1 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications Apple Valley Council Strategy Session –
Strategic Decision Record
1 PURPOSE
Following a workshop with Town leadership on July 21, 2026, Harness Strategy and Cardinal Communications met with the Mayor and Town Council to obtain policy direction and guidance on the Town’s long-term vision and strategy. Topics included:
o Review and consider the results of the community engagement process o Review and align on the strategic framework recommended by Town leadership o Obtain Council feedback and direction on the long-term vision, strategic priorities, and goals
o Confirm schedule and next steps for Council approval of the final strategic plan 2 MEETING DETAILS
Date: July 23, 2026
Time: 8:30 am – 1:30 pm
Location: Apple Valley Council Chambers
3 PARTICIPANTS
Five Council members – Mayor Scott Nassif, Mayor Pro Tem Kari Leon, and members Art Bishop, Larry Cusak, and Curt Emick - attended. Also present were the Town Manager, Guy Eisenbrey, Deputy Town Manager, LaVonda Pearson, and Town Clerk, Kiel Mangerino. 4 APPROACH
As the primary purpose of the Council strategy session was to gain leadership insights and policy direction on the proposed strategic framework, the meeting followed a presentationdiscussion-decision-to-alignment format.
Council members also participated in exercises like those employed at the Town leadership workshop to practice future visioning, reflect on the community engagement themes, and rank strategic goals.
5 COUNCIL DIRECTION AND GUIDANCE
The Council strategy session resulted in several clear policy directions:
• The Council supported the community-focused approach in the strategic framework as a means of integrating Community Voice into the strategic plan. They agreed that climb higher. lead smarter. elevate performance
2 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications succinct priorities captured what residents care most about and worked-well as an organizing framework for strategic goals. They noted that this approach was preferred over typical strategies that are organized around functions and departments. • Council emphasized the need to communicate the Town’s commitment to Listening First, then Deciding and Planning in the development of the new strategic vision. The robust community engagement effort undertaken by the Town will be summarized in a strategic plan chapter in addition to including the Community Engagement Summary Report as an appendix.
• Council recognized that Apple Valley's community engagement effort exceeded what is typical for municipal strategic planning and recommended highlighting the breadth of outreach in the final plan.
• Prior to reviewing the proposed strategic framework, Council members independently completed a future "Best Place to Live" headline exercise. Their responses closely mirrored both the community engagement themes and leadership workshop results, providing further confirmation of broad alignment around Apple Valley's future direction.
• They requested that the strategic plan attempt to demonstrate the strong alignment between community engagement themes, leadership recommendations, and Council priorities. This level of alignment is uncommon and positions Apple Valley for future success.
• In a few instances, Council members asked to reiterate Apple Valley’s unique highdesert character and the Town’s the commitment to preserving what makes Apple Valley special – history, rural culture, open space, and established neighborhoods. This concept will be woven throughout the strategic plan document. • Council agreed with the addition of a new goal under Priority #1 – Preserve Who We Are that emphasizes Town employees as an important part of Apple Valley’s identity. • The Council also directed the contractors and Town Manager to revise the mission to better reflect the Town’s major functions and services that contribute to the great quality of life that Apple Valley provides.
6 STRATEGIC FRAMEWORK DECISIONS
Through review and discussion, Council reached consensus on the strategic framework. The following section outlines Council direction and decisions, noting changes to the proposed vision, priority areas, and goals.
This section also notes the results of a priority ranking exercise where Council members were each provided with 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 council generally agreed that all goals were important.
None were identified for elimination.
3 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications Note that because strategies and initiatives generated through Leadership brainstorming and prioritization require further development, they were not presented in detail to the Council for feedback.
STRATEGIC VISION
Council aligned on the proposed strategic vision, requesting that Apple Valley’s unique character be added to the vision statement:
Apple Valley is a safe, vibrant unique 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.
PRIORITY AREAS
Council expressed strong support for organizing the Strategic Vision around four communityfocused Priority Areas rather than traditional departmental functions. Members commented that the priorities clearly reflected what residents value most and provided an intuitive framework for communicating the Town's long-term direction.
Only two substantive revisions were requested:
Under Priority Area 1 – Preserve Who We Are, revise references to Town staff to avoid using the word “government” when describing employees and public service.
Under Priority Area 3 – Grow Thoughtfully, revise the descriptive narrative to reinforce that thoughtful growth must also preserve Apple Valley's unique character.
