Putting planning back into the planning commission
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EmailThe primary role of the planning commission is implementing the master plan; there are several tools to make that job easier.
A master plan establishes a community’s long-term vision, often looking twenty years or more into the future. However, a plan’s success depends not on its vision and goal statements, but on the community’s ability to implement the plan over time. While most master plans include goals and objectives, they often provide limited guidance on implementation priorities or the specific actions needed to achieve them. How can planning commissions and local governments ensure that their master plans remain relevant and continue moving toward achieving community goals?
One tool that can strengthen a community’s five-year review process is an implementation-focused strategic plan. Strategic plans are short-term, implementation-focused documents designed to be flexible and responsive to changing economic conditions, staff/departmental changes, and community needs.
Typically covering a three- to five-year period, they help prioritize actions, build momentum and create accountability, while serving as a bridge between the master plan’s vision and the actions necessary to achieve it. In addition, engaging residents and stakeholders in developing a strategic plan can increase community ownership of both the strategic plan and the master plan itself. Occasionally, the legislative body will seek their own strategic plan to guide a broader set of actions and decisions not addressed by the master plan. Ideally, the master plan would inform any strategic plan developed by the local unit of government.
Another implementation tool is the annual planning commission work plan. A work plan identifies policies, strategies, study topics, and ordinance amendments that can reasonably be accomplished within a twelve-month period. At the end of the year, progress is evaluated, unfinished tasks are carried forward, and new priorities are identified. The annual work plan, describing the work planned for the coming year, can be submitted to the legislative body alongside the statutorily required annual report summarizing the planning commission’s activities during the previous year (MCL 125.3819(2)).
Alternatively, a work plan can be an informal internal document, such as a spreadsheet, that helps the planning commission identify priorities for the year ahead. Work timelines can be adjusted to reflect staff capacity, such as during the busy summer permit season when staff may have less time to devote to policy issues. For more information on annual reports, see the Michigan State University Extension article, “Your planning commission prepares an annual report, but what about a work program?”
Taken together, these planning tools create a practical framework for implementation: a one-year work plan, a three- to five-year strategic plan, and a twenty-year master plan. While maintaining multiple planning documents may appear to add to the planning commission’s workload, each serves a distinct purpose and helps bring local implementation efforts into focus.
Planning commissions also devote significant time to development review activities such as site plan and special land use review. Annual work plans and strategic plans can identify opportunities to streamline administrative processes and development review procedures, improving efficiency and effectiveness while advancing the community’s long-term goals.
Communities interested in annual work programs, strategic plans, or other implementation tools can contact MSU Extension or a land use educator for guidance.
