Strategic Plan Review & Goal Setting (2-26-2026)2/26/2026
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Strategic Plan Review
& Goal Setting Session
FEBRUARY 26, 2026
The Athenian Oath
•I WILL NOT DISGRACE MY CITY BY AN ACT OF DISHONESTY OR
COWARDICE
•I WILL NOT ABANDON MY COLLEAGUES IN THE RANKS
•I WILL PROTECT MY CITY’S IDEALS, VALUES, AND SPECIAL THINGS
•I WILL OBEY AND HONOR ITS LAWS AND UPLIFT THE NOBILITY OF
CIVIC DUTY
•I WILL PASS ON MY CITY BETTER AND MORE BEAUTIFUL THAN IT WAS
HANDED TO ME
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2/26/2026
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Goal Setting 2026
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What goals and
objectives do we want
to achieve tonight?
Staff Goals for Goal
Setting and planning:
• Prioritize goals and items
• Unified direction
• Charting a course and
direction
2022
Strategic Plan
– Areas for
Discussion
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2/26/2026
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Positioning for Growth
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Engaging Stakeholders
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2/26/2026
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Empowering the Organization
2022 Strategic Plan – Reactions
• Summary of responses:
• Overall good reactions
• Specific items need additional focus
• Desire to maintain continuous or
scheduled review of goals and plan
• Link of finances to projects
• Develop a communication plan,
increase community communication
• economic development
communications
• Condensing size of the document
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2/26/2026
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2022
Strategic Plan
– Ratings
Big Picture Goals
• Goals and vision for the city:
• Intentional growth
• Annual goal review
• Business growth – new and
existing
• A desirable place to live
• Fiscally responsible and
transparent
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10
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The City is Doing
Well Here
• What we do well, in summary:
• Community and identity
• Family focused – geared towards our
population
• Staff Strengths – approachable,
responsive, organizational culture, pride
in city and work
• Staff council connection
• Financially responsible
• Appropriate services for size and
demographics
The City will be Challenged Here
• Upcoming Challenges:
• Growth and sustaining service level with
growth – operations and funding
• Community engagement with a larger
population
• Setting communication expectations and
avenues
• Future facilities and large improvement
projects
• Increased costs for services,
infrastructure, projects and facilities
• Tax capacity growth – primarily
residential
• Uncertainty with future of residential
development – dependence on tax
growth
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2/26/2026
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City Hall
• Streamline administrative processes
• Staffing focus – big picture and
succession planning
• Increase communications
• Community engagement
• Fair and consistent code enforcement
• Business engagement
• Fire code and Emergency Action Plans
• Improved access to building officials
• Simplified and easy to understand
finances
• Progress and project communication
Public Works
• Proactive and
preventive maintenance
on infrastructure and
fleet
• Increase community
education and
communication on
operations and
procedures
• Compost site planning
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2/26/2026
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Parks and Recreation
• Facility planning and
maintenance
• Program offerings for all – focus
on the existing gaps
• Marketing and promotion of
programs
• Communication and community
engagement
• Increase community features
and locations
• Special events and celebrations
• Community partnerships – cities
and counties (and schools)
• Private and public partnerships
Utilities
• Drinking water
improvements
• Communications of
projects and operations
• Federal or state funding
opportunities
• Tours(virtual) and
informational settings
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2/26/2026
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Global in Nature
• Community engagement and trust
• Data driven decisions
• Emergency preparedness
• City History exploration
• Meeting spaces, event space
• More council engagement to public
• Strategic meetings
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WHAT CHANGES
WOULD YOU MAKE?
WHAT DID WE
MISS?
WHAT WAS
MISINTERPRETED?
Reactions - modifications
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2/26/2026
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Responsibilities
WE ALL PLAY CRITICAL ROLES FOR THE CITY AND, IN TERMS OF OUR
FUNCTION AS A TEAM, HAVE RESPONSIBILITIES TO EACH OTHER.
UNDERSTANDING EACH OTHER’S ROLES AND RESPONSIBILITIES, AS
WELL AS OUR OWN, IS IMPORTANT FOR THE FUNCTIONING OF A GOOD
TEAM.
•STAFF ROLES OR COUNCIL ROLES
•SUPPORT AND TEAM
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Staff
work for
Council
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Bring items that council supports
Provide relevant and accurate
data to drive decisions
Realistic expectations
Sustainable ideas and programs
Work as a unified team
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2/26/2026
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Clarifications
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WHAT IS COMMUNITY
ENGAGEMENT TO
YOU?
WHAT IS OUR GOAL
FOR COMMUNITY
ENGAGEMENT?
WHAT DATA
MATTERS MOST TO
YOU?
WHAT HELPS YOU
MAKE DECISIONS?
The next steps
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Select 10
Priorities – as
a group
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Define
framework of
success
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Set realistic
expectations
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2/26/2026
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Process
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prioritize
•Staff Opinion –
Significant Number of
Items
•Quality vs. Quantity
•Measurable
•Achievable
•Council Survey #2
Staff feedback
•Based on Top
Ranking
Priorities
•Are there things
missing?
Schedule meeting
•Review
•Discuss
•Adopt
Thank you!
CITY ADMINISTRATOR – ADAM FLAHERTY
ASSISTANT CITY ADMINISTRATOR – SABRINA HILLE
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