Item 14G, City Council, February 9, 2026

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City Council Agenda Item Report FROM:

Ryan Cummins, City Manager

MEETING DATE:

February 4, 2026

SUBJECT:

Review of Goals and Priorities for Fiscal Year 2026/2027

DESCRIPTION: On January 14, City Council and staff worked with a facilitator to review progress on this fiscal year’s priorities, master plan survey results, and discuss priorities for next fiscal year. Attached are the following: • • •

Graphic of the draft goals and priorities for fiscal year 2026/2027 Report from the facilitator Copy of the presentation of progress on this year’s priorities

The master plan survey results can be viewed here: https://www.saugatuckcity.com/uploads/1/3/3/9/133977444/saugatuck_master_plan_survey _results_2025.pdf Staff is asking Council to further discuss, finalize, and approve the goals and priorities for next year. LEGAL REVIEW: Legal will be at your meeting if you have any questions. SAMPLE MOTION: Motion to approve the goals and priorities for fiscal year 2026/2027.

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Fiscal Year 26/27

Vision

Saugatuck is an inclusive waterfront community that welcomes all. City residents enjoy a great quality of life living in one of the country’s highest-rated tourist destinations. Saugatuck is a vibrant, inviting community with a talented and dedicated staff, great schools, an active tourist-based economy, stable property values, and sense of history as the community moves into the future. Residents and visitors enjoy a unique, small-town atmosphere, exceptional parks, and access to beautiful natural resources.

Operations, Public Health & Safety

Parks & Recreation

Infrastructure

Goal: We will maintain a culture of fiscal responsibility and friendly, honest, and transparent government. We will partner with the Fire District and Sheriff’s office to ensure we take the right measures to keep our community safe.

Goal: We will focus on maintaining and improving current infrastructure while planning and saving for future needs

Goal: We understand that our natural resources are the foundation of residents’ quality of life and our tourism economy and will invest to sustain and enhance them.

Priorities Evaluate Parking Improvements Task Force recommendations and implement solutions (essential) Update website, including the

Priorities

addition of online payments. (essential, regulatory) Finish update to Land Use Master Plan, including non-motorized (pathways, biking) plan (reg.) Roll out new logo and branding Finish new water-sewer agreement and as necessary, update water-sewer infrastructure fees (regulatory) Manage Dune Ridge litigation Implement deer cull Begin full zoning code update Install outdoor AED stations Conduct Town Halls: One with businesses and another on taxes

Complete Maple Street

Monitor and mitigate low water

construction (essential)

level impacts (essential)

Complete Elizabeth Street design;

Complete Mt. Baldhead platform

begin construction (essential)

and retaining wall design; begin

Complete feasibility and plan for

construction

Park Street improvements; begin

Refresh Village Square Courts

design (essential)

Continue to advance Blue Star

Renovate City Hall interior

Trail

Make further sidewalk repairs

Restore Mt. Baldhead vegetation

Maintain and resurface roads

Continue invasive species

Finalize plan for lead service line

treatment

replacement (regulatory)

Begin planning for replacement

Update signage and wayfinding

of Mt. Baldhead stairs and river

Evaluate long-term funding

deck

options for CIP/AMP

Upgrade restroom interiors at

Encourage AT&T cellular antenna

Village Square and Wicks Park

installation and other telecommunication improvements from private sector 124 www.saugatuckcity.com

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City Council/Leadership Team Planning Work Session January 14, 2026 Leadership Team Annual Planning Work Session Report of Generated Ideas Overview of Planning Process The Leadership Team of The City of Saugatuck: The City Council, The Mayor, City Manager, and Senior Staff of the City of Saugatuck conducted their annual workshop to revisit current Goal Areas for relevancy, review progress made on initiatives set in 2025, and prioritize projects for fiscal years 2026/2027. OBJECTIVES  Review of 2025 Agreed Upon Governing Behaviors/ Team Performance  Identify learning opportunities for 2026  Status Report of Progress of Priorities in Pillar Areas Set in 2025  Review Master Plan Survey Results  Review of the Strategic Framework: Current Vision and Goal/Pillar Areas  Discuss of Proposed Refinements  Identify any Additional FY26/27 Priorities & Prioritize Projects for Upcoming Year  Next Steps REVIEW OF TEAM PROGRESS MADE ON AGREED UPON BEHAVIORS in 2025 Since our last planning session, January 2025 what are you doing well or have improved?  More empathetic (Roy as an example)  Increased our support for each other and the team  An intentional increase in our ability and willingness to see both sides of an issue  Easy to approach; safe  Effective communications – 262 ENEWS blast and increase aves 10 yrs  Perspective; curiosity  Part of the solution rather than the problem  Active listening – evident in the STR changes  Increased productivity  More discussion in Council  Increased respectful debate/active listening  Turn & Burn: Getting results, increasing productivity  Transparency  Better communication (public)  Increased collaboration  Less non-verbal negative messages / more respectful  Increase in supportiveness

