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<br />SHORT-TERM GOALS <br />The primary focus of the 2023-2024 goal setting session was to develop a short-term goals platform and workplan to <br />guide the organization in the coming years. Participants were offered the opportunity to present draft goals that <br />addressed any of the following objectives - previous goals that had yet to be fully accomplished, goals to address <br />weaknesses, opportunities, or potential impacts discussed during the assessment process, or other goals that individual <br />members viewed to be important for the City. The process encouraged the brainstorming of SMART goals - specific, <br />measurable, attainable, relevant, and time-bound (1-3 years) - and objectives that would support the core strategies and <br />vision. <br />Following the brainstorming process, a prioritization process was used to develop the following list of high priority and <br />priority goals. Participants were given the ability to choose a limited number of brainstormed goals as their top <br />priorities. As each participant’s choices were collected, the draft goals were bunched into three categories. The <br />categories and prioritization followed these guidelines: <br />● High Priority Goals - goals that were identified by a majority of the Council as top priority and also received <br />support from City Staff. <br />● Priority Goals - goals that fell short of a Council majority but were identified as a top priority by at least two <br />members of the Council and multiple members participating in the session or two or more staff members. <br />● Other Goals - goals that did not have an initial priority ranking by more than one member. (Included as an <br />appendix to the report.) <br />Proposed 2023-2024 Short-Term Goals <br />High Priority <br />1. Update the Water Supply Plan - reflect new PFAS findings, strive to have one additional well, develop <br />policy(ies) related to clean water and water management, and reduce irrigation/peak levels of community <br />usage <br />2. Develop a comprehensive financial and management plan for parks - facilities, land, amenities and uses - to <br />guide prioritization and decision-making <br />3. Explore ways to increase non-property tax revenues, including consideration of franchise fees <br />4. Develop a sustainable approach to execute the work of the Commissions - increase public participation and <br />community engagement in decision-making <br />5. Finance and implement dashboards - implement a 5-year operation plan by department <br /> <br />Priority <br />6. Produce and take action on RFP to develop 180 acres of City land <br />7. Complete Pavement Management Plan <br />8. Move into and become fully-functional in City Center (including Washington County Sheriff’s Department) <br />9. Establish vision/goal for a multi-use community space <br /> <br />NEXT STEPS