GOALS
Council accepted most proposed goals as presented. The following captures additional changes or direction:
Goal 1.4 – Workforce
Council strongly supported the addition of the workforce goal recommended by Town leadership and agreed that Town employees are an important part of Apple Valley's identity and reputation.
Goal 3.1 – Economic Development
Council requested that implementation examples clearly recognize the important roles of:
• Developers/investors
• entrepreneurs
• local businesses
• small businesses
4 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications Goal 3.2 - Housing
Council requested that the goal description explicitly reinforce preservation of existing neighborhood character while expanding housing opportunities.
Goal 3.3 – Jobs/Employment
Council recommended revising the goal to read: Increase local talent and employment opportunities...to better recognize workforce attraction and retention.
Goal 4.1 - Services
Leadership had recommended removing specific references to healthcare because the Town has limited authority over regional healthcare availability.
Council discussed this issue at length, noting that access to healthcare remains one of the most common concerns raised by residents. Members highlighted recent Town efforts to recruit healthcare providers, including support for St. Mary Medical Center's Level III Trauma Center designation, and emphasized that the strategic plan should continue to recognize healthcare access as an important community priority, even where implementation depends on partnerships beyond the Town's direct authority.
STRATEGIC PRIORITY RANKING
Council members also participated in a priority-ranking exercise to identify which proposed goals they viewed as most important to achieving the Town's long-term vision.
The highest-ranked goals focused on:
• Public Safety
• Recreation and Community Amenities
• Infrastructure
• A Vibrant and Resilient Economy
With the exception of higher-ranked recreation and community amenities by Council memebers, the results generally aligned with both community engagement findings and the leadership workshop.
MISSION
Upon reviewing the comprehensive strategic framework, Council members asked that the mission be updated to better reflect the Town’s services and commitment to providing a “better way of life.” During the session, the mission was revised as follows:
Provide exceptional local services - public safety, economic development, recreational opportunities, services and amenities – to enhance residents’ lives and provide a better way of life.
5 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications As the mission was developed quickly, Harness Strategy reviewed the draft and, following the meeting, is proposing two options for Town leadership consideration that captures the spirit of Council discussions and captures the breadth of Town functions:
Option 1 – Functionally Focused
Serve our community through exceptional Town services, public safety, thoughtful planning, quality amenities, economic opportunity, and community partnerships that enhance residents' lives and create a better way of life.
Option 2 – Outcome Focused
Serve our community through exceptional public service, responsible stewardship, economic opportunity, and strong community connections to provide a better way of life.
Because the mission describes the Town's ongoing purpose rather than its long-term direction, the Town Manager will review the proposed wording with Town leadership to ensure it accurately reflects the Town's primary services and responsibilities. 7 NEXT STEPS
In accordance with Council direction and guidance, the contractors will:
1. Coordinate with the Town Manager on a publication and approval schedule.
2. Proceed with drafting the strategic plan.
3. Facilitate two internal reviews of the draft plan.
4. Plan for an in-person October Council presentation of community engagement results and the final strategic plan.
5. Coordinate with the Public Information Office to create a “full spread” on the new strategic plan in the October Our Town publication.
8 ATTACHMENTS
• Town Council presentation slide deck (PDF)
• Briefing paper
• Decision Log
Apple Valley
Strategic
Visioning
Town Council
Briefing
JULY 23, 2026
Briefing Purpose
SHARE COMMUNITY
ENGAGEMENT RESULTS
PRESENT LEADERSHIP
RECOMMENDATIONS
ALIGN ON A DRAFT
STRATEGIC DIRECTION
Apple Valley
Community
Visioning
Your Town. Your Voice.
Engagement Results
Listening First…Then Planning
Gather
Community
input
Create a
Shared
Vision for
the Future
Set the
Strategic
Direction
Plan to
Achieve it Implement
Community voices are the foundation of good strategic planning Community Visioning Timeline
Your Town. Your Voice.
MARCH – JUNE 2026
MARCH 18–20
Leadership Early
Interviews
LAUNCH
MAY 1
Launch
Community
Visioning
“Your Town.
Your Voice.”
Survey Opens
MAY 2–6
Community
Tabling Events
MAY 4 – JUNE
17 Stakeholder
Sessions
JUNE 10
Community
Townhall
(Culmination
Event)
JUNE 11
Sunset Concert in
the Park
END
JUNE 12
“Your Town.
Your Voice.”
