Knowing & Doing Aren’t the Same

For the last two decades I’ve worked around the country with companies, organizations and communities, seeing all forms of strategic planning in many phases of its development and implementation.  I’ve also seen strategic plans get more and more complex and take longer and longer to create.

The length and complexity of these plans stems from a desire to want more information to guide strategic decisions as well as to want to analyze information better and more thoroughly than your competition (a subjective assumption).

Yet as more information is available and analyzed, far too many of these strategic plans appear (and are) lifeless, impractical and wasted.  But why?

Knowing & Doing Aren’t the Same

As a dad of three I’m often reminding my kids to do things, which means I can’t tell you how many times I’ve heard, “I know” to which I’ve quipped “Knowing and doing are two different things.”

Before I even finish there is a part of me that winces at having said such a ‘dad-like-thing’ but the truth is my response is less a reflection of being a dad and more a reflection of being a consultant in today’s world.  Like my kids, most people fundamentally know what to do, but they are often distracted from taking action either by the immediacy of something else that’s grabbed their attention or they are waiting for more information.

Albert Einstein is attributed to having said, “Information is not knowledge.”

And this problem is only getting worse as the daily bombardment of information through every device and from every screen raises our expectation that a little more information won’t hurt and will actually make it easier to take action.  It’s an assumption that the next piece of information may be so much better than what we have, we must wait.

Thus this access to so much information that is so frequently refreshing (updating, revising) is now treated as a source of knowledge, creating an illusion that with knowledge of the next piece of information we can somehow take more decisive and successful action.

Knowledge is More than Information

Unfortunately knowledge is more than mere abundance and availability of information.  Knowledge involves experience (good and bad), ranking (how we measure and weigh information), instincts/intuition, imagination and other processes that are functions of taking action (a/k/a doing).  Thus, the result of seeking more and more information because it is (or may be) available too often leads to the same problem of inaction that plagues my kids – distraction and postponement.

This is not to say that data and information can’t be valuable to a decision, but the expectation that more data and information will always lead to an even better decision has a limit.

3 Tips for Action

Here are three tips to encourage action:

  1. Do limit the analysis of data and information to that which is most relevant to your goals and objectives.  Don’t rely on data that is too historic or unverifiable.
  2. Create a plan that guides your strategic decisions and actions for the next 3-5 years.  Don’t create a plan for purposes of creating a plan.
  3. Assume that your plan will need to be adjusted as new information is available or markets change.  Don’t fall into the trap of creating an entirely new plan every time something changes.

 

You Don’t Know You Need Us (Until You Do)

We’re a land use and economic development company.  Most people aren’t sure what that means, but essentially we have three types of clients:

  1. Developers – we help developers get the permits and approvals then need (especially difficult ones) in a timely manner.  We also help them analyze and select locations for their projects.  We also help bridge the gaps where a jurisdiction’s policies, permits and practice don’t quite fit or are not anticipatory of a type of project.
  2. Cities/Countys/EDOs – knowing what it takes to make a project happen, we help advise communities on policies, programs and marketing so that they are more effective at getting the economic development they want.  Essentially, we help these clients get smarter, more strategic and we do it for a better cost structure than “planning” companies.
  3. Small Businesses & Individuals – zoning is one regulation that applies to every business, every non-profit and every individual, so when small businesses run into zoning challenges that are complex and political, we help them navigate to safety.  Click here for an example

Unfortunately, we frequently hear our new small business and individual clients say something like, “Wow, I didn’t even know people like you were out there. . .”

We recently helped a small business, The Grayson, resolve a zoning compliance matter that threatened to shut them down because their c0-housing solution to long term rentals for corporate relocation clients was defined as a “hotel” though it’s a far cry from such.  It would be incredibly difficult to walk through the challenges of their situation in a single blog post (so we won’t try).  But, we’d like to provide you with our client’s thoughts, which she allowed us to share:

“Toyer’s firm has a great background and working knowledge of regulations, zoning, and code. Toyer was able to navigate the complexity of county planning department and code, succeeding in getting a resolution that kept our business from having to close. More incredible was the fact that Toyer was successful where attorneys had failed to help us with the problem.  Without Toyer Strategic’s involvement, we would have spent thousands of dollars fighting a losing battle,”  Mariam Zinn, Owner, The Grayson

We’re proud of the work our company does and what it means to small business and entrepreneurs.

