The community’s new strategic plan – Field Guide 2030 – is now being rolled out to our city and county elected officials via a series of study sessions. But how did we get to this point?
It started about two years ago. At the time, I didn’t know Mark McNay very well. I had met him socially a few times, knew he was an executive at SMC Packaging Group, and he and his family lived around the corner from us years ago. But I didn’t see him much – he was always working – and I didn’t really know much about him.
When I started asking folks who might be the right type of person to help lead the development of our community’s next strategic plan, Mark’s name came up a few times. What are the qualities that one should seek to co-chair a strategic planning committee? Beats me – I’ve never done this before.
So I approached Mark about serving as a co-chair of our community’s new strategic planning committee, and I told him (a) it won’t take much of your time, and (b) we’ll likely be done in about six months.
Wrong and wrong.
After Mark agreed to co-chair the committee, the two of us decided to ask Robin Melton if she would serve as the other co-chair. Robin, who owned and operated Environmental Works Inc., was extremely guarded and hesitant. The task seemed daunting to her (as it did to us). She questioned whether she could do it and was mostly concerned about the time commitment.
I assured her (a) it won’t take much of her time, and (b) we’ll likely be done in about six months.
Wrong and wrong. Heavy sigh. More than two years later, here we are rolling out the plan to our elected officials.
One of the joys of this job is watching people grow into roles. I’ve witnessed it time and again at the city: giving people assignments that would be considered a stretch and watching them get things accomplished through sheer hard work and dedication. I get to see it every day.
I watched both Mark and Robin grow into their roles as co-chairs of the Strategic Plan Coordinating Committee. Since I really didn’t know either of them prior to asking them to co-lead this planning process, I could be wrong, but I’m guessing both of them grew and stretched through the process. During the times the three of us met to assess where we were and what needed to happen next, they both transitioned into their co-chair mode. Their love of community came out.
Sadly, we lost Robin last year in a tragic airplane crash. She has been missed by so many, including those of us who witnessed her use her talents for the good of the community.
Robin chaired the final meeting of the Strategic Plan Coordinating Committee. I remember her asking me before the meeting, “What do I need to do?” I told her the only thing I could think of: “Just do what feels right.” And she did. And she did it well.
Field Guide 2030 is a testament to the commitment of literally hundreds of residents promoting their passions. It’s an aggressive plan – some will say too aggressive. I don’t think there is such a thing. Neither did Mark and Robin as they were leading the planning process.
Field Guide 2030 is a community roadmap, intended to set the general direction and priorities our community will adopt during the next 20 years. Some already have been started – various diversity initiatives, the Every Child Promise initiative, a renewed emphasis on public safety and early childhood development. These initiatives and others have roots in the planning process for the Field Guide, which is less about things and more about issues and people.
Here’s to being aggressive. Thank you, Mark. Thank you, Robin.
Springfield City Manager Greg Burris can be reached at gburris@springfieldmo.gov.[[In-content Ad]]
