Brighton updating and tracking Council priorities

Latest strategic plan more focused and trackable for residents

BY SCOTT TAYLOR STAYLOR@COLORADOCOMMUNITYMEDIA.COM

Residents got a glimpse of City Council priorities May 9 — continued growth, more considered economic development decisions and more reasons for people to visit the city.

One of the council’s priorities is improved transparency and public engagement. ey plan to update their trackable computer dashboard so residents can see how the city matches all of the council’s goals.

Councilors met for a special ursday session on March 2 at the Adams County Conference Center to review and discuss their goals for the coming year.

Barber-Perotta updated City Councilors during their study session meeting on May 9. She said city sta ers have been working since then to put those goals and priorities into a plan.

“An interesting piece this year, that’s new to the strategic plan, is also some

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www.inglenookatbrighton.com metrics so we can better keep track of how successfully we are executing those vision areas for you,” said Kayla Barber-Perrotta, Brighton’s budget and performance manager. e updated version will focus on strategic growth, economic acceleration, scal resistance, making the city a destination, organizational excellence, community engagement and transportation adaptability. e plan also focuses on ve core values for the city — safety, sustainability, intentionality, transparency and engagement.

Brighton has kept a computer dashboard for tracking work on several projects on the city’s web page since 2018. e site, at brightonco.gov/1438/Strategic-Plan, gives residents updates on how the city is performing across nine categories — infrastructure, employment, safety, nance, facilities, sustainability, partnerships, planning and innovation.

“ e idea behind is that we are continuously monitoring this progress and reporting out on a regular basis,” Barber-Perotta said.

“ ese were the ve items that you came to the conclusion that these items transcend any singular vision and should be incorporated into everything you see here,” BarberPerrotta said.

Each item will have subcategories that can be tracked and measured. For example, the strategic growth category will track a percentage of how much of the city’s water needs are met, how parks and elds use non-drinkable water to keep the lawns watered, how much a ordable housing the city has and resident ratings. e goal of making the city a destination for visitors will track how many tournaments have been booked and scheduled as well as resident rankings of parks and cultural events.

Councilors said they were pleased with the process.

“I’m amazed at the amount of detail and what you were able to track, not only from the strategic planning session but notes from several policy discussions,” Councilor Peter Padilla said. “I can see that this is coming from a variety of sources.”

He also said he’s glad the city’s dashboard will track seven areas, not nine. City Manager Michael Martinez said he also sees the council’s vision becoming more focused, noting that the city’s original plan from 2015 tried to keep track of 191 categories.

“None of them were prioritized,” he said. “So I think the city has come a long way from having a list where everything was a priority, which in turn creates no priorities. Now we actually have something on paper that creates a path for us.”