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Buffalo Strategic Plan
Shaping the Future of Buffalo through Strategic Planning
- Develop a Long-Term Direction
- Discussion and evaluation of current conditions
- Development of a Goals Plan
Long Term Vision
One of the primary outcomes of the Strategic Planning process is the development of a long-term vision. The vision is a description of the future the participants see for the community and the organization, often expressed in aspirational terms. The purpose of the vision is to establish a long-term direction that can be communicated both within the community and the organization, providing all stakeholders with an understanding of the leadership’s direction.
We will Strive for:
- Living spaces for all walks of life.
- Accessible, available, and approachable public services and City Hall.
- Maintain a close-knit, welcoming atmosphere through community events, neighborhood engagement, and public spaces where people can gather.
- Ensure access to high-quality parks, trails, and recreational amenities that serve all ages.
- Enhance relationships and support community partners wherever and whenever possible, including schools, churches, business organizations, non-profits, athletic associations, etc.
We will Strive for:
- Attract and retain a mix of businesses, large and small, to strengthen the tax base, utility services, provide local jobs, and opportunities for all generations.
- Foster commercial and industrial development through expanding municipal services while preserving the community’s character.
- Encourage a balanced housing market with options to meet the needs of all residents.
We will Strive for:
- Prioritize public safety initiatives to ensure residents feel secure in their homes, businesses, and public spaces.
- Foster a respectful atmosphere where all residents feel valued and included through community events, public engagement, and volunteer opportunities.
- Encourage civic participation and strong neighborhood connections to build a sense of belonging and shared responsibility for the community’s success.
- Support community connectivity by investing and executing on a variety of communications mediums to engage with residents.
We will Strive for:
- Develop vibrant retail, dining, entertainment and outdoor recreation options that attract and retain residents and visitors.
- Enhance community and lakefront areas to create a unique and inclusive atmosphere.
- Invest in infrastructure and technology that supports long-term sustainability and accessibility.
- Grow a sense of pride, excitement, and energy in all of Buffalo, including downtown.
We will Stive for:
- Ensure transparent decision-making, clear communication, and accessibility of staff and information sources for residents.
- Maintain a fiscally sound government with competitive taxes and utility rates, responsible use of debt, and a budget that reflects community priorities.
- Embrace ingenuity and adaptability in city operations to efficiently serve the community’s evolving needs
We will Strive for:
- Foster a culture of responsiveness, respect, and teamwork among city staff to provide efficient, high-quality services.
- Provide opportunities and engagement for community, such as open houses and other involvement methods.
- Make residents aware City services are available through different styles of communication.
- Ensure all residents have access to city services, support, and resources, making interactions with the city seamless and helpful.
We will Strive for:
- Plan for long-term financial sustainability while investing in infrastructure, public safety, and essential services.
- Promote and lead environmentally responsible practices to maintain parks, green spaces, and a clean, livable environment by focusing on key elements, such as water quality.
- Maintain and empower a workplace culture that values employees, encourages professional growth, and fosters a sense of purpose in public service.
Short-Term Goals
The next portion of the Strategic Planning process was to develop a short-term goals platform and workplan to guide the organization in the coming years. Participants were offered the opportunity to present draft goals that addressed any of the following objectives - short-term actions that lead to a core strategy or strategic objective, goals to address weaknesses, opportunities, or potential impacts discussed during the assessment process, or other goals that individual members viewed to be important for the City. The process encouraged the brainstorming of SMART goals - specific, measurable, attainable, relevant, and time-bound (2-3 years) - and objectives that would support the core strategies and vision.
Following the brainstorming process, a prioritization process was used to develop the following list of high priority and opportunity goals. Participants were given the ability to choose a limited number of brainstormed goals as their top priorities. As each participant’s choices were collected, the draft goals were bunched into two categories. The categories and prioritization followed these guidelines:
Proposed 2025 - 2026 Short-Term Goals
(Please click on bullet points below to view goals)
- High Priority Goals (PDF) - goals that were identified by at least three members of the Council and are the primary focus of the organization over the next two years.
- Opportunity Goals (PDF)- goals that were identified as a priority that should be pursued as opportunities present themselves.
- High Priority/Committed (PDF) – goals/projects that are already underway and have been committed to by the City.
- Other Brainstormed Goals (PDF) – suggested areas of focused based on the strategic planning process that should serve as a resource list, but goals that did not rise to the priority of the previous three categories.