Got a zoning or zoning compliance issue?  We can help. Contact us

 

If You Don’t Have a Certified Site, You Need This

Site certification has gained importance over the last several years as states, utilities and railroads create certification programs.

But what if you can’t afford to “certify” your site?

Simple, you can do your own due diligence as if you were the project.  Why?  Because site certification was really born out of economic developers not being prepared and knowing their available sites as integrally as they should.

Below is a simple template we use in the early stages of competing due diligence for our private sector clients.  And, if you have this information on hand, I’m confident that you’ll save yourself a lot of time the next time your asked to respond to a site selectors RFP.

Preliminary Industrial Site Assessment verson 1.3

Spencer Project Complete

On Monday (Jan 7, 2019) we presented the Spencer City Council (Spencer, Iowa) with a final draft of their Economic Development Strategic Work Plan.  The plan, developed in conjunction with the city’s Grow Spencer Commission, covers a range of economic development initiatives for the next five years.  Check out the plan.

In accepting the final plan, the Spencer City Council unanimously approved a resolution to implement the plan.

News Coverage:
Council Approves Grow Spencer ED Plan (KCID-FM)

Understanding How City Plans Fail

In my experience a City’s successful implementation of a plan depends greatly upon a their reaction to and investment in the actual elements of the plan.  For successful implementation to occur, a city must be mindful of the tendency for its performance to ‘default’ to status quo (generalization and avoidance), substitution (solving a less complex problem) or surrogation (substituting a performance measure for goal attainment).

Status Quo

Status Quo appears most typically in the forms of generalization and avoidance:

Generalization

Generalization occurs when a plan is accepted or adopted at the Council level, but not integrated into the working operations of the city. Plan implementation may be added to council, management and department agendas, but on-going engagement in discussing both the plan and its implementation gets almost exclusively focused on existing daily operations or is skipped due to a lack of time spent on other matters. This tendency to generalize the meaning of ‘implement the plan’ leads away from the strategic discussions, decisions and actions required for real plan implementation. Drawing a comparison to small business, it’s like the owner always putting “do marketing” on their task list without a direction (e.g. promoting a special off), specific strategies (e.g. add content to social media, purchase radio spots) or a process of reviewing and measuring outcomes.

The result of this generalization is either (a) an abandonment of the plan (often arising from the feeling that the plan is too big) or (b) a sense that the plan is so comprehensive and well documented that it’s enactment is naturally occurring without an on-going focus (what we can only assume must be an evolutionary product of the common planner reference that a plan is a ‘living, breathing document’).

However, the truth is that generalization results in one outcome: inaction. The lack of on-going conversations at council, management and department levels about the specifics of how the plan and strategy are being implemented, the progress towards implementation, and the measurement of the results and adjustment of strategy leads to deprioritizing the importance of the plan and replacement by more pressing, emerging matters.

It’s a false expectation for a Council or Manager to assume that a broad directive of ‘implement the plan’ without frequent interfacing is enough for a department or individual to determine the who, what, how and why for each plan element that must be accomplished in additional to current operational responsibilities.

 TIP:  Hold regular implementation conversations and (at least) an annual workshop or retreat to make strategic decisions on assigning responsibility, monitoring progress, adjusting strategies, and evaluating success.

Avoidance

Avoidance occurs when a plan is accepted or adopted at the Council level, but due to the city’s present budget and general financial policy, Council and management avoid discussing, recommending, prioritizing and appropriating adequate resources (staff time, programmatic funding, etc.) to carry out the work.

This tendency is to avoid financial decisions (during and after budget adoption) while generally accepting that the community has the staff and financial resources to (at least) begin to implementation of the plan is a manifestation of the general notion that there are inefficiencies or underutilized city resources that will somehow adapt to carry out this responsibility.

