When we think of change agents, we think “individual.” That one person who takes the lead, rejects the status quo, embraces innovation, pushes the boundaries, takes chances, even breaks the rules. Public policy groups, especially the legislatively-mandated Council, Task Force, Blue Ribbon Commission, have hefty mandates and short timeframes – something a change agent would embrace. But how do you find/recruit not just one but a council full of change agents? You don’t. That is, you don’t recruit them – you make them. Or more accurately, they make themselves into change agents through a planning process that is focused on action, necessary conditions, leveraging partners, and identifying the gaps that they then fill.
What Are Strategic Roadmaps?
Many groups undergo strategic planning processes, hold planning retreats, or develop logic models to jump start their work. But nothing beats a strategic roadmap process for creating a dynamic action plan for a group. We, at Spark, call the outcome of the process a “roadmap” because it lays out on one page the “roads” and “turns” that need to be taken to reach the final destination.
In a nutshell, a strategic roadmap is a backwards planning process where we define the big change we want to see and then define smaller changes to lead to that big change. Instead of working backward through what you’ll do, they work backward through how you can influence change. They begin by focusing on the end of the road – the big picture, why we are here goal, which is ambitious but achievable, and then work backwards looking at what is the precondition to this goal (that is, what is immediately prior to getting to this big picture change), and continuing to work backward until you get to smaller changes that are achievable in the near term.
So, why a roadmap? Simply put: So the group doesn’t get lost, take a wrong tour, or inadvertently follow a detour. Keeping your eye on the prize when the prize lies at the end of a complex set of conditions and actions requires keeping all eyes on the road. A Road Map keeps a group focused, tracks progress, and inspires action. In short: Groups → with a Roadmap → become Change Agents.
A Group of Change Agents is Born
The Colorado Farm to School Task Force (TF) – a 13 member appointed body enacted by the Colorado legislature in 2010 – is now working in concert with each other to bring “collaborative, sustainable implementation of farm to school statewide.”
How It Started
At their first staffed meeting in February 2011, the TF was guided through a strategic roadmapping process. They:
1. Began by identifying the end of the road or where they wanted the state of Colorado to be in 15 years.
2. Identified the two possible ways (“conditions”) by which farm to school could be implemented – either (1) Colorado schools & producers work directly together or (2) Colorado producers sell to a food hub that sells to schools.
3. Identified the numerous “preconditions” necessary to implement farm to school. Preconditions are the bridges on the road – without them, you cannot get to the other side of the river where your destination lies.
4. Identified exactly which organizations were doing what to build each of the needed bridges.
5. When all the activities were connected to each bridge, the nuts and bolts and even entire girders of a bridge that were missing became apparent. It is the missing parts of the bridges (the “gaps”) that became the work of the Task Force.
How Much Has Changed?
- Provided outreach and technical assistance by request to schools, producers and communities around the state interested in starting or expanding FTS efforts.
- Supported the development of direct technical assistance to schools and producers, including the Durango Farm to School Conference, which brought together five school districts and 22 local producers to jointly develop bid processes and safety protocols to meet the needs of both schools and producers; the Connecting Local Farms to Schools Conference that brought together more than 200 attendees representing schools, community groups, parents, producers, public health and state agencies to engage in workshops ranging from “getting started” to “ramping up” farm to school efforts; and the Southwest Pre-bid Conference that resulted in four school districts releasing local produce and product bids (three for the first time) and 13 producers successfully landing contracts with the school districts.
- Released two Frequently Asked Questions (FAQs) on the new USDA “geographic preference” option, which has been a source of confusion in the field. This option allows school food purchasers to give preference to locally grown foods when comparing bids.
- Released a 50-state legislative scan of farm to school and healthy school food legislation introduced in 2010-2011.
- Supported pilot projects by helping stakeholders define and refine five food hub projects, and helped locate funding sources and advocate for financial support.
- Conducted quarterly meetings around the state to learn about the needs of different regions. In 2011, the Task Force met in Pueblo, San Luis Valley, Longmont and Denver.
- Developed a Farm to School Grant Template to provide assistance to schools to find funding and apply for grants to buy equipment and upgrade kitchen facilities.
- Provided letters of support and Technical Assistance commitment to farm to school projects.
- Designed the Farm to School Information Hub Website, a centralized, sustainable information hub that purposefully connects the many different farm to school related resources in one easy to navigate website, including an active and supported peer networking component. The website will include information for producers, schools and communities.
- Received a major grant from the Colorado Health Foundation to support its 2012 activities.
Fire Up Your Policy Group
If you work with a group or are a member of a group that is not yet “all it can be,” consider whether it would benefit from a strategic roadmapping process to:
1. Have a shared understanding of what is trying to be accomplished.
2. Have a realistic picture of the complex change process needed to reach the long-term goal.
3. Have precise language and action steps to avoid misunderstandings or confusion.
If any or all of these ring true, your group may very well need its own roadmap! For more information, visit www.sparkpolicy.com.