The July 2016 issue of Municipal World has an article on the process of implementing strategic plans. It’s called, Getting from Here to There, and it’s written by a trio of experts including the president of a company specializing in municipal strategic planning, a strategic planning professional in the public sector, and a CAO from Alberta. In the short, two-page article, it outlines pretty much everything Collingwood did wrong in its so-called strategic plan – which was neither a plan nor strategic.
Experts, schmexperts, eh? Who needs experts? Not Der Block! I mean, aside from all the out-of-town buddy consultants and ambulance chasers the town’s administration has hired at great expense… can you really think of a better use for several hundred thousand of your tax dollars than paying people to tell you what to think? Neither can I…
Because The Block cancelled its collective subscription to MW in early 2015, it won’t read the advice of experts in this and any other field. Thus it will avoid polluting its myopic ideology with information, process, education, and peer advice. After all, when you already know everything, what need is there to learn what others do?
Besides, when you want outside advice, the administration will happily buy some for you that matches your own ideology.
But for my readers, I’d like to examine the process as outlined in the article and compare it to Collingwood’s. Keep in mind that what The Blockheads risibly call a “community-based strategic plan,” I usually refer to as a poorly defined, committee-based wish list. But let’s move on to the comparison.