Survey Closes
Participation
Outreach At-A-Glance – Over 1500 touch points
1,165
Surveys Complete
70 Town Hall Participants
17 Leadership Interviews
5 Focus Groups (40 participants)
5 Tabling Events (300+
touchpoints)
3 Business Outreach Events
Who Participated
A snapshot of who shaped the Community Vision
Residents
63%
long-time residents
4% non-residents
Home Ownership
73%
own their home
Age
23%
ages 35–44
20% over 65
Work Status
27%
work in Apple Valley
23% retired
Focus Groups
15 seniors
15 high school
students
5 community partners
Interviewees
12 Town leaders
5 Council members
High Desert Chamber of
Commerce
Shaded circles = survey results. Source: Apple Valley “Your Town. Your Voice.” community survey. Focus group and interview counts from program outreach records.
Key Themes
Protect what makes Apple Valley special
Keep the community safe
Take care of the infrastructure we rely on every day
Grow thoughtfully and intentionally
Strengthen community life
Support community wellbeing through strong services
and partnerships
Increase communication and transparency
What do you value MOST about Apple Valley today?
0 15
30 50
6.35%
23.69%
17.17% 16.22%
33.39%
23.18%
14.94%
32.19%
3.69%
Residents value:
• Open space & natural environment
• Rural/small-town character
• Heritage
"Please start
preserving our
history and stop
tearing down old
buildings."
“I love the small town
feel of Apple Valley, it’s
one of the most
important aspects for
our family.”
Theme #1 – Protect What Makes Apple Valley Special
Theme #2 – Safety is the Highest Priority
• Safety ranked highest for Apple Valley’s
future among all age groups
What should Apple Valley be know for in the future?
• Decline in safety #1 reason people
would leave
What would make you leave Apple Valley?
Theme 3 – Infrastructure #1 for
Investment
• #1 future investment priority
• #2 impact on quality of life
• Includes road, facilities, sidewalk, streetlights, and utilities "Take care of what
we already have."
— Apple Valley
resident
What are the top investment priorities over the next 10-15 years? Theme 4 – Grow Thoughtfully
Residents were nearly evenly divided on the pace of growth Key Insight: Most residents are not opposed to growth as long as it does not impact community character (e.g., Rural, open, smalltown, large lots) Growing Thoughtfully Preserving Current Character
Themes 5 & 6 Strengthen Community Life
& Wellbeing
"We would love more
family entertainment
opportunities such as
splash pads, water
parks, open gym
locations, walking
trails, etc."
"Invest in the children."
"Medical services are
important. We cannot
afford to have poor
medical services."
"Better
treatment and
resources for
unhoused
individuals."
"Apple Valley
needs more
restaurants and
entertainment."
Theme 7 Transparency & Communication
• Residents appreciated being asked
• They want continued communication
• They want transparent spending, especially on Measure P investments
"Open government. Better
accountability on fund
spending."
Potential Gaps/Caution
• High level of survey participants work in Apple Valley • Data could be skewed to Town employee perspective
• Low level of Spanish surveys completed
• May not be representative of the Hispanic population (40%) • Race not a question
• Only 1.9% survey participants under the age of 18
• Apple Valley population under 19 = 27%
• Focus group provided insights
• Survey participants heavily weighted towards homeownership • 73.17% own their own home
• May not capture those seeking homeownership
Key
Observations
/Surprises
• Significant level of alignment
• Town leaders, seniors, students,
partners and business stakeholders
• Residents support thoughtful
growth
• Not a “no growth” stance
• Deep family roots impacted
attitudes in ways not expected
• E.g., Seniors support growth so their
children can work and live here
Leadership
Insights
• No mention of Town customer
service
• People want to maintain “what we
already have”
• Some are excited about change
• Opportunities for improving
• Invest the children/support youth
• Transparency & communication
• Attracting, developing and retaining
Town talent is required to make it
all happen
Strategic Considerations
Preserve Apple
Valley's identity
while embracing
thoughtful
progress
Continue
investing in safety
and
infrastructure
Expand
opportunities so
future
generations stay
in Apple Valley
Strengthen
quality of life
through
increasing
partnership
coordination and
access to services
Continue building
trust through
communication,
transparency and
demonstration of
results
Council Insights & Questions
Key Themes
Protect what makes Apple Valley special
Keep the community safe
Take care of the infrastructure we rely on every day
Grow thoughtfully and intentionally
Strengthen community life
Support community wellbeing through strong services
and partnerships
Increase communication and transparency
Leadership
Workshop
RESULTS
How Community Input Shapes the Future
From community voices to lasting results
Community Voices
Residents Businesses Partners
Long-Term Strategic Vision
A shared direction for the future
Strategic Priorities & Goals
What matters most
Actions and Investments
Programs Projects Policies Partnerships
Results
A stronger Apple Valley for current and future generations Prompt: "It's 2035. Apple Valley has
just been recognized as one of
America's most desirable communities.
