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City staff reports strategic plan more than 50% complete; ClearGov budget link planned
Summary
City staff presented the third-quarter 2025 strategic plan update to the Wyoming City Council, reporting overall progress above 50% and outlining near-term projects including a new website vendor, park and bridge work and a planned tie between the plan and the budget.
Patrick Waterman presented the City of Wyoming’s third-quarter 2025 strategic plan update to the City Council on Oct. 6, saying overall progress on the city’s multi-year objectives is now above 50%.
Waterman said the city is “nearing 52%” overall on plan progress and that most objectives are marked underway, complete or nearing completion. He gave a breakdown of several pillars of the five-year plan and milestone percentages for each.
The report highlighted recent and upcoming items across the plan’s pillars. Under “community,” Waterman said the city has selected a vendor to replace the municipal website and intranet and has finalized designs for newly branded facility and park signs, with installations planned in early 2026. He said branding updates are appearing on city vehicles and street signs.
Under placemaking and vibrancy, Waterman noted the Sept. 27 ribbon cutting for the 28th Street pedestrian bridge and trail system. “That was an exciting detail,” he said, and said the opening drew about 1,800 people. He listed recent development items on staff’s tracking list, including Corewell Health and Dettler Automotive projects and a recently approved G Lock development.
On housing, Waterman said the city is about 27% complete on objectives that carry a 2027 target. He said Community and Economic Development staff have begun a housing needs analysis using American Community Survey data and other sources and pointed to a recently approved $5.5 million reinvestment in the Pinery Park Apartments as a local affordable-housing action.
Waterman described public-safety work with county partners and Grand Valley State University to produce a deer-accident hotspot analysis and recommendations to be returned next spring. He reported progress figures for other pillars: about 50% progress on financial stewardship goals, 61% on improving efficiency and effectiveness of operations, 42% on infrastructure and service reliability, and 34% on attracting and retaining workforce talent.
On program tools and next steps, Waterman said the city’s ClearGov tracking platform can be linked directly to the budget. “ClearGov has the ability to tie directly to the budget side of things,” he said, and staff plan to connect projects in the tracking system to their budgetary impacts so council and residents can see cost implications for items such as a community center.
Council members thanked Waterman during the meeting; staff later noted he will remain with the city through the end of next week and that the reporting and tracking will transition to other staff.
Why it matters: The strategic plan frames multi-year capital and program choices for the city and the planned ClearGov budget link is intended to make the fiscal implications of projects more visible to council and the public.
