The remarkable spirit of collaboration and sense of community in Springfield and Greene County enhance the quality of life that we enjoy.
Our community has recently completed a collaborative process out of which Field Guide 2030 was born. While the previous strategic plan, Vision 20/20, was a tremendous success, we found it necessary to update and refocus our vision for the future. Field Guide 2030 celebrates the positives and honestly recognizes the challenges in and around Springfield.
Field Guide 2030 came about after thirteen planning committees were formed to address the needs and enhance the strengths of our community. These citizen-populated planning groups (comprised of more than 240 volunteers) spent several months evaluating what works and what needs improvement in an effort to create a vision for the next twenty years. The result is a strategic plan with 13 chapters on topics such as transportation, housing, the natural environment, economic development, and more. In addition to this vision, each committee also drafted a specific five-year action plan complete with measurable goals and objectives. The drafts also identified stakeholder groups and, if applicable, potential funding sources.
The insight gained from a series of five community "report cards,” and the City Manager’s months-long "Listening Tour" provided the foundation from which the individual planning committees began. Countless hours have been spent by these volunteers to establish a cohesive vision and strategy for continued community success.
Four cross-chapter “themes” were identified from the series of community report cards as recurring issues. These issues seemed so broad that they were likely to affect, and be affected by, all 13 of the chapter topics. These are:
- minimizing poverty
- civic engagement
Each of the planning groups considered their own vision and goals within the context of not only the goals and objectives of the other planning groups, but within the context of these four themes.
As the planning committees went about their work, a central committee was formed. The Strategic Plan Coordinating Committee was made up of members of each of the thirteen planning groups and “members at large.” This group had the challenge of blending the goals and objectives of each of the thirteen groups into a cohesive 20-year vision and 5-year action plan.