City of Elkins, W. Va. adopted a strategic plan in 2018 covering the period 2018-2023. This presentation describes progress toward strategic plan goals through calendar year 2021.

1. Strategic Plan Review
2022

2. Strategic Plan Overview
• When plan passed – adopted Sept. 20, 2018
• Last reviewed – January 2021
• Five strategic areas
• Each area has milestones and benchmarks
• Define terms: Completed, past due, not yet due (and why)

3. Vision Statement: 2023
By 2023, Elkins will be:
• Growing as a regional hub with a diverse economic base
• Offering affordable, mixed housing options
• Supporting skilled trades and craft workers
• Attracting a sizable share of Corridor H traffic
• Leading in health care and healthy living
• Providing efficient, affordable infrastructure
• Collaborating actively with Randolph County government

4. Plan Components
To accomplish the vision, plan has 5 strategic focus areas:
1. Redevelopment and beautification of downtown
2. Execution of the master facilities plan
3. Improved communications
4. Enhancement of governance
5. Boundary expansion and other opportunities

5. 42%
61%
74%
32%
26%
24%
26%
13%
3%
January 2020
January 2021
January 2022
Completed Past Due Not Due Yet
Overall Progress
2018-2023 Strategic Plan

6. Strategic Area 1
Redevelopment & Beautification of Downtown
29%
42%
54%
35%
45%
42%
35%
13%
3%
January 2020
January 2021
January 2022
Completed Past Due Not Due Yet

7. • Vehicle & Pedestrian access
• New parking test block
• Add more bike racks to the downtown
• Improvement of City Hall parking lot
• Cooperating to expand access to the
Allegheny Highlands Trail, Stuart Park and
Fox Forest
• Council meetings held in each ward
• COE “learn about government”
workshops
• Connecting our city parks with walking
& biking paths
Strategic Area 1
Snapshot

8. 40%
56%
80%
28%
16%
12%
32%
28%
8%
January 2020
January 2021
January 2022
Completed Past Due Not Due Yet
Strategic Area 2
Master Facilities Plan

9. • Kump House and Darden House annual
review and needs assessment
• GIS Capability
• Complete vehicle management plan
• EPD fleet
• Operations vehicles
• Sanitation garage project
Strategic Area 2
Snapshot

10. 42%
67%
75%
42%
25%
25%
16%
8%
January 2020
January 2021
January 2022
Completed Past Due Not Due Yet
Strategic Area 3
Improved Communications

11. • Frequent, scheduled press releases
and/or short presentations at council
with employees involved
• Use community branding to create a
promotable sense of self for the entire
city
• Develop a plan to draw Corridor H
travelers into Elkins
Strategic Area 3
Snapshot

12. 40%
70%
77%
33%
20%
23%
27%
10%
January 2020
January 2021
January 2022
Completed Past Due Not Due Yet
Strategic Area 4
Governance & Process

13. • Review and enhancement of policies
directly related to governance
• Citizen recognition
• Council retreats
• Mobile council meetings
Strategic Area 4
Snapshot

14. 68%
79%
89%
26%
21%
11%
6%
January 2020
January 2021
January 2022
Completed Past Due Not Due Yet
Strategic Area 5
Boundary Expansion and Economic Development

15. Strategic Area 5
Snapshot
• Establish roundtable discussions with
workers, skilled tradesmen and employees
to identify gaps
• Promote economic growth and
diversification of the local economy
through technology and sustainability
opportunities using regulatory tools and
economic incentives