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Where can we still improve?  Collaboration  Collaboration (tri-community:) - Dredging - Waste water - Master Plan  Delegate in way that effectively build the team  Still have room for improvement in active listening  Organizational distress NOTE: Conversations about continuous improvement included:  Remind each other to “stay in your lane” when needed  Remember to not abuse staff time  Remember that ONE Council member DOES NOT direct City Manager or staff When asked “What would increased collaboration look like?” responses were:  Increased productivity: “Turn and Burn” when it comes to getting results  More understanding residents: Our residents see both sides of an issue when we do  Steps in becoming an even more functioning leadership team  Addresses organizational distress: How can I support the city manager & staff to implement the abundance of priorities?  Can help us be intentional about not adding additional stress to those already under enormous pressure  We could do a better job of communicating and collaborating with the community occasionally with town halls or Q & A meetings on topics such as STR The true measure of a team is that it accomplishes the results it set out to achieve. ~ Patrick Lencioni COUNCIL FY26: WHAT TRAINING, GUEST SPEAKERS, OR COMMUNITY SESSION WOULD BE BENEFICIAL?  Stakeholder Meetings / Town Halls / Meeting with Business & STR Leaders  Annual or semi-annual Tri-community joint sessions - Managers & Council members  Create a centralized Knowledge Base - Website: Tutorials / Videos / Capitol Improvement Plan on website / Q & A on taxes - You Tube  Headley Amendment, Property Taxes, Millage rates  Elizabeth & Park Street community sessions NOTE: There were conversations about economic development and the business community. Although there is a desire to engage the business community in economic development efforts, the business community has not initiated any movement in the area. Perhaps the CVB is satisfying their needs? Learning more about what the business community wants can be included in our 2026 learning. Consider a work session to discuss.

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HIGHEST PRIORITIES: INDIVIDUAL #1 PRIORITY for the NEXT 12-18 MONTHS Each participant shared their individual #1 priority for the team focus in 2025/26: • Website (3) • Master Plan • Efficiency and Effectiveness • Park Street • General Safety (bike/pedestrian/vehicle hot spot risks • Dredge (Address low water level impacts) • Practice Servant Leadership NOTE: Conversations surfaced items to capture and not forget:  Website: - Ensure it is intuitive and easy to navigate - Include explanation about where tax dollars actually go (“Put meat on the bones”) - Include information about how priorities are selected (ie. roads, sidewalks, upgrades, etc, sometimes projects move based on funding, grants, donations, etc.) - Investigate the cost of beneficial tutorials to be provided on website  Address any struggles with Council, Commission processes  Requests for detailed information and timelines for projects have been made by Council members. Please remember: Municipal governments typically do not have a department with the responsibility to provide such information. What daily tasks will not be met when efforts and resources required for such data are reallocated? Do we have the resources to hire to satisfy the desire for such information and would that hire be value-added?  Remember to be realistic about what can be done in any project given available resources Citizen Survey: Mayor Anderson City Manager Cummins and Mayor Anderson shared results of citizen survey. Congratulations on high scores and positive feedback from the survey participants. Conversation followed regarding citizen survey:  It was surprising that improving walkability was not noted by citizens  The power outage had a significant impact on tourist experiences, business, and residents, with a “trinkle down” effect. Therefore, when redoing Butler Street, consider burying the lines; make the infrastructure as resilient as possible to benefit the community  We need to continue to lean forward on infrastructure, a priority noted in the survey (roads, sidewalks, paths)  The economic impact of the low water level extends beyond the community of Saugatuck (a tri-county issue). We will need solid data when working with neighboring governments since they may not be identifying the economic impact on their communities  We will need to continue to stand strong and communicate the need for improvements and grant funding available while progressing with the street

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improvement with trip hazards  Discuss what we can do when we do not own the property, yet improvements are needed (such as trip hazards) - Upcoming assessment management plan can be a guide Where is the survey telling us we can improve the most?  Code enforcement, street maintenance, administration  People still wanting to see more progress with STRs  Want to see improvements with bathrooms in parks, trees and more benches NOTE: In 2025, unlike many Councils in Michigan municipalities, the City of Saugatuck Council has done a stellar job of maintaining respectful, productive, non-partisan language with no grandstanding at meetings. Municipalities across Michigan have stopped televising their Council meetings because they have become disrespectful and nonproductive, increasing dysfunction with and in the community.

