A local county government is grappling with a critical issue: small business owners face long delays when applying for permits through an outdated and confusing website. In response, a project manager crafts a strategic plan to modernize the permitting process—complete with clear goals, timelines, and required resources.
But despite the plan’s merits, progress stalls. Key executives like the city manager and department heads were only lightly involved in early planning sessions—and now, their lack of ongoing support creates roadblocks. Budget approvals lag. Cross-departmental collaboration suffers. Momentum fades.
This scenario isn’t unique. Even the most well-thought-out strategic plans can falter without visible, sustained support from executive leadership. In this article, we’ll explore why executive buy-in is so often missing in local government—and what you can do to secure it.
Why executive buy-in is often lacking in local government
An important step in securing greater executive buy-in for strategic plans in local government is understanding the reasons why it’s often lacking in the first place.
The nature of local government leadership
Executive figures in local government, like mayors, council members, and city managers, must constantly balance a number of responsibilities. They can go from managing essential daily services to addressing unexpected situations as they arise. This “emergency mode” of local governance often pushes long-term strategic planning down their priority list, making sustained engagement a significant challenge.
Lack of dedicated strategy roles
Unlike many private organizations, local government entities don’t normally have people occupying strategy-specific roles, such as Chief Strategy Officers or strategy leaders. The responsibility for the strategic plan typically falls to individuals like city managers or department heads who already have a lot on their plates. This can lead to strategic initiatives being deprioritized and ultimately lacking the sustained buy-in needed for successful execution.
Executives aren’t involved in the planning process
Concerned about rising energy costs and eager to demonstrate environmental leadership, the public works department develops a strategic plan to transition the city’s vehicle fleet to electric vehicles over the next five years. Only once the plan is finalized is it presented to the city manager for approval and budget allocation. Without early involvement, the city manager or executive may not feel ownership or see how the plan aligns with their priorities and vision. This could result in delays for approvals and budget allocation.
The limitations of short political cycles
Government officials like mayors and council members are elected into power and, therefore, serve fixed terms. Because of this, their focus naturally gravitates toward initiatives that will yield results within their current electoral window. Strategic plans with longer time horizons that extend beyond their potential re-election might receive less enthusiastic buy-in. They can also be reluctant to commit to plans that a future administration might not prioritize.
4 steps to secure executive buy-in
Securing buy-in from mayors, city managers, or council members is tricky but vital for your strategic plan. Here are four ways to effectively engage these executives to ensure your plan receives the necessary endorsement and resources for successful implementation.
- Involve the right people from day one
Securing executive buy-in should start with your strategic planning process. Don’t wait until a draft plan is complete to engage key leaders and government executives. Instead, bring them into the conversation from the outset. Their early involvement fosters a sense of ownership. When executives feel their voices and perspectives have shaped the plan’s foundation, they are far more likely to champion its success.
Include them in initial discussions, visioning sessions, and even early data-gathering efforts. This ensures the strategic direction aligns with their priorities, political realities, and understanding of community needs. A collaborative approach builds trust and demonstrates that their input is genuinely valued, not just sought as a formality. Furthermore, early engagement allows for potential concerns and differing viewpoints to be addressed proactively.
- Create a data-backed plan rooted in the community’s well-being
If you want your plan to resonate with executive leadership, it must be firmly grounded in a clear understanding of the community’s needs. This means going beyond anecdotal evidence and incorporating findings from community needs assessments, demographic data, economic indicators, and feedback gathered directly from residents. Whether it’s improving public health outcomes, enhancing access to services, or fostering economic growth, a data-backed initiative is more likely to be championed by those responsible for serving the public interest.
A data-driven approach not only gives the plan credibility, it makes it a lot easier for executives to assign the necessary resources to make it happen.
- Define expectations for executive engagement
If you want executive buy-in beyond the initial stages, you need to outline what their roles and responsibilities will be in its implementation going forward. This includes specifying their involvement in regular progress reviews and decision-making processes and publicly championing initiatives.
Establish when and how progress updates will be collected and shared. Emphasize the importance of the active participation of executives in presenting these updates and showcasing both successes and challenges. Consider the role executives will play in communicating progress to the wider community, potentially through public-facing dashboards or statements.
With these expectations clearly defined, executives understand that their involvement is not a one-time event but an integral part of the entire strategic execution lifecycle.
- Plan for unexpected events
Putting out fires is a constant part of a government executive’s job. To secure sustained executive buy-in, your strategic plan needs to acknowledge this reality of the job and build in flexibility. Identify core strategic priorities that remain constant even during a crisis, establish clear rules for temporarily reprioritizing efforts during emergencies, and ensure regular communication about how ongoing events impact the strategic plan.
For instance, a strategic goal might be to improve citizen engagement through online services. However, the plan should also include a protocol for temporarily shifting resources and communication efforts to address an unexpected public health emergency that demands immediate citizen outreach through those same online channels. By identifying core strategic priorities while establishing adaptable implementation strategies and communication plans, you demonstrate an understanding of operational realities. It also helps you maintain executive confidence that the strategic plan can remain relevant and adaptable even in the face of the unexpected.
Build executive buy-in into your plans with AchieveIt
Integrated plan management tools like AchieveIt provide local governments with the clarity and collaboration needed to secure and maintain executive buy-in throughout your strategy’s lifecycle.
Establish clear reporting protocols within the platform, automating updates and ensuring key stakeholders receive timely insights. Easy-to-use data visualization tools translate complex information into accessible dashboards, facilitating transparent communication of progress and results to both executives and citizens. By providing a centralized hub for data and fostering clear accountability, AchieveIt empowers you to keep your leadership engaged and invested in achieving your community’s goals.
Ready to build stronger executive buy-in for your strategic plans? Request a free demo of AchieveIt today.
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City of College Station, Texas Customer Story
Read this customer story to better understand how a municipal administration improved its reporting methods, enhancing transparency and time for both residents and officials through AchieveIt.
