By Collin Roth, Director of Strategy Development at State Policy Network

The work of a state think tank can be fast-moving and even hectic. Navigating a legislative session can mean meeting with lawmakers, building coalitions, producing credible and relevant research, and packaging it all up with communications and marketing campaigns. It’s often all hands on deck. And that doesn’t even mention those who are meeting with donors, writing grants, running payroll, and ensuring organizations have the tools, processes, and funds to make an impact.

It’s no exaggeration that time, staff, and resources are our most valuable assets. That is why I find it so rewarding to work with SPN affiliates on strategy.

Now I know strategy can be one of those gassy words that people throw around to make their work sound smart. But for state think tanks, strategy means stepping back and taking the time to evaluate the policy landscape, consider the organization’s capacities and strengths, and select and prioritize goals and objectives. The ultimate aim of this process is to achieve greater clarity and alignment so staff, resources, and time are employed to high-leverage goals.

SPN strategic planning is an offer to all SPN affiliates (schedule permitting). But SPN’s Organization Accelerator program is where our team is doing some of the most in-depth work. The Organization Accelerator is a two-year partnership between SPN and an affiliate think tank designed to help the organization achieve growth and significant policy wins. This competitive program provides affiliate think tanks with targeted assistance in strategy, fundraising, communications, government affairs, capacity building, and more. Instead of one-off services, the Organization Accelerator provides a focus and attention to assist affiliates with building the organizations and infrastructure to achieve impact in their states.

The 2024 Organization Accelerator program featured close work with the California Policy Center, Grassroot Institute of Hawaii, and the Mackinac Center for Public Policy. These organizations are different sizes, face different challenges, and work in different policy environments. But each has demonstrated a determination to develop the strategies and capabilities necessary to take on the unique and important challenges in their state. 

Take California, for instance. The problems facing the State of California are almost too numerous to list. Outmigration. High taxes. Extreme spending. Businesses fleeing. Crime. Homelessness. Drug use. Perhaps no state is more emblematic of the crumbling Blue State model of governance. Even progressives can’t explain why this state, with unlimited resources, can’t seem to function.

That can pose a challenge for an organization like the California Policy Center: with so many problems, what do we need to focus on and where can we make the most impact? After two days on the ground with the CPC team, the answer became crystal clear. Who is driving the high taxes and spending? Who is pushing an extreme social agenda into the schools? Who is standing in the way of common-sense reforms at the state and local level? The answer they found: Government unions.

And that’s where CPC is doubling down. Their labor work (Janus Project) has contributed to the more than 300,000 California workers who have exercised their right to opt out of their union. They are organizing parents and local elected officials to take on union power in every corner of the state. They have built a litigation capacity to take those fights into court. And they are relentless watchdogs and advocates, signaling to every Californian who can sense things have gone off the rails that there is a team in their corner. 

“Every organization confronts the “can’t see the forest for the trees” phenomenon,” said California Policy Center President Will Swaim. “The SPN staff provided us with an aerial view of our work, offering intelligent outsiders’ perspectives on the work we do every day.”

It’s easy to feel like the work of a think tank is jumping from one thing to the next. And there are always a few fires that need putting out. Strategic planning can help. Effective teams need clarity and alignment. And we must focus our energy and capacities on where we can make the most impact to improve lives in states across the country. Our task is too important to be sidelined by a lack of focus.

If you would like help or resources with strategy, please reach out to me at croth@spn.org.