16. Progress!
Completed Items
✓ Advertisement of the PD tip email
✓ Investigate other tip reporting mechanisms
✓ Reinstate Foot & Bike patrols
✓ Create a fund for demolition of condemned structures
✓ Investigate opportunities to improve and/or expand
greenspace
✓ Hire or put on permanent contract a city arborist
✓ Establish roundtable discussions with workers, skilled
tradesmen and employees to identify gaps
✓ Hanging basket expansion – May 2019
✓ Engage Arts Community in developing, advocating for and
implementing City-wide projects
✓ Implementation of Main Street Streetscape Plan
✓ New parking test block
✓ Investigate improvements to access between D&E
campus and downtown
✓ Work in cooperation with Woodlands Development
Group in identifying parking options
✓ Consider a TIF or CED for the purpose of financing
improvements related to the project – Jun. 2019
✓ Cooperate with river and riverfront restoration and
improvement projects
✓ Work in cooperation with Woodlands Development
Group in identifying parking options
✓ Cooperate with county government and local
organizations to increase and diversify housing
✓ Add more bike racks to downtown
✓ Consider a TIF or CED for the purpose of financing
improvements related to the project – Jun. 2019
✓ Cooperate with river and riverfront restoration and
improvement projects
✓ Designate funding for current projects – Jan. 2019
✓ Bid current projects – Feb. 2019
✓ Project completion – Jul. 2019
✓ Coordinate with center manager a plan to increase
opportunities for use and revenue generation
✓ Designate funding for current projects – Jul. 2018
✓ Bid current projects – Oct. 2018
✓ Complete current projects – Mar. 2019
✓ Create a plan for efficient and maximum use of space
✓ City Hall parking lot planning
✓ Identify increased use and revenue opportunities
✓ Engage architectural services for sanitation garage
project
✓ Identify areas where GIS technologies are currently
utilized and where additional tools could be helpful
✓ Identify needs to implement new GIS tools (staff,
training, hardware, software)
✓ Identify funding for GIS needsCreation of a
Communications Committee
✓ Improvement of City Hall parking lot
✓ Increase employee and departmental content in
the City newsletter
✓ Draft an Emergency Communications Plan
✓ Engage a writer to fine tune various ideas and
strategies in coordination with administrative
officers
✓ Create a public newsletter
✓ Create informational packets for new residents
✓ Use events to increase local government visibility
✓ Designate City funds for direct marketing
✓ Create and staff (or contract) a Public Relations
position responsible for all the City’s media
✓ Review of Strategic Plan at Council meetings
✓ Board and Commission presentations to Council

17. More Progress!
Completed Items (cont’d)
✓ Determine feasibility of creating the city manager position
✓ Determine feasibility of reducing council seats
✓ Solicit public input for conversion to City Manager form of
government
✓ Study the city manager style of government
✓ Investigate City Charter revisions in relation to potential
change in form of government
✓ Review and enhancement of policies directly related to
governance
✓ New council orientation – May following an election
✓ Employee and Officials training schedule
✓ Review charter and recommend changes to enhance delivery
of city services
✓ Review and improve government delivery of services
✓ Review of Home Rule authorities and ordinances
✓ Codification
✓ Identify ways to enhance job ownership and employee
recognition
✓ Review position workloads and organizational fit in each
department
✓ Annual review of MOU or Lease and needs assessments for
Darden House and Kump House
✓ Investigate need for changes in position workloads, elimination
of positions or creation of new positions
✓ Work with the Randolph County Development Authority
(RCDA) and Elkins Main Street (EMS) to identify and
promote available sites
✓ Work with RCDA, EMS, Elkins-Randolph Chamber of
Commerce, and residents to identify service/business
gaps
✓ Investigate new sound system and seating for council
chambers
✓ Signage or kiosk outside City Hall for better public
notification
✓ Convene with other community bodies, such as the
County Commission, the Board of Education, the Office of
Emergency Management, Davis & Elkins College, etc.) for
information sharing
✓ Partner with RCDA and other agencies to promote and
facilitate broadband growth opportunities
✓ Work with local organizations to increase outdoor
recreation tourism
✓ Investigate how to recruit and retain professionals
✓ Investigate how to recruit and retain residents under the
age of forty
✓ Cooperating to expand access to the AHT, Stuart Park and
Fox Forest
✓ Develop a plan for ADA compliance
✓ City Hall parking lot completion
✓ Assure accessibility of council members
✓ Request weekly meeting bulletins be printed in the
newspaper
✓ Frequent, scheduled press releases and/or short
presentations at council with employees involved
✓ Donut hole annexations:
✓ Draft a list of “reasons why”
✓ Develop a plan to approach property owners
for voluntary annexation
✓ Develop a follow-up plan for properties
unwilling to voluntarily annex
✓ City limits expansion:
✓ Draft a list of “reasons why”
✓ Identify target areas, type of property and
population
✓ Gauge public interest in annexation through
public forums
✓ Develop a plan to approach property owners
for voluntary annexation
✓ Develop a follow-up plan for properties
unwilling to voluntarily annex
✓ Use increased revenues to improve/increase
City services to support annexation