Progress so far:
- Third Quarter 2017 Strategic Plan Progress
- Second Quarter 2017 Strategic Plan Progress
- First Quarter 2017 Strategic Plan Progress
- Fourth Quarter Strategic Plan Progress
- Third Quarter Strategic Plan Progress
- Second Quarter Strategic Plan Progress
- First Quarter Strategic Plan Progress
1: Promoting Job Creation
Create an environment that promotes job creation and stimulates strong, diverse, and sustainable economic development and opportunity for all of our citizens
1A: Nurture local businesses and promote alignment of educational institutions, the local workforce and job opportunities, and leverage our brand as Olympic City USA.
1B: Improve the walkability and livability and age-friendliness of neighborhoods through improvements to infrastructure and streetscapes, safety, addressing blight and promoting infillDevelopment of vacant land within previously built areas. These areas are already served by public infrastructures, such as transportation and utilities. Parks and open space are also considered infill, since they are permanent uses for vacant parcels., encouraging public art, and focusing on Economic Development Zones.
1C: Make it easy to do business with the City.
2: Investing in Infrastructure
Maintain and preserve the City’s vital infrastructure and assets
2A: Lead implementation, funding and communications plans for addressing infrastructure needs.
2B: Analyze special funds and restructure revenue to address infrastructure needs.
2C: Improve access to and connectivity of multi-modal transportation.
3: Building Community & Collaborative Relationships
Celebrate and connect community through ongoing dialogue with our citizens and local, regional, and state leaders to reach mutual goals, and by encouraging private sector and non-profit initiatives that improve the well-being of everyone
3A: Strengthen neighborhoods through addressing homelessness, housing accessibility, improving voluntary code compliance and public safety-neighborhoodA geographic sub0area within the city that contains but is not limited to residential land uses. The extent of a neighborhood is variable and may be defined by tradition, organizational boundaries, the period of building and development, or subdivision patterns. Neighborhood boundaries may include such features as major streets or other physical elements. relationships.
3B: Expand and encourage citizen engagement.
3C: Collaborate with other governmental agencies and military installations.
4: Excelling In City Services
Ensure a fiscally sustainable and resilient City that delivers consistent quality services and continuously seeks to improve service delivery
4A: Support continuous improvement.
4B: Leverage technology to improve service delivery.
Strategic Advisory Team
The City's Strategic Advisory Team (a group of City staff from major City departments) assists the Executive Branch in developing and updating the strategic plan to ensure that it aligns with priorities of the Mayor and provides actionable initiatives for our departments to undertake.
To contact the City's Strategic Advisory Team, please email SAT@springsgov.com