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<br /> 2025 STRATEGIC PLAN 7 <br /> <br />SHORT-TERM GOALS <br />The third portion of the Strategic Planning process was to develop a short-term goals platform and <br />workplan to guide the organization in the coming years. Participants were offered the opportunity to <br />present draft goals that addressed any of the following objectives - short-term actions that lead to a core <br />strategy or strategic objective, goals to address weaknesses, opportunities, or potential impacts discussed <br />during the assessment process, or other goals that individual members viewed to be important for the <br />City. The process encouraged the brainstorming of SMART goals - specific, measurable, attainable, <br />relevant, and time-bound (2-3 years) - and objectives that would support the core strategies and vision. <br />Following the brainstorming process, a prioritization process was used to develop the following list of <br />high priority and priority goals. Participants were given the ability to choose a limited number of <br />brainstormed goals as their top priorities. As each participant’s choices were collected, the draft goals <br />were bunched into three categories. The categories and prioritization followed these guidelines: <br />• High Priority Goals - goals that were identified by at least three members of the Mayor/City <br />Council as top priority and also received support from City Staff. <br />• Opportunity Goals - goals that were identified as a top priority by at least two of the Mayor and <br />City Council or a majority and received support from City Staff. <br />• Other Goals - goals that did not have an initial priority ranking by more than one of the Mayor <br />and City Council. (Included as an appendix to the report.) <br /> <br />Proposed 2025 Short-Term Goals <br />High Priority - goals that are the top priority of the organization in the coming two-year period. <br />1. Develop Master Plans, including community engagement for recently purchased 77 acres, and <br />existing 180 acres (Core Strategy #1). <br />2. Address water appropriations and PFAS with appropriate agencies and promote water <br />conservation (Core Strategy #6). <br />3. Develop comprehensive financial strategy that encompasses multiple long-term goals (Core <br />Strategy #3). <br />4. Develop vision for Comprehensive Plan including future MUSA area development (Core Strategy <br />#2). <br />5. Keep external and internal communications fresh and innovative – connect with all ages and <br />cultures (Core Strategy #4). <br />6. Develop Old Fire Station site (Core Strategy #2). <br />7. Work with community and partnering agencies to evaluate emergency service response to <br />southern portion of the city. Including future growth of city, response times, roadway designs and <br />intersection improvements. (Core Strategy #5 & #6). <br />8. Analyze and assess water, sewer, and street light fees (Core Strategy #3). <br /> <br />Opportunity - goals that have organizational support, to be pursued when opportunity is available. <br />9. Examine and meet staffing appropriate for desired service level needs, including fire and police, <br />based on current and future service level expectations (Core Strategy #5). <br />10. Create working group of property owners (City, 834, Fury) to establish a work plan for <br />redevelopment (Core Strategy #2). <br />11. Identify location for water treatment plant (Core Strategy #6).