The truth is that most cities have focused such great attention in recent years toward controlling expenses to limit property tax increases that existing resources are strained and often less efficient. From combining jobs and duties to asking departments annually to cut a % of their budget but maintain a similar level of service has made government ‘leaner’ but it’s also created an expectation that implementing new plans, strategies and services can be accomplished within existing operations and using existing resources.

It’s a false expectation to assume that successful implementation of a new strategic plan will occur without evaluating the resources (staff, money, etc.) required to succeed.

TIP:  Regularly discuss the delivery of services and allocation of resources to make more strategic decisions that support the plan’s implementation and the city’s broader priorities of government[i],[ii].

Substitution[iii]

Substitution is defined as the act of replacing a more complex element of the plan with an easier action that is rationalized as having successfully met objective.  This occurs as follows:

Cities tend to respond best to emerging issues, emergencies, questions and requests. This ‘fighting fires’ approach is justified because it feels production and it can be rationalizing (subconsciously or not) as being related to or fulfilling one or more of the elements within a work plan.  Substitution takes the place of elements within the plan and is generally (at all levels) accepted as crossing that item off the list.  In practice this may look like the following situation.

The local newspaper starts a quarterly advertorial insert called “The Progress Edition” featuring local business stories and a significant amount of advertising.  The city responds by purchasing a year’s worth of ad space.  The purchase may be good for the city, the newspaper and the community, but the decision is often made by rationalizing the outcome as promoting economic development or marketing the city.  This can become a substitution for the actual marketing elements of the plan and be wrongly counted as fulfilling all or a portion of those associated plan goals.

The truth is that not all city actions can or should be accounted for as actions related to adopted strategic plans. While these actions may benefit the city and community, their replacement (substitution) of more complex and resource intense plan elements won’t ultimately move the city closer to the achieving the established plan goals.

It’s a false expectation that every city action is an extension of the strategies within an adopted strategic plan.

TIP:  Allocate resources to carry out the plan’s implementation and determine how long-term projects will be sustained in the face of both daily operations and emerging requests for resources.

Surrogation

Surrogation happens when the measurement of a goal is interpreted (represented) as the goal.  A common example of this as applied to city operations would involve the goal of high customer satisfaction in the planning department where the speed (# of days) by which building permits are issued comes to singularly represent customer satisfaction.

In the context of implementing a strategic plan, surrogation is a method for simplifying plan implementation by reducing the scope of the strategy to either fit within a budget limitation or to avoid (revolt against) broader systemic change.

The truth is that the desire to prove progress and accomplishment drive a tendency to use performance measures (especially those that are positive) to not just represent how a goal is being achieved, but that the performance measure (if good) is the achievement of the goal. This is misleading and results in a failure to accomplish more meaningful, long term results.  Returning to the example from above, customer satisfaction with a planning department can neither be accomplished nor measured solely by the timely issuance of permits as such measurements may not reflect the difficulty in applying for the permit, the cost of the permit or the experience with permit related inspections.

Further, relying on the performance measures as the goal can lead to crazy interpretations of the performance measure, including (for example) that the timely issuance of permits should only measure how long the jurisdiction took to issue the permit, not how long the overall process took.  The city may have performed much worse when the latter was considered because the city frequently stopped the clock to seek additional information from the applicant.

It’s a false expectation to assume that a single performance measure can accurately represent achievement of a goal and the application of such is an invitation for surrogation to promote a false sense of achievement.

TIP:  Cities should adopt and evaluate performance measures, but such measures of progress and performance should not be singularly focused nor reflect the sole means of determining goal satisfaction.

Endnotes:

[i] Washington State enacted a successful and innovative priorities in government budgeting approach in 2002 under former Governor Gary Locke (background: https://www.innovations.harvard.edu/priorities-government-budgeting)

[ii] For more details, see also The Price of Government: Getting the Results We Need in an Age of Permanent Fiscal Crisis by David Osborne and Peter Hutchinson

[iii] Substitution as referred to herein is a more simplistic view of what’s known as “attribute substitution”