BLUEPRINT FOR ANNUAL PLANNING To facilitate smooth and productive annual planning, the leadership team returned to their Key Goal Areas - “buckets” or natural categories – where progress is required yearafter-year to achieve progress in direction set by the Council. The categories were reviewed and discussion about edits or refinements of the Key Prioritization Areas. There was a suggestion to create “sub-categories” in the Key Prioritization Areas. Following Albert Einstein’s suggestion: Genius is making the complicated simple, and a check-in with the Staff about what works best for them to implement, the team selected to keep the document clean, clear, and concise and remain with the current Key Prioritization Areas. Before each participant voted on their highest priorities among the list of priorities, we reviewed what to keep in mind:

THINK:

MUST SMART: Clear ROI by taking on this project NICE, yet deferrable

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Priority 1: Essential Urgent, high-priority projects that should be done if at all possible. These include projects that are required to complete a major public improvement; projects that would address an emergency or remedy a dangerous condition to public health, welfare and safety; projects that would provide facilities for a critically needed community program; projects that needed to correct an inequitable distribution of public improvements in the past; and projects vital to the economic stability of the City. A special effort is made to find sufficient funding for all the projects in this group. Priority 2: Desirable High-priority projects that should be done as funding becomes available. These include projects that would benefit the community, and projects whose validity of planning and validity of timing have been established and are appropriate for a progressive community to pursue. Priority 3: Acceptable Worthwhile projects to be considered if funding is available. These are projects that are adequately planned, but not absolutely required, and should be deferred to a subsequent year if budget reductions are necessary. Priority 4: Deferrable Lower-priority projects which are desirable but not essential and can be postponed without detriment to preset services. For each and every NICE that might be deferred, there may be solid reasons why each was SMART rather than NICE, such as, a donation has already been accepted, significant progress has already been made and is in motion toward completion, or the project requires minimal resources.

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PRIORITIES IN KEY RESULT AREAS VOTES: (#) = Number of Votes C=Council / S=Staff Operations Public Health & Safety

Infrastructure

Parks & Recreation

Update Website, including online payments (7) 3C/4S Evaluate Parking Improvements Task Force Recommendations & Implement Solutions (6) 3C / 3S Finish Update to Land Use Master Plan (5) 1C / 4S

Renovate City Hall Interior (5) 2C / 3S

Monitor & mitigate low water level impacts (5) 4C / 1 S

Complete Maple Street Construction (4) 4C

Compete Mt Baldhead platform & retaining wall design; begin construction (3) 2C / 1S

Roll out new logo & branding (3) 2C / 1S

Complete feasibility plan for Park Street Improvements: Begin Design (4) 3C / 1S Evaluate long-term funding options for CIP/AMP (3) 3S

Restore Mt Baldhead vegetation (1) 1S

Make further sidewalk repairs (2) 2C Finalize plans for lead service line replacement (2) 2S AT&T Cellular antenna installation & encourage telecommunications improvements from the private sector (1) 1C Maintain & resurface roads (1) 1C Update signage & wayfinding

Continue to advance Blue Star Trail

Business Community: Learning 2026: Work session, including November Stakeholder Meeting (2) 2C

Interior restroom upgrades at Village Square & Wicks (6) 2C / 4 S

Finish new water-sewer agreement & as necessary update water-sewer infrastructure fees (2) 2C Deer Cull (2) 1C / 1S Manage Dune Ridge Litigation

Complete Elizabeth Street Village Square courts refresh Design: Begin Construction (4) construction (2) 2S 4C

Continue invasive species treatment

ADDITIONAL PRIORITIES TO CONSIDER

Begin full zoning code update

Outdoor AED Stations

Begin planning for Mt Baldhead stair replacement & river deck (3) 1C / 2 S

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WORK/STUDY SESSON SUGGESTIONS MADE IN PLANNING SESSION  Economic Development - Learn more about what the business community desires & how to engage them - Stakeholder Meeting (perhaps in November). “We’re deeply aware of the value of our business community and, a result of our strategy session this year . . .” - What are we currently doing for you that helps & you want us to continue? - What do you need/expect from the Council to enrich your efforts? - Suggested topic: Discuss what we want to become: A mom & pop business community or a more corporate set of businesses, owned by conglomerates?  Discuss a plan to address “hot spots” - Identify & prioritize locations shared by pedestrians, bicyclists, and vehicles - Revisit speed limits in hot spots; review signage effectiveness - Identify master plan inserts regarding results of work session discussions and later decisions, connecting pathways in the safest ways possible  Continue work to improve telecommunication bandwidth NEXT STEPS City Manager, Cummins and Mayor Anderson will review the report of generated ideas to ensure accurate inclusion of items noted from the work session. Once reviewed, the report will be sent to Council members and Staff. After review and approval, the City Staff will align Council priorities to annual budget and report back to the Council. Once again, I commend your service to your exceptional City and your investment of time and energy in planning and prioritizing. And, I applaud your commitment to creating and sustaining a high-functioning leadership team and intentionally creating a culture of respect, civility, and collaboration – a legacy that will live beyond your years. It is a complete pleasure to assist you in your commitment to efficiently, effectively, and productively serve your community. Respectfully, Marilynn Semonick

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Summary of Progress on FY 25/26 Priorities and Additional 2025 Accomplishments 132