2025 Goal Setting Binder - Laserfiche WebLink

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SHORT-TERM GOALS The primary focus of the 2023-2024 goal setting session 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 - previous goals that had yet to be fully accomplished, 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 (1-3 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 priority 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 three categories. The categories and prioritization followed these guidelines: • High Priority Goals - goals that were identified by a majority of the Council as top priority and also received support from City Staff. • Priority Goals - goals that fell short of a Council majority but were identified as a top priority by at least two members of the Council and multiple members participating in the session or two or more staff members. • Other Goals - goals that did not have an initial priority ranking by more than one member. (Included as an appendix to the report.) Proposed 2023-2024 Short -Term Goals High Priority 1. Update the Water Supply Plan -reflect new PFAS findings, strive to have one additional well, develop policy(ies) related to clean water and water management, and reduce irrigation/peak levels of community usage 2. Develop a comprehensive financial and management plan for parks -facilities, land, amenities and uses -to guide prioritization and decision -making 3. Explore ways to increase non -property tax revenues, including consideration of franchise fees 4. Develop a sustainable approach to execute the work of the Commissions - increase public participation and community engagement in decision -making 5. Finance and implement dashboards - implement a 5-year operation plan by department Priority 6. Produce and take action on RFP to develop 180 acres of City land 7. Complete Pavement Management Plan 8. Move into and become fully -functional in City Center (including Washington County Sheriff's Department) 9. Establish vision/goal for a multi -use community space NEXT STEPS