2026 Board Priorities

​Create access to​​ opportunities

• Implement the Library Strategic Plan.
• Advance the Arts Blueprint.
• Update Parks Operational Plans.
• Review Comprehensive Plan requirements and provide direction on scope and extent of plan update.

Care for vuln​erable people

• Deliver public assistance benefits within state required timelines.
• Complete MnCHOICES Assessment within state required timelines.
• Develop more youth placement options and alternatives to placement options (with metro collaboration).
• Review and refine the housing business plan.
• Pilot existing .5 FTE social worker stationed at Wentworth Library.

Innovate and col​laborate

• Partner well with cities and counties.
• Collaborate with Community Development Agency (CDA) and partners on development.

Community​ engagement

• Design and implement new website.
• Provide more online/self-service options in our services using Artificial Intelligence.
• Create more financial and budget engagement (ex. Interactive Budget Books, additional Budget Open House events).

Community​ safety, health and well-being

• Facilitate development of Family Resource Centers.
• Investigate and pursue health care access for uninsured or under-insured residents.
• Complete an assessment of the health care model in the jail.
• Improve safety at high crash rate locations based on the Minnesota Department of Transportation (MnDOT) Crash Rate Index.
• Improve safety for pedestrians and bicyclists based on high and medium priority County Highway Pedestrian and Bicycle Gaps.

Dependable an​d modern infrastructure systems

• Fair, efficient and accurate 2026 elections.
  
• Deliver 2026 Capital Improvement Program (CIP) projects on time and in budget.

Energy efficiency and sus​tainability

• Complete Byllesby Dam turbines.
•  Audit current energy and emission processes to determine opportunities.

Protect and mai​ntain natural resources

• Implement new Solid Waste Management Plan.
• Implement 2050 Parks System Plan.

Hire and r​etain excellent staff

• Confirm current compensation strategy and desired outcomes.
• Continue to assess and implement inclusion, diversity, equity and access (IDEA) strategies.

Welcoming and responsiv​e services for all people

• Identify program and service areas with highest disparities for study and potential future action.

Responsible ta​xes and sound stewardship of resources

• Maintain overall facilities rating at “fair" and plan to return to “good" based on the Facility Condition Index (FCI).
• Collaborate with other counties to ensure interests are adequately represented.
•  Develop 5-year financial plan that achieves the following goals:

• Eliminate the structural deficit.
• Increase reserves to be within the Office of the State Auditor (OSA) range (35-50%).
• Provide reliable funding for service and program priorities of the board.
• Prepare for and implement state and federal funding cuts.​