What's the newspaper headline?“
• Think about what people are saying,
seeing, and feeling
•Write a headline on a large sticky
Leadership Headlines
Safest place to live in the high desert
The “pearl” of the high desert
Voted best for quality of life
Best place to raise children
Great parks and open space
Golden land of opportunity
Entertainment & community
Top industries and attractions
New rail line!
Strategic Vision (the desired future state)
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.
Council Discussion &
Direction
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.
Strategic
Priority Areas
(What residents
care about)
Preserve Who We
Are
→ Identity
Protect What Matters
Most
→ Safety, reliability, & resilience
Grow Thoughtfully
→ Opportunity
Help Every
Generation Thrive
→ Well-being
Vision
Priority #1 – Preserve Who We Are
Description
Celebrate and preserve
the unique character,
natural beauty, history,
neighborhoods, and
community spirit that
make Apple Valley a place
people are proud to call
home.
Details
•Open space, dark skies
•Community character
•Neighborhoods
•History
•The arts, culture
•Traditions, events
•Community pride
•Town government – staff
& culture
Priority #2 – Protect What Matters Most
Description
Foster a safe, resilient,
and well-maintained
community through
investments in public
safety, reliable
infrastructure, and
responsible stewardship
of public assets.
Details
•Safety
•Security
• Infrastructure
maintenance &
improvements
•Reliability
•Preparedness
Priority #3 – Grow Thoughtfully
Description
Cultivate growth in
ways that strengthen
our identity, expand
opportunity, and create
a vibrant and
sustainable future for
residents and
businesses.
Details
•Business investments
• Jobs
•Entertainment, amenities
•Experiences
•Housing
•Education
• Fiscal sustainability
•Redevelopment
Priority #4 – Help Every Generation Thrive
Description
Increase access to the
services, amenities,
and recreational
opportunities that
support lifelong wellbeing and quality of life
for all.
Details
•Services (e.g. social,
animal)
•Parks, programs
• families
• seniors
•youth
•quality of life
Council Discussion &
Direction
Strategic
Goals
(WHAT THE TOWN
COMMITS TO
ACHIEVE)
Priority 1 -
Preserve Who We
Are
Goal 1.1 Preserve
and celebrate the
unique character that
makes Apple Valley
home
Ex. Strategies –
History, preservation,
zoning, community,
arts, workforce,
culture
Goal 1.2 Foster an
inclusive, welcoming,
connected community
where people feel
they belong
Ex. Strategies -
Events, activities,
neighborhoods,
traditions,
celebrations
Goal 1.3 Enhance the
beauty and
appearance of our
community
Ex. Strategies -
cleanliness,
beautification,
adaptive reuse, code
enforcement,
revitalization
Goal 1.4 Develop a
Town workforce that
embodies Apple
Valley's values and
delivers exceptional
public service
Ex. Strategies –
Development,
empowerment,
culture
Priority 2 – Protect
What Matters Most
Goal 2.1 Ensure
Apple Valley remains
the safest community
in the High Desert
Ex Strategies –
Deputies per beat, use
data for prevention,
response,
enforcement
Goal 2.2 Maintain and
improve the
infrastructure that
keeps our community
safe, accessible, and
resilient
Ex Strategies –
Fees/new measure for
roads, local control
over utilities
Priority 3 – Grow
Thoughtfully
Goal 3.1 Cultivate a
vibrant and resilient
local economy
Ex. Strategies –
Amend development
code, educate
developers
Goal 3.2 Expand
housing options that
meet current and
future resident needs
Ex. Strategies –
Housing diversity,
affordability
Goal 3.3 Increase
local employment
opportunities
Ex. Strategies –
Workforce/career
development,
employer
partnerships, youth
internships
Priority 4 – Help
Every Generation
Thrive
Goal 4.1 Increase
access to the
services and
resources residents
need to thrive
Provide and/or
partner to increase
access to social/
senior/youth
services
Goal 4.2 Expand
recreational
opportunities and
community spaces
for healthy living
Increase or improve
Parks, trails,
amenities, gathering
places, programming
Apple Valley is a safe, vibrant, and thriving highdesert community…
1. Preserve Who
We Are
1.1 Preserve our
unique character
1.2 Foster a
connected
community
1.3 Enhance
beauty&
appearance
1.4 Exceptional
Town workforce
2. Protect What
Matters most
2.1 Prioritize
safety
2.2 Maintain &
improve
infrastructure
3. Grow
Thoughtfully
3.1 Cultivate a
vibrant & resilient
economy
3.2 Expand
housing choices
3.3 Support
employment
opportunities
4. Help Every
Generation Thrive
4.1 Increase
access to services
4.2 Enhance
recreational
opportunities
Council Approval & Direction
Guiding
Principles
As we implement this vision, the Town
will:
✓ Ensure internal alignment and support.
