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1 CITY OF DOUGLAS STRATEGIC PLAN 2017-2018 ---PAGE BREAK--- 2 STRATEGIC PLANNING MODEL Strategic Planning: A systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives, including a sequence of steps to achieve them. Vision: Describes what the organization wants to be, or how it wants the world in which it operates to be (an "idealized" view of the world). It is a long-term view and concentrates on the future. It can be emotive and is a source of inspiration. Mission: Defines the fundamental purpose of the organization, describing why it exists and what it does to achieve its vision. Values: Beliefs that are shared among the stakeholders of an organization. Values are what drives an organization's culture, establishes its priorities, and provides the basis from which decisions can be made. Strategies: A combination of the ends (goals) for which the organization is striving and the means by which it is seeking to get there. Goals: Specific projects, programs or efforts that collectively form a strategy. Objectives: Expected outcomes or results from achieving specific goals. Can be short-term (1 -2 years), mid-term, or long-term. ---PAGE BREAK--- 3 GUIDING VALUES Hometown pride Equality Safety Family-focused community culture Community support Transparency Stewardship ---PAGE BREAK--- 4 MISSION STATEMENT The City of Douglas, the Home of the Jackalope, promotes, provides, and delivers vital resources to its residents and visitors to allow them to live, work, and play in a great community. VISION STATEMENT Douglas starts with “DO” • We DO model hometown pride. • We DO keep Douglas an attractive, fun community. • We DO value the contributions and respond to the needs of ALL of our citizens. • We DO all that is possible to create a diversified healthy economy. • We DO encourage responsible, sustainable development. • We DO give residents and visitors opportunities to live, work and play in the Home of the Jackalope. ---PAGE BREAK--- 5 – Internal characteristics • Excellent Management Team • Knowledgeable, experienced staff • Good communication from City Administrator • Communication with other entities • Employee-oriented • Good people with integrity • Economically conservative • Caring City Council and staff • Transparency • Open-minded; willing to listen • Mutual respect for each other • Creative staff • Cohesive, dedicated City Council WEAKNESSES – Internal characteristics • Lack of communication on mid-level goals and objectives • Lack of communication leads to perception of micro-management • Loss of institutional knowledge • Lack of implementation of Comprehensive and Downtown Master Plans • Lack of Economic Development diversity • Reactive and not proactive decision-making • “City will just say no” perception by public • Lack of street infrastructure connectivity and walkability OPPORTUNITIES – Factors outside of organization • Downtown development • More active Economic Development role • Implementation of Comprehensive and Downtown Master Plans • Family friendly atmosphere • Infrastructure improvements • Capitalize on positive community assets • Economic diversification • Build “Open for Business” culture • Strategic planning • Tapping into willing volunteers • Enhancing appearance of community THREATS – Factors outside the organization • Fluctuation of tax revenues • State government funding formulas and decisions that hurt local community • Booms and busts • Lack of economic diversification • Loss of fossil fuels and other energy-based businesses • Lack of aggressive Economic Development efforts • Negative thinking • Lack of leadership ---PAGE BREAK--- 6 STRATEGIC PLAN 2017-2018 Douglas starts with “DO!” Major Themes Healthy, Diversified Economy o Goal 1-1: Develop and clarify City role and participation in economic development activities Well-Planned Community o Goal 2-1: Downtown Master Plan implementation o Goal 2-2: Implementation of Comprehensive Master Plan o Goal 2-3: Implement Wayfinding Plan o Goal 2-4: Develop Options for Navigation and Mobility Throughout Community Attractive Community o Goal 3-1: Invest in community and corridors o Goal 3-2: Preservation and utilization of North Platte River Corridor Great Choices for Living, Working and Playing o Goal 4-1: Development of Recreation Master Plan o Goal 4-2: Provide conduit for social service provider interface o Goal 4-3: Engage entire community in civic processes and volunteer efforts o Goal 4-4: Utilization of the Natural Environment Solid Infrastructure o Goal 5-1: Expansion of Douglas