Kaysville leaders make long-term infrastructure the top priority at strategic planning workshop

KAYSVILLE — Kaysville elected officials and city staff spent an evening workshop reviewing past planning documents and identifying priorities for the next five years, with maintaining long‑lasting infrastructure and better communicating its condition to the public rising to the top.

City leaders said the goal of the session was to translate existing vision statements and plans into actionable priorities and to give staff direction about which “hills” to take next. Public Works Director Josh, recognized during the meeting for an industry award, joined departmental staff and council members in breakout groups that consistently ranked infrastructure, downtown image/appearance, and clearer staff‑to‑council communication as the leading priorities.

Why it matters: Participants said Kaysville’s underlying utilities, streets and sidewalks require more visible, sustained investment and stronger public messaging so voters understand trade‑offs and the needs behind potential tax or rate changes. That clarity will shape work the council expects to see in the coming budget season.

Workshop highlights - Infrastructure as core priority: Each breakout group placed “build and maintain quality, long‑lasting infrastructure” among its top three priorities. Staff and council members discussed focusing on specific, near‑term projects such as street repaving, sidewalk repair and upkeep of utility lines and crosswalk striping so maintenance does not “degrade to the point where it becomes a hazard.” - Marketing the need for investment: Several participants recommended producing simple visuals or flyers showing failing pipes, worn sidewalks or other aging assets so residents better understand why projects — and associated funding requests — are necessary. - Downtown and city image: Groups urged the city to invest in its own facilities (the library building was cited as an example) and in gateway and streetscape improvements so private businesses see local investment as an incentive to upgrade their properties. - Communication and decision tools: Council members repeatedly asked staff to prioritize departmental personnel requests internally and present council with a clear, ranked list of staffing and capital priorities along with cost options and funding implications. Many attendees asked for more concise, front‑loaded presentations and quarterly work sessions to keep the council informed.

What staff will do next City staff said they will take the workshop input to departmental leadership and return to the council during the upcoming budget workshops beginning Feb. 14 with more specific, funded proposals and timelines. The city manager and department heads were asked to produce prioritized staffing requests, multi‑year infrastructure plans, and public‑facing materials that explain the costs and consequences of action or inaction.

Council comments and caveats Council members emphasized they want proposals that explain tradeoffs — for example, what will not be possible if a given project is funded — and asked staff to present clear cost scenarios rather than open‑ended requests. Several council members said they prefer a single, digestible narrative for the public rather than long technical studies, though they acknowledged some analysis will be needed to justify major investments.

Next steps and timing Workshop organizers said the staff will develop specific goals, timelines and budgetary options and return to the full council in a follow‑up work session; budget workshops begin Feb. 14. Participants also suggested holding similar strategic work sessions quarterly or once per budget cycle to maintain momentum and improve communication between staff and council.

The meeting contained no formal votes or ordinance actions; the evening was framed as a forward‑looking workshop to shape the city’s upcoming budget and capital planning.