From Strategic Planning to Strategic Actions

In 2024, York County Rail Trail Authority embarked on a five-year strategic plan, funded through a PA Department of Conservation & Natural Resources (PA DCNR) Peer-to-Peer Grant. The previous Strategic Plan expired in 2021, and any consideration to refresh this plan or pursue a new plan were significantly interrupted by COVID. However, as our directors began looking more strategically at our agency’s future following the pandemic, the timing seemed right to seek a consultant to take a fresh look at our past, current, and future work. 

In all honesty, there were several reservations expressed by members of the Rail Trail Authority. Perhaps some members doubted their ability or energy level needed to focus on our collective future, while others recalled setting ambitious strategic goals for other organizations they were involved in, only to have the goals fade into memories as Strategic Plans sat on a dusty, dark shelf. 

The first positive step the Authority took was to speak openly about these concerns as soon as a consultant was selected to create the new 2025-2028 York County Rail Trail Authority Strategic Plan. We wanted goals that were within reach. And, we wanted a working document that would not sit on a shelf but rather would lead us to achieving these goals. 

With the assistance of PA DCNR Peer-to-Peer staff, the Rail Trail Authority selected a consultant who actually preferred to meet with our study committee members and Authority members in person. Members had the option to attend virtually, but we always had the consultant attend in our offices and in person with those able to come to the office. This mix of online and in-person interactions resulted in convenience for those who needed to contribute remotely and personal friendships for those able to come to the office – a very nice mix. 

At the conclusion of the study, as Rail Trail Authority members reviewed the draft report, that old feeling of how to breathe life into the goals came sharply into focus. How and by whom would the goals be tackled? The immediate answer was to ask the consultant to create a workbook listing goals, initiatives, and tactics. Of course, it took explanations from the consultant to explain to Authority members the difference between these three. 

The Strategic Plan offered us 6 goals – a manageable number, for sure. Each goal had from three to six initiatives – not too bad. And each initiative listed smaller steps or tactics, usually up to four, that could be followed to achieve the initiative and in turn reach the goal. Seemed manageable. 

The real highlight of the Plan was Goal 1: Continue Trail Building. By listing this goal first – the one thing all Rail Trail Authority members wanted to do and had signed up to do – it became quite easy to embrace the whole Plan.  

Today, Rail Trail Authority members are one full year into their new Strategic Plan. Many steps have been taken to ensure work continues to meet its goals. These include Authority vice-chairman stepping up to lead and coordinate our strategic efforts, the formation of committees assigned to each of the six goals, and the assignment of leaders for each committee. The agenda for each monthly business meeting of the Rail Trail Authority includes a Strategic Plan Check-in. Also, we have boldly eliminated some initiatives and tactics to make the Plan a living document that reflects our current opportunities and challenges. 

As we begin the second year of the Strategic Plan, York County Rail Trail Authority members continue to work in unison and with energy toward common goals that will provide York County residents with exceptional rail trail adventures.