Getting Started
Your boss has just walked in the door and said, “we need an interpretive plan and you’re going to write it.” Because you’re a good employee, you nod and smile and agree to get it done as efficiently as possible. But you’ve never done it before – maybe you know something about interpretation and maybe you don’t, but you’ve never had to actually write an interpretive plan. Where do you start?
Even experienced planners find themselves asking this question with every project. And the logical starting point is not always the same (remember principle #4 – Every process will be different, because every project is unique). But there are some simple questions you can ask to get the ball rolling.
First, ask if you can have help. Is there any money to hire this done or do you have coworkers who can serve on a planning team? If you can hire it done, it doesn’t mean you can abandon the project once your contractor is hired – you’re still going to need to know how to do this so that you can work with your contractor to get what you want and need. If you can put together a coworker planning team, be sure to assign someone (maybe you) as the project leader to make sure that the project continues to move forward. If you have time, consider taking an interpretive planning class or reading a book to get some familiarity with process and products.
Next, determine the scope of the project and what purpose you want the plan to serve. Is it long-range, short-term, for a single location or multiple units? What is the planning “bubble” that your work will encompass? Perhaps the most important question to ask is what are you really trying to accomplish? Once you know that, then you can begin to look at background material that might be relevant to the challenge you’re trying to resolve.
Certainly, reviewing (or creating) the mission of the organization is critical at this stage because it can help you determine whether the project you’re attempting is even appropriate to the agency. Some plans get, or should get, stopped in their tracks at this point because a quick review of organizational mission and goals reveals that the project isn’t a good fit and shouldn’t be pursued.
Next, you might want to create the impact and outcome levels of your logic model (see previous blogs on logic models). These will help inform what you’re going to do next and what background resources you will need to create the most effective plan.
From there, you’re going to have to start making choices about what to do next. Certainly, gathering information about your resources (not just the natural or cultural artifacts and features, but also operational resources like staffing, facilities, and budget), and your audiences is critical. The analysis of the information you gather and matching that analysis against your objectives will begin to reveal what options you might want to pursue next.
Simply put, the interpretive planning process can be fairly simple and straightforward or it can be extremely complex, depending on the individual project situation. But you have to start somewhere. Pick your starting place and get going – it’s the only way it’s going to get done.
