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DeForest trustees review 2023 strategic plan, favor quarterly community roundtables and targeted communications work
Summary
Trustees reviewed the 2023 strategic plan and identified roughly 21 outstanding objectives focused on internal policies and community communications, endorsing quarterly community roundtables and considering communication‑style training and onboarding assessments as 2027 budget decisions loom.
The Village of DeForest board on June 2 reviewed progress on its 2023 strategic plan and set direction for how to address roughly two dozen remaining objectives focused on policy definitions, community communication and future growth.
Village staff presented a memo and the strategic plan, noting more than 140 action items across the 2023–2028 timeframe and saying about 21 objectives remain, concentrated on internal policies and external communications. "We can start to address [several items] even this year in 2026," Bill Chang said, pointing to options like quarterly community roundtables, regular staff problem‑solving sessions, and the possible use of an outside facilitator for communication or personality‑style training.
Trustees broadly supported using existing work sessions for roundtables rather than creating separate evenings. "I really like the idea of a round table, more of a discussion than sharing information," Trustee Brad said, adding that many residents want an opportunity to ask questions and speak directly with trustees.
Board members debated timing and format for any communication training. Some trustees said formal personality assessments have limited long‑term value unless paired with ongoing practice; others said assessments can help trustees understand colleagues' assumptions and priorities. Several trustees suggested incorporating a light assessment into onboarding for new trustees rather than scheduling a large group session midterm.
Staff and trustees also discussed plan elements tied to growth and transportation in the Indio Forest area, including early talks with the MPO about transit options and exploring representation models (at‑large versus wards). Long‑range objectives include preparing a future utilities/service map and proactive outreach so residents are not surprised by growth decisions.
Officials asked staff to bring options and cost estimates back for the 2027 budget cycle and to place roundtable topics on upcoming work session agendas. The review was presented as part of routine annual checks on the strategic plan before budgeting work begins.
