During the meeting, the Commissioners discussed at length the need for a comprehensive mission, vision, and values statement for the city, which would serve as a foundation for the City Manager’s goals. The Commission debated whether to hire a facilitator to aid in this process. While some commissioners were concerned about the cost, others argued for the benefits of having an independent party guide the process. Additionally, there was a consensus on the necessity to incorporate input from staff and to align the goals with existing city plans and budgetary objectives.

The strategic plan for the city was another topic that generated in-depth conversation among the commissioners. They emphasized the need for a cohesive vision that all city departments could align with. Commissioner Boram and Commissioner Jones stressed the importance of having an overall vision to provide direction for the city. Commissioner Campbell touched upon the need for a clear vision and direction from the city manager for effective leadership, citing the Housing Authority’s experience with a new director as an example.

The discussion also covered the progress of various goals outlined in the strategic plan. There was a particular focus on economic development, infrastructure, and the airport, with updates provided by the City Manager. The feasibility of a business incubator study was debated, with concerns raised regarding its readiness and the prioritization of economic development. Additionally, the Commission discussed the importance of integrating the airport’s plan with the city’s overarching strategy, given its unique nature.

The need for clear performance plans for the airport and the golf course gas authority was also brought to the forefront, as commissioners underscored the importance of setting standards and benchmarks for evaluating performance. The debate extended to whether to immediately seek a facilitator for workshops to develop the city’s vision and mission or to first hold an executive session to discuss goals and community input. Confusion arose over whether the conversation was primarily concerning the City Manager’s evaluation or broader city goals.

Furthermore, the Commission addressed the approach to setting goals for both the city and the City Manager. While some commissioners felt a sense of urgency due to the City Manager’s probationary period coming to an end, others called for a comprehensive and thorough goal-setting process. The importance of a collaborative relationship with the City Council, effective city operations, fiscal management, and community engagement was highlighted. The necessity of measurable points for the established goals and maintaining a continuous action register to track progress were also points of discussion.

Transparency and communication were recurrent themes throughout the meeting. The Commissioners called for clear and error-free reporting from various departments, particularly on issues like police union contracts and city projects. The professionalism of the City Manager, both in appearance and community presence, sparked debate, with some commissioners expressing concern over the amount of time the City Manager spends outside the office. There were calls for improved communication about city projects and grants to foster better community engagement and education.