Vision and Strategy
The Towns Fund Delivery Partner is sharing blog posts the week of August 3 – 7 covering lessons learnt from our work with Cohort 1 towns who submitted their Town Investment Plans on 31 July. This post covers some lessons from our work on Visioning and Strategy.
Rapid progress has been made in developing Town Investment Plans (TIPs) by the cohort one towns. We have seen some examples of real good practice, as well as things that could have been better. Based on this, we have identified five things for towns to focus on.
First and foremost, really focus on the golden thread and a clear logic chain throughout the TIP. Start from the analysis of evidence to inform a SWOT analysis to identify the main issues to be addressed. This should then flow through to a vision and objectives that respond to these issues, setting out a plausible future for the town. Use objectives to provide a framework for identifying priority projects. Show how these projects, along with other interventions outwith the Towns Fund, can be coordinated and integrated to be more than the sum of their constituent parts. Explain the wider impact of projects on outcomes for the town. Ensure there is a clear “theory of change” and case for intervention: how will the interventions identified make a difference? Set out the approach to implementation, with milestones and metrics (how will you know if you are being successful?).
Second, use evidence to answer the “so what?” question and provide insight. Explain the main trends, drivers for change and future scenarios in terms of your town’s economy, social and environmental issues, and its position within its wider region. Tell a story of how your town has developed and changed over time, and how it can do so in the future. Don’t present so much data that the reader loses sight of the wood for the trees.
Third, identify the must-win battles. Avoid having too many projects; the impact will be dissipated and effort and resources spread too thinly. What are the small number of big things that stakeholders will really get behind and can make a difference to address the main issues you have identified? These could be around diversifying the economy, reconfiguring the retail and tourism offer, maximising the impact of some transformational investments, exploiting the opportunity around growth sectors, achieving a step-change in skills or quality of life and so on. Strike the right balance between ambition and realism.
Fourth, tell your town’s story and convey a sense of place. Those reading the TIP may not know your town. Explain what makes your town distinctive, describe its context, its assets and characteristics. Include photos (particularly to bring to life descriptions of the built and natural environment) and maps. Describe the important or inspirational community and businesses leaders and initiatives. Make sure your TIP passes the “tippex test”.
Finally, engage stakeholders to shape all aspects of your TIP. To maximise the impact of your TIP and the Towns Fund investments, local authorities need to have a positive impact disproportionate to their size. Ensure you work with and through others with the powers and resources to really make a difference. Your Town Board, and people that live, run businesses, community organisations and public services in your town can provide insight into the issues, need to be committed collectively to the vision, and play a role in the implementation of the projects. Build a broad-based coalition for positive change, and demonstrate this, conveying a strong sense of passion and commitment, in your TIP.