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Strategy implementation is driven by action plans. Key issues to consider here are:
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Who takes responsibility for each program or project?
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What are the targets in terms of outputs, timing and funding?
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What steps need to be taken to achieve the targets?
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What will be the reporting structures (including to stakeholders)?
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What are the performance monitoring and evaluation systems and processes?
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What has to happen to ensure they are in place and used?
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What are the budgetary and human resource requirements for the sustained delivery of the project or program?
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Most broad-based, comprehensive LED strategies are delivered through public/private sector partnerships that are strongly driven or led by the local authority. The private sector is often keen to manage initiatives aimed at improving the vitality and viability of town centers or to be involved with business development initiatives. Community groups may seek to lead initiatives to improve the health or housing conditions of a target group of disadvantaged individuals.
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Strategy implementation is never as clear-cut as the strategy development itself. It often takes longer than expected and involves a consistently changing environment. Within each project and program that is being implemented, strategic thought will occur at every step of the way. This will often focus on how to best advance the project in an often rapidly changing environment.
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