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Estacada council retreat: staff to advance savings for city hall, launch council videos and rethink committees
Summary
At a goal‑setting retreat staff and council agreed to begin saving for a future city hall, pursue community engagement on facility planning, launch a short‑video communications program and simplify committee expectations to improve volunteer participation and event support.
The Estacada City Council used a retreat-format working session to refine 2026 priorities, directing staff to set up mechanisms that move projects from concept to implementation. Council members and staff focused on five pillars — infrastructure and facilities, economic vitality and tourism, balanced growth and governance, and public safety and preparedness — and identified specific next steps for several initiatives.
On facilities, staff urged creating a dedicated capital savings strategy so the city can take advantage of site opportunities for a future city hall without rushing into a bond. Council endorsed starting a city‑hall capital fund and asked staff to return during the budget cycle with options, including an inventory of possible sites and funding scenarios.
Communications and public engagement also topped the agenda. Andy, the city’s new communications director, outlined a short‑video program (a mayoral state‑of‑the‑city piece and topic videos on infrastructure, parks, tourism and downtown) and councilors volunteered for topic assignments. Council discussed formats (on‑location shoots, voice‑overs, short reels and longer explainer videos) and asked staff to produce a rollout plan that would include CTAs to gather community input.
To address low committee participation, councilors debated tightening expectations and allowing many advisory committees to meet 'as needed' rather than monthly. Staff proposed clarifying committee duties in code (for example, narrowing the parks commission to event and recreation tasks while a parks manager handles maintenance), assigning council liaisons, and testing reduced meeting cadence to improve volunteer recruitment.
Other operational items included staff returns on the expiring salary scale and a March report on longevity/retention incentives for public‑works staff. Council emphasized measurable follow‑through in 2026 and asked staff for regular check‑ins on milestones and accountability.