✓ Make fiscally responsible decisions.
✓ Engage residents early and often.
✓ Collaborate and communicate internally and
with community partners.
✓ Invest in long-term resilience.
✓ Deliver services with transparency and
accountability.
What Happens Next
July-August
Workshop
Confirm Strategic
Direction
August
Draft Strategic
Framework
September
Council Review
Fall 2026
Strategic Plan
Adoption
Adjourn
Town of Apple Valley
Strategic Framework
Council Briefing
From Community Voices to Leadership Decisions
July 23, 2026
Prepared by:
Harness Strategy with Cardinal Communications
Apple Valley Town Council Strategic Visioning
Date July 23, 2026
Time 8:30 am – 1:00 pm
Location Apple Valley Council Chambers
Purpose Review the results of the community engagement process, consider the strategic framework developed by Town
leadership, and provide policy direction and alignment on the Town's long-term Vision, Strategic Priority Areas, and Strategic Goals.
Outcomes Shared understanding of community aspirations; alignment on Town vision, priorities and goals; identification of any remaining issues prior to drafting strategic plan
Attendees Harness Strategy, Cardinal Communications, Town Mayor & Council, Town Manager, Assistant Town Manager and Town
Clerk
Briefing Topics
Opening Remarks & Meeting Purpose
Community Engagement Results
Leadership Workshop Outcomes
- Overview & Key Elements
Apple Valley’s Future Vision
- Approve proposed vision statement
Break
Strategic Priority Areas
- Review and Confirm categories
Strategic Goals
- Review and confirm
Strategic Framework Alignment & Implementation
- Confirm alignment on entire framework and discuss implementation Next steps and Adjourn
- Confirm path forward to develop and publish the strategic vision Community Engagement Results
Timeframe
March – June 2026
Stats
• 1165 surveys completed
• 70 Townhall participants
• 17 Town leadership interviews
• 5 focus groups
• 5 tabling events (300+ people)
• 3 business outreach events
Key Themes
• Protect what makes Apple Valley special
• Keep the community safe
• Take care of the infrastructure we rely on every day
• Grow thoughtfully and intentionally
• Strengthen community life
• Support community wellbeing through strong services and partnerships
• Increase communication and transparency
Strategic Planning Framework – Background & Terms
Strategic planning is an organizational management activity used to set priorities, focus energy and resources, strengthen operations, and ensure that employees and stakeholders are working toward common goals. It provides a structured process through which an organization examines where it is today, determines where it wants to go, and defines how it will get there.
Throughout the briefing, we’ll be referring to the following terms and definitions.
Town Leadership Workshop Results
Town leadership met on July 21, 2026, to carefully review the community findings and discuss future opportunities, challenges and organizational responsibilities.
They reached broad consensus on:
• Vision
• Strategic Priority Areas
• Strategic Goals
• Initial implementation concepts
Today's briefing seeks Council feedback and policy direction on the proposed strategic framework on the next page.
Vision The desired future state — long-term and aspirational. The "North Star." Mission The organization's core purpose — who it serves and what it does today.
Strategic
Priorities
The thematic areas of focus for the planning period — where effort is concentrated.
Goals Broad intended outcomes within each priority — directional, not yet measurable.
Objectives Specific, measurable, time-bound commitments — the basis for accountability.
KPIs Ongoing performance metrics — how progress is tracked and results are demonstrated.
Thoughts/Notes
1 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications Apple Valley Strategic Framework Decision Log
The following table documents the leadership recommendaƟons and Council decisions from the strategic planning sessions the week of July 20, 2026.