Park Cemetery o Goal 5-2: Facility Planning for the Future Hometown Pride and Care o Goal 6-1: Continue to foster and encourage open communication between other governmental entities and community stakeholders o Goal 6-2: Celebrate community assets and events o Goal 6-3: Branding of “Douglas starts with “DO” CITY OF DOUGLAS 2017-2018 ---PAGE BREAK--- 7 DRAFT ACTION PLAN AND MATRIX OF GOALS Theme HEALTHY, DIVERSIFIED ECONOMY Goal 1-1: Develop and clarify City role and participation in economic development activities Action Outcomes Timing Players Resources Sponsor Economic Development Summit Better understanding and support for Economic Development Start scheduling now and make an annual or biennial event Enterprise, City, County, Businesses Other communities can share best practices, WEDA Develop economic development tools and incentive packages such as financing grant/loan program for new ventures Enable growth and send a positive message to developers that Douglas is “open for business” Start now and be ongoing Enterprise, City staff, county WEDA, WBC, USDA ---PAGE BREAK--- 8 Theme WELL-PLANNED COMMUNITY Goal 2-1: Downtown Master Plan implementation Action Outcomes Timing Players Resources Conduct downtown infrastructure needs assessment Roadmap for needed infrastructure Short-term; 1-2 years City staff City Engineer; Community Development Block Grant; Wyo Business Council Downtown infrastructure upgrade and development Investment in future of downtown Long-term City staff City Engineer; Community Development Block Grant; Wyo Business Council Encourage reuse and reduction of vacancies Economic enhancement; more vibrant downtown Mid-term City staff; property owners; Enterprise Developers; WBC; property owners Goal 2-2: Implementation of Comprehensive Master Plan Action Outcomes Timing Players Resources Continue dialogue with County to adopt peripheral area maps and policies Consistent development standards in zone of influence Mid to long-term; 5-7 years P&Z, County P&Z, City Council, County Commissioners County Commissioners, WAM, WACO Goal 2-3: Implement Wayfinding Plan Action Outcomes Timing Players Resources Purchase and install directional signs Enable visitors to navigate community efficiently through consistent signage Short-term; 1-2 years City Staff; Public Works WYDOT; Enterprise Goal 2-4: Develop Options for Navigation and Mobility Throughout Community Action Outcomes Timing Players Resources Development and implement Safer Alternate Transportation Routes Plan (sidewalks and trails) Safer pedestrian access Mid-term, 3-5 years City, Engineer, Public Works, Police Department WYDOT, School District Develop strategies for construction of Wind River Additional emergency access in community; ease of school access Short-term, 1 to 2 years City, Engineer, Developers; Public Works School District Develop strategies for Carver Drive Additional emergency access in community; ease of school access Mid-term, 3 to 5 years City, Engineer, Developers; Public Works School District ---PAGE BREAK--- 9 Theme ATTRACTIVE COMMUNITY Goal 3-1: Invest in community and corridors Action Outcomes Timing Players Resources Work with WYDOT on state highway corridor amenities Clear linkages and visual improvements to all corridors Long Term - 10-15 years City staff, property owners WYDOT, Wyoming Business Council Public arts program development More interesting buildings; community pride Mid-level; 3-5 years Enterprise; City staff; property owners Wyoming Arts and Humanities Council; artists Goal 3-2: Preservation and utilization of North Platte River Corridor Action Outcomes Timing Players Resources Promotion of public access and use of river Maintain key part of quality of life 3-5 years; ongoing City and County, landowners, Public Works Wyoming Game & Fish; Fed Emergency Mgt Assn; Army Corp of Engineers, State Land and Investment Board, Foundations or Private Grants Include North Platte River in existing event venue choices Better utilization of asset in community Start now; ongoing City staff; Enterprise Tourism Board Enhance recreational and tourism opportunities of North Platte River Maintain key aspect of quality of life; better use of river Mid-term and ongoing Citizen Advisory Committee, private and public landowners, tourism and recreational businesses Wyoming Game & Fish, Converse County Conservation District, WYDOT ---PAGE BREAK--- 10 Theme GREAT CHOICES FOR LIVING, WORKING AND PLAYING Goal 4-1: Development of Recreation Master Plan Action Outcomes Timing Players Resources Focus on communication with key stakeholders