Climb Higher. Lead Smarter. Elevate Performance
1 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications Apple Valley Leadership Workshop – Results
PURPOSE
Following community-wide engagement, Harness Strategy and Cardinal Communications met with the Apple Valley Town Manager, department heads, and other key staff to:
o Consider and reflect on community input and strategic themes o Align on a strategic vision of Apple Valley’s future
o Define a strategic framework - strategic priorities, goals and strategies – to guide investments and actions to achieve the vision
o Prioritize and discuss what matters most
The workshop was developed around the theme of: Listening. Deciding. Leading.
MEETING DETAILS
Date: July 21, 2026
Time: 8:30 am – 3:30 pm
LocaƟon: Apple Valley Golf Course
PARTICIPANTS
Fifteen department heads representing Public Safety, Building Safety, Engineering, Facilities, Code Enforcement, Housing and Economic Development, Planning, Parks and Recreation, Animal Services, Human Resources, Public Affairs, Government Services, and the Town Manager’s office participated in the workshop.
APPROACH
During the workshop, the contractors employed a combination of visual reflection, brainstorming, small and large group discussion, theme sorting, and prioritization.
The workshop began with a welcome and overview by the Town Manager. He encouraged leaders to apply the 3 Ps – Purpose, People, and Process – while they engaged in setting the Town’s vision and strategy.
Leaders then participated in an exercise to practice future visioning, provided insights on the community engagement themes, and considered three proposed vision statements. Once leadership aligned on a clear vision, they reviewed, commented and prioritized a set of strategic priority areas and goals. The meeting ended with development of initial implementation strategies, overarching principles and an independent value exercise.
Climb Higher. Lead Smarter. Elevate Performance
2 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications
WORKSHOP OUTCOMES
The workshop demonstrated strong alignment between community engagement themes and leadership priorities. When asked what the headline would be if Apple Valley won one of the best places to live in the United States, themes common to the community engagement results emerged – safe, family-friendly, clean, beautiful, well-run, great quality of life for all ages, a “pearl” (special/unique), and opportunities for all to live, work, play and do business.
When reminded of the seven community engagement themes, a few interesting insights were shared and later considered in goal development:
Residents didn’t identify Town customer service as an issue. Customer service was an issue in the past and this may mean that efforts to improve are now working. Many of the themes are things Apple Valley already has or does. The strategy must then focus on continuing investment and maintaining momentum in the areas where the Town is meeting expectations.
Some leaders noted that the residents they speak to are excited for the changes happening – the new stores, economic development, and infrastructure improvements – which supports the theme of growing responsibly.
Several leaders noted that Apple Valley works hard to communicate often with residents and practice transparency. However, they also noted the content of the messaging – not what was done, but the results and impacts – could improve. The Human Resource Director noted that none of the community “wants” are possible without first attracting and retaining top Town employee talent.
Leaders were presented with three options and from there developed and aligned on a version of the proposed vision that emphasizes safety, community, quality of life and thoughtful growth. See Section 7 below for the final draft vision.
There was strong support for the community-focused strategic priority areas presented.
Managers seemed to resonate with the simple titles, and no major changes were suggested.
Leaders also accepted the proposed goals with some minor word changes that better reflect the Town’s culture and terminology.
Only one major changed occurred because of the session – a new goal to Develop a Town workforce that embodies Apple Valley's values and delivers exceptional public service was added to Priority Area #1 – Preserve Who We Are. Although workforce development is often addressed under Organizational Excellence or Growth, leadership concluded that Apple Valley's employees are themselves an important part of what makes the Town unique. As a result, they recommended adding this goal under Priority Area #1 – Preserve Who We Are because they viewed the Town's workforce, culture, and commitment to public service as part of Apple Valley's identity.
Leaders also emphasized the importance of community arts and cultural programs and determined in fit best in Priority #1 since art could enhance both community connection and identity.
Climb Higher. Lead Smarter. Elevate Performance
3 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications These workshop outcomes are reflected in the recommended strategic framework presented in Section 7 below.
DECISION SUMMARY
Leadership strongly affirmed that the proposed strategic framework accurately reflected community input.
Leaders aligned on an aspirational, yet fully achievable vision for the Town’s future. Leaders preferred community-focused priorities over department-based organizational priorities.
Only one new strategic goal was added during the workshop; most revisions involved refining language to better reflect Apple Valley's culture and terminology.
PROPOSED STRATEGIC FRAMEWORK & PRIORITY
RANKING
The following section outlines final recommendations and changes to the strategic vision and proposed goals under each Priority Area (redline/strikeout text notes the changes made by leadership).
