A year ago, the Bettendorf City Council's annual "goal-setting" session resulted in its two "top priorities" being action to strip the remaining authority from the elected park board.
And, for the second year in a row, the same January goal-setting resulted in a "high priority" focus on the Life Fitness Center, even though it received far less in taxpayer "subsidies" than most other city enterprise funds.
Both the park board and fitness center "goals" were political payback pushed by the soon-to-be-ex-mayor and several council members, who have long-favored eliminating the "elected" park board and have wanted to sell the fitness center.
Such political "goals" can be expected once again unless the city council and the new incoming mayor improve the current planning process in place now for more than a decade.
The goal-setting involves bringing in the same Florida-based "facilitator" for a quick two-day consultation. It begins with a Friday night meeting, usually over dinner, among the council members and the city administration. That is followed by an all-day Saturday session, culminating in a listing and prioritizing of "top" and "high priority" policy agenda items.
There is no attempt to obtain public input in the process. Citizens can attend the Saturday sessions, but there is no opportunity for comment. The result, witness recent top priorities, has been a blurred vision for the city.
Coming off the November city election and public discussion of issues raised during the campaign, this year's "goal-setting" would be remiss if it ignores the following topics:
• Goals/strategies aimed at prioritizing the city's capital improvement plan and addressing the city's huge $111-million long-term debt.
• Goals/strategies which would enable the city to add another (or more) firefighters while holding the line on overall staff spending.
And, if those aren't enough food for thought, here are a couple more suggestions:
• Firm up plans (both design and sewer rate increases) to address capacity issues of the city's sewage treatment system, problems which could prompt action by state and federal agencies and severely limit growth of the city over the next 10 years.
• Develop plans to scrutinize ALL city enterprises funds for cost-savings, including the nearly $1 million annual operating subsidy to the Family Museum.
The consultant brought in each year by the city to coordinate the planning process defines these key elements for successful goal-setting: incorporate community input; stick with core functions; define and follow the city's vision for itself; set measurable goals for the next five years; develop strategies; develop annual programs; monitor accomplishments monthly; evaluate results against goals; celebrate successes.
The city should follow his advice and the first element -- incorporating community input -- would be a good place to start this year's goal-setting.
