2017-18 Work Plan
On May 18, 2017, the WSCCOG board approved an annual work plan that reflects continued efforts for the Transportation and Homelessness Strategic Initiatives and other issues of regional significance, per the direction of the WSCCOG board.
2016-17 Work Plan
On July 25, 2016, the WSCCOG board approved an annual work plan that reflects continued efforts for the Transportation Strategic Initiative, as well as examines homelessness as an issue of regional significance. The work plan also includes working with SCAG on the grant project for the Plug-in Electric Vehicle Charging Station Siting Study. The FY 2016-17 work plan no longer includes the Tourism/Economic Development and Sustainability Strategic Initiatives and the distribution of the bi-monthly hot sheets.
2015-16 Work Plan
The WSCCOG embarked on two strategic initiatives in FY 2014-15: Transportation/Mobility and Tourism/Economic Development. The following annual work plan contains the goals and strategies to achieving the agency’s mission for FY 2015-16 through the existing strategic initiatives. The FY 2015-16 work plan also introduces a proposed new strategic initiative to support and advance sustainability efforts in the Westside subregion.
- 2015-16 Transportation/Mobility Strategic Initiative Work Plan2015-16 Sustainability Strategic Initiative Work Plan
- 2015-16 Tourism/Economic Development Strategic Initiative Work Plan
- 2015-16 Sustainability Strategic Initiative Work Plan
2014-15 Work Plan
The WSCCOG embarked upon a strategic planning process in 2013 with an emphasis on how to focus efforts and energies on regional issues of key importance. Critical to these sessions was a shared vision which emphasized the objectives of relevance, relationships, and resources. One primary outcome of the workshop was the designation of two primary strategic goals for fiscal year 2014-2015: 1)Regional Transportation and Mobility and 2) Regional Tourism and Economic Development. WSCCOG has drafted the Annual Work Plan that reflects the Board’s direction for measurable outcomes that improve the quality of life in the COG sub-region. The following work plan contains the goals and strategies that were identified in these visioning workshops as imperative to achieving the agency’s mission.