Topic Leadership Workshop Council DirecƟon Final Decision AcƟon Vision
Developed a combinaƟon
between three vision opƟons
with minor edits
Approved with wording change to
include “unique”
Apple Valley is a safe, unique and thriving highdesert community where quality of life comes first, shared experiences strengthen community,
and responsible growth creates opportuniƟes
for all residents to live, work, play and build
their futures.
Include updated vision
in strategic plan
Mission Not addressed
Revise Mission to beƩer reflect the
Town’s services and commitment to
providing a “beƩer way of life” as
follows:
Provide excepƟonal local services -
public safety, economic development,
recreaƟonal opportuniƟes, services
and ameniƟes – to enhance residents’
lives and provide a beƩer way of life.
TBD. Following Council Session, Harness
Strategy proposed the following 2 opƟons to
beƩer incorporate the breadth of Town
funcƟons and their impacts:
OpƟon 1 - Serve our community through
excepƟonal Town services, public safety,
thoughƞul planning, quality ameniƟes,
economic opportunity, and community
partnerships that enhance residents' lives and
create a beƩer way of life.
OpƟon 2 - Serve our community through
excepƟonal public service, responsible
stewardship, economic opportunity, and strong
Town Manager will
review and confirm
with leaders/staff.
NOTE OPTION: mission
can be shortened by
removing funcƟonal
examples
2 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications Topic Leadership Workshop Council DirecƟon Final Decision AcƟon community connecƟons to provide a beƩer way
of life.
Priority
Areas
Accepted all PrioriƟes with
some minor edits to
descripƟons – See notes
Accepted with minor edits to
descripƟons. Avoid the word
“government”; reinforce Apple valley’s
commitment to preserving character
in Growth priority area; ensure
developers, investors and local and
small businesses included in
descripƟon of economic growth
- Preserve Who We Are
- Protect What MaƩers Most
- Grow Thoughƞully
- Help Every GeneraƟon Thrive
Include minor revisions
to Priority Areas
descripƟons in the
strategic plan
Goal 1.1 No change No Change
Preserve and celebrate the unique character
that makes Apple Valley home
Goal 1.2 Add “inclusive” No Change
Foster an inclusive, welcoming, and connected
community where people feel they belong
Include updated goal
Goal 1.3 No change No Change
Enhance the beauty and appearance of our
community
Goal 1.4
Proposed adding a Town
workforce goal as part of
Apple Valley unique idenƟty
Supported
Include revised goal - Develop a Town
workforce that embodies Apple Valley's values
and delivers excepƟonal public service
Per Town Comments: Develop a “oneworkforce” that embodies Apple Valley's values and delivers excepƟonal public service
Include under Priority
#1
3 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications Topic Leadership Workshop Council DirecƟon Final Decision AcƟon Goal 2.1
Revise goal to ensure Apple
Valley remains THE safety
community…, not just “one
of”
No changes
Ensure Apple Valley remains the safest
community in the high desert
Include updated goal
Goal 2.2
Use “improve” instead of
“modernize” and “accessible’
instead of “mobile”
No changes
Maintain and improve the infrastructure that a
keeps our community safe, accessible, and
resilient
Include updated goal
Goal 3.1
Use “CulƟvate” instead of
“Build”
No changes CulƟvate a vibrant and resilient local economy Include updated goal Goal 3.2
Use “opƟons” instead of
“choices”
No changes
Expand housing opƟons that meet the needs of
current and future residents
Include updated goal
Goal 3.3
Replace “jobs” with
“employment and shorten
goal
Include “local talent” Increase local talent and employment opportuniƟes
Include updated goal
Goal 4.1
Remove examples of
healthcare services due to
lack of direct control
Reversed leadership recommendaƟon.
Include healthcare as it ranks high for
quality of life and residents expect
Town to facilitate addiƟon of services
Includes healthcare services in Priority Area
and goal descripƟon
Add back
Goal 4.2
Expand to “recreaƟonal
opportuniƟes” and shorten
goal to remove repeƟƟve
No Change
Expand recreaƟonal opportuniƟes and
community spaces that promote healthy living
Include updated goal
4 Prepared for Apple Valley by Harness Strategy LLC In collaboration with Cardinal Communications Topic Leadership Workshop Council DirecƟon Final Decision AcƟon concepts captured elsewhere
(connecƟon, quality of life)
KPIs
Delay unƟl finalizaƟon of
goals and recommend based
on data availability and
accuracy
Agreed
TBD to include in strategic plan or move to
implementaƟon
Propose and evaluate
KPIs