This section also documents how leaders ranked strategic goals in order of importance.
Following goal review, Leaders were each provided a limited number of dots to indicate which proposed goals they believed were most critical to achieving the Town's long-term vision. The results are intended to reflect relative priority—not importance—as leaders agreed that all goals were important. None were identified for elimination.
Leaders than brainstormed an initial list of strategies and actions to achieve the goals. Note, these initial ideas are intended to inform development of the implementation section of the Strategic Vision. They are not final commitments or approved projects.
RECOMMENDED STRATEGIC VISION
Leaders aligned on the following vision statement:
Apple Valley is a safe, vibrant and thriving high-desert community where quality of life comes first, shared experiences strengthen community, and responsible growth creates opportunities for all residents to live, work, play and build their futures.
Climb Higher. Lead Smarter. Elevate Performance
4 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications PRIORITY RATING # 1 – PRESERVE WHO WE ARE
Goals
1.1 Preserve and celebrate the unique character that makes Apple Valley home (2 dots)
1.2 Foster an inclusive welcoming and connected community where people feel they belong (6 dots)
1.3 Enhance the beauty and appearance of our community (6 dots)
1.4 New Goal: Develop a Town workforce that embodies Apple Valley's values and delivers exceptional public service (11 dots)
Changes Made
Added “inclusive” to Goal 1.2
Added a new Goal 1.4 related to the Town’s workforce
Initial Implementation Ideas
Cultivate a workplace culture where employees are empowered to grow, lead and build meaningful careers - Score 20
Invest in employment growth and development opportunities (leadership training, mentorship, certs, etc.) - Score 20
Create an arts master plan for Apple Valley - Score 18 Maintain a robust Code Enforcement Program including rental inspection program, residential / commercial blight enforcement - Score 18
Create career pathways (succession planning) - Score 17 Celebrate Apple Valley’s identity by introducing murals and public art that celebrate our unique character - Score 17
Create welcoming places that beautify Apple Valley – invest in public art and gathering places that foster community - Score 17
Require new developments to maintain open space / recreational spaces - Score 13 Update / Maintain local zoning codes - Score 13
Create an Art impact Fee for new developments to help support growing the arts in Apple Valley -Score 14
PRIORITY RATING # 2 – PROTECT WHAT MATTERS
MOST
Goals
2.1 Ensure Apple Valley remains one of the safest community in the high desert (14 dots)
2.2 Maintain and modernize improve the infrastructure that a keeps our community safe, mobile accessible, and resilient (11 dots)
Climb Higher. Lead Smarter. Elevate Performance
5 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications Changes Made
Revised Goal 2.1 to make Apple Valley THE safest community in the high desert Revised Goal 2.2 to remove the word modernize as some residents may associate it with unnecessary advancements and increased costs
Initial Implementation Ideas
Increase engineering/planning staff
Increase fees
Measure for roads
Increase deputies per beat – will reduce the response (quicker) improve officer safety, mitigate liability, decrease deputy stress, better time management Increase enforcement based on statistics based on the time of day, pea hours, consider district report
Adding deputies to specialized assignment: retail and traffic Measure P
Resurface 30 miles a year
Create a new Measure P for roads
*Note there was no scoring from this group
PRIORITY #3 – GROW THOUGHTFULLY
Goals
3.1 Build Cultivate a vibrant and resilient local economy (5 dots)
3.2 Expand housing choices options that meet the needs of current and future residents (6 dots)
3.3 Increase local job employment opportunities, workforce development, and life-long learning (9 dots)
Changes Made
Revised Goal 3.1 to avoid a perception of physical build out Revised Goal 3.2 to remove a word with specific meaning in housing regulations Revised Goal 3.3 to use a more expansive word and simplify the sentence Initial Implementation Ideas
Amend the dev code to align and facilitate thoughtful growth Cross departmental coordination/partnership
One purpose (goal) must be all on the same page
Improve internal processes to align with our vision (starts with us!) Provide education and outreach for presidential commercial developers 15’s across for scoring
Climb Higher. Lead Smarter. Elevate Performance
6 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications PRIORITY #4 – HELP EVERY GENERATION THRIVE
Goals
4.1 Increase access to the services and resources residents need to thrive (2 dots)
4.2 Expand recreational opportunities, and community spaces that promote healthy living, connection, and quality of life (8 dots)
Changes Made
Revised Goal 4.2 to broaden the definition of recreation and simplify the sentence Initial Implementation Ideas
• Provide animal related affordable services – partnership - Score 28 • Procure more grant funding to offer free recreational services - Score 29 • Develop a website that provides all services – continue working w/library + senior center to promote our services - Score 30
• Undertake website Improvements - Score 30
• Create website to outline Town (and other) services to Town residents - Score 30 • Healthcare - Score 7
• Education and employer partnership - Score 14
• Continue to offer programs to our residents - Score 27 • Partner with VGTA to offer transportation services - Score 22 • Add amenities such as pumptrack at our existing parks. This will promote healthy living & construct a bike park at the sitting bull property - Score 27 • Add more trails, possible legacy trees - Score 26
• Sponsor Townwide buses for access to town services - Score 27 • Obtain GIS web mapping application for: park locations, path distances, trails/bike paths, development/capital projects, businesses resources locations - Score 27 • Partner with health care providers to promote services and health advice - Score 25
IMPLEMENTATION
In addition to developing the proposed strategic framework, Town leadership brainstormed risks and roadblocks to implementation, including lack of internal alignment and public support, unfunded State mandates, staff turnover, poor communication and culture, and change of leadership.
