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It’s not unusual in the public sector for leaders within an organization to be passionate about their organizations and their organizations’ success. While people in these positions are focused on current objectives, it’s important to consider how they are supporting the organization’s future success. Succession planning for key positions outside senior leadership is essential.
Several midsized cities across the United States have pursued streetcar development in their urban cores in the last few years. As transportation development and support sources, such as the U.S. Department of Transportation, provide funding for streetcars, the objective seems to be transportation. But in addition, cities count on streetcars to drive economic development.
In today’s fast-paced world, strategic planning alone is insufficient to drive meaningful change. Organizations, especially at the municipal level, need to shift their focus from planning to doing. The City of Douglas, Wyoming, has embraced this approach with its Strategic Doing framework, which emphasizes collaboration, action, and continuous improvement. This article explores how Douglas is setting the groundwork for success by aligning its strategic goals with staff performance, focusing on