regarding funding: County Commissioners and CCSD#1 Rec Board Establish goals and shared responsibilities between all three entities: City, County, School District Short term: 1-2 years City Council and staff; County Commissioners; CCSD#1 Rec Board and staff City/County/School District Prepare request for proposal and engage consultant and search for/apply for grant funding Determine priorities for community recreation and how to help pay for them 1-2 year City staff; Recreation Board; County Commissioners Consultants; State Parks and Recreation; other grant sources (WY Comm. Gas, CC Conservation District, other) Obtain community input; complete and implement Recreation Master Plan Fun and healthy lifestyles 3-5 years City staff; Parks and Recreation; Rec Commission; County; community stakeholders Consultant; schools; citizens and visitors Goal 4-2: Provide conduit for social service provider interface Action Outcomes Timing Players Resources Develop communication interface for social services providers Access to appropriate service providers 3-5 years Service Providers, Wyoming 2-1-1 Human Resource Council, Wyoming 2- 1-1; Hospital; Prevention Management Goal 4-3: Engage entire community in civic processes and volunteer efforts Action Outcomes Timing Players Resources Develop and listen to citizen advisory committees for key community projects Citizen advisory committees can help support better decisions and general governance 1-3 years; ongoing Mayor and Council, interested citizens WAM Develop outreach programs to better communicate with the public Improved communication in community Should start now and be ongoing City staff; City Council News Media; social media Schedule informal gatherings with Council to seek input and include public in decision-making processes Improved communication in community; transparency Should start now and be ongoing Mayor and Council, County News Media, local coffee shops, restaurants, other businesses Goal 4-4: Utilization of the Natural Environment Action Outcomes Timing Players Resources Expand recycling and composting education More effective use of consumer products; reduces space in landfill Short-term – 1-2 years Solid Waste District; City Council; county Commissioners DEQ, recycling markets ---PAGE BREAK--- 11 Theme SOLID INFRASTRUCTURE Goal 5-1: Expansion of Douglas Park Cemetery Action Outcomes Timing Players Resources Plant grass, trees, construct roads and alleys Increased capacity for cemetery patrons 3-5 years City staff City Engineer Goal 5-2: Facility Planning for the Future Action Outcomes Timing Players Resources Develop plan for City Hall remodel More efficient use of current facilities 2-5 years City Staff; City Council; City Engineer Architectural consultant ---PAGE BREAK--- 12 Theme HOMETOWN PRIDE AND CARE Goal 6-1: Continue to foster and encourage open communication between other governmental entities and community stakeholders Action Outcomes Timing Players Resources Enhance partnership with Wyoming State Fair by meeting with WSF Advisory Council and WSF staff Better collaboration on key community asset 1-2 years City staff; Wyoming State Fair; Department of Agriculture; City Council Host forum and/or ask for plans and best practices from Memorial Hospital of Converse, Eastern Wyoming College, Converse County Library, etc. Better collaboration on key community assets Implement immediately and ongoing City Council; city staff Other entities in community Reinvent quarterly community lunch or evening meeting with targeted presentations from entities Improved communication between entities Immediate implementati on; ongoing City Council; County Commissioners; WYDOT; school district; state and federal agencies Goal 6-2: Celebrate community assets and events Action Outcomes Timing Players Resources Encourage development, participation, promotion of community events and festivals Family fun; hometown pride; more events in community builds tax base 1-3 years Enterprise; city staff Tourism Board Provide greater internet presence and promotion of recreational assets (Golf Course, Water Park, Bike Paths, River, etc.) Better utilization of community assets 1-2 years Enterprise; city staff Tourism Board; city and community websites; social media Goal 6-3: Branding of “Douglas starts with “DO” Action Outcomes Timing Players Resources Develop multi-pronged marketing effort tied to core message Consistent theme and message On-going City staff; Enterprise Marketing consultant Trademark “Douglas Starts with “DO” Protection of brand On-going City staff Marketing consultant