Leaders then proposed a set of principles necessary for strategy execution, including internal staff and leader buy-in and alignment, rigorous communication, innovation, cascaded goals, and individual accountability.
The day ended with feedback from leaders on the most important thing accomplished during the workshop. Hearing other perspectives, buy-in and alignment were noted most:
• Buy-in
Climb Higher. Lead Smarter. Elevate Performance
7 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications o Aligned with community
o Expressing what we feel and see = buy-in
o Great leadership team
o See and hear other Department Heads’ perspectives
o Enjoyed the inclusive experience
• Strategic Direction
o Our vision and the community’s vision
o Good set of goals
o Building on current momentum
o Right words and meaning
VALUES
Apple Valley Leaders were asked to complete a worksheet on their own, selecting five values that best captured the behaviors, beliefs and principles that should guide implementation of the Town's mission, vision and strategy. Additional values could be added to those on the provided list.
The consultants tallied the results following the meeting. Many of the highest-ranked values align extremely well aligned with values common in municipal and community serving strategic plans.
Several values selected were not values but rather goals already captured in the proposed strategic framework. Others were more narrow concepts that fit within a broader value area (e.g. honesty can be part of integrity).
Based on leadership ranking and definition of organizational values, the following values are recommended for Town Manager consideration and inclusion in the strategic plan. Accountability
Transparency
Integrity
Collaboration
Teamwork
Service
Fiscal Responsibility (or a broader Resource Stewardship)
NEXT STEPS
The resulting strategic framework was presented to the Town Council on July 23, 2026, for policy discussion and direction. See Town Council notes for the results.
ATTACHMENT
Values Worksheet Tally Results & Recommendations
Value Total Votes Rank Comment/Recommendation
Public Safety 10 1 Already captured as a goal
Accountability 6 2
Recommend as a key value for acheving the
strategic vision and Town mission
Transparency 6 2
Recommend as a key value for acheving the
strategic vision and Town mission
Collaboration 5 4
Recommend as a key value for acheving the
strategic vision and Town mission
Economic Opportunity 5 4 Already captured as a goal
Integrity 5 4
Recommend as a key value for acheving the
strategic vision and Town mission
Quality of Life 5 4
Captured throughout the plan as key element of
the vision
Teamwork 5 4
Recommend as a key value for acheving the
strategic vision and Town mission
Community 4 9
Captured throughout the plan as key element of
the vision
Service 4 9
Recommend as a key value for acheving the
strategic vision and Town mission
Fiscal Responsibility 3 11
Could be its own value or captured under
accountability
Growth 3 11 Already captured as a goal
Honesty 3 11 Part of integrity and transparency
Parks & Recreation 3 11 Already captured as a goal
Trust 3 11 Part of integrity and transparency
Creativity 2 16
Education 2 16
Family 2 16
Leadership 2 16
Apple Valley Leadership Value Ranking
Values highlighted in yellow are recommended as the Town's operating principles Opportunity 2 16
Vision 2 16
Youth Development 2 16
Accessibility 1 23
Compassion 1 23
Connection 1 23
Fairness 1 23
Future Generations 1 23
Small-Town Character 1 23
Water Stewardship 1 23
Welcoming 1 23
Work/Life Balance 1 23 Write-ins
Communication 1 23 Write-ins
Represents & Reflects (our community and staff) 1 23 Write-ins. This is a statement, not a value Employment Opportunity 1 23 Write-ins. This is captured in the goals Arts & Culture 1 23 Write-ins. This is captured in the goals Alignment 1 23
Write-in. Organizational alignment is a potential
value, but mostly achieved through
communitcation and accountability