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Town forums every three to four years are extremely helpful and an excellent way to get the <br />message out and garner support. <br />■ A formal adoption process of a community vision and goals is important. <br />■ Yearly organizational assessment of progress on goals is critical. <br />Opportunities / Economics: <br />Each of the participants related the importance of financial planning and the strategic use of resources <br />during and after the growth period. Understanding this one time opportunity is important. They said: <br />■ You can only capture the rise in the tax base once during the development bulge. A smart <br />community will save some of the money to use after the bulge has ended. Ongoing upkeep and <br />raised expectations still have to be funded and that needs to be planned for. <br />■ Pay attention to long term infrastructure needs. Develop financing plans that include adequate <br />personnel and maintenance. <br />■ Fight the impulse to automatically lower taxes. Maintaining a quality city environment does not <br />get cheaper over time. New citizens will have higher expectations. <br />■ Discuss long term resource needs and additional staff well ahead of the need date and do this <br />outside the yearly budget process. <br />■ A five year budget forecast was very useful. <br />Staffing Structure, Continuity: <br />A recurrent theme throughout the entire discussion was the relative importance of committed, quality <br />staff and council members. Specifically mentioned was the need for continuity in purpose and vision. <br />How do you maintain progress in the face of a changing demographic and political environment? <br />They responded: <br />■ The Council needs to think about political succession planning. Getting people involved who <br />will ultimately fill their seats. <br />■ Careful selection of board and commission members to get good people in the pipeline is <br />important. <br />■ A major focus of the Human Resources Department should be the recruitment and retention of <br />top quality employees. An ongoing commitment to staff training is a great incentive for <br />retention. <br />■ During periods of intense change / development there should be clear role definitions as to who <br />has the macro, "big picture", responsibility and who has responsibility for day to day operations. <br />The City will need to speak with one voice. <br />■ A strong customer service / public service mentality at all levels and at all times will greatly help <br />create public support for the vision and for changes associated with growth. <br />