then the basic obstacle that must be changed to realize the vision. These obstacles form the target for the strategies and tactics. Identifying the obstacles is painful because it identifies the weakness and failure of the community. Do not stop here or everyone will drown in futility. Don’t let the pain stop the creation of strategies and tactics.

Creative Strategies
Strategies orient to removing or going around the obstacles. For each obstacle and especially the basic ones, create the strategies for dealing with it. How do we obtain leadership, cooperation, expertise, volunteers, funding, etc.? Some strategies may orient to several obstacles. Create basic strategies which if enacted will overcome all the obstacles. Ask “Will these be effective?” The participants begin to feel good as they can visualize the light at the end of the tunnel. But don’t stop here or nothing will be done.

Timelined Tactics, Assignments and Budget
The (what, when, who, how) tactics are the specific actions that will be performed to implement the strategies. The description of each tactic (perhaps on a card) should include What will be done? When will it be done? What individual or existing or new team will do it? How will it be done (procedures and resources)? Some tactics may assist the implementation of several strategies.

The tactics are put on a 2-dimensional timeline (perhaps on a sticky wall cloth, with time along the bottom and the assigned individuals and groups up the side. The position of the tactics cards is adjusted so that some come before others that they enable and so that any one time period doesn’t require more resources than are available. Create a realistic personnel and financial budget through summarizing the participants, funding and other resources that are needed at each time period.

The participants now become nervous as they realize they are committing their own time and energy to realizing the plan. They must realize that their vision cannot be realized without their actions. Without implementation, the obstacles will remain. They will remain mired in the swamp of the present. The group will dissolve. But implementation is made easier because a group is involved. When some people have difficulty, others can step in to help.

Typically, the time line is by week for 3 months and then by month for the rest of a year. Often many of the tactics can be performed quickly during the first few weeks or quarter. After a quarter, the group should adjust their plan to face new realities. They should ask: Which tactics has been done and which not. What new resources and obstacles have appeared? What is the schedule of tactics for the next quarter.

Evaluating Implementation of the Plan

At every monthly meeting, some time should be given to reviewing the performance of tactics for the last month and the assigning of tactics for the next month. More extensive review might be conducted every quarter. At the end of each year, last year’s plan should be reviewed and a new plan created for the next year.

A final note. Circumstances change. Some tactics occur easier and produce more results than expected while the opposite is true for others. Plans need to be continually modified as circumstances change. A plan should require adherence when changes are obviously needed, nor guilt when changes are made. It is better to think of a plan as a story which pushes (motivates) action than a rigid plan which pulls it.