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Stakeholder Input Over the past two months, input has been received from a wide variety of Murray City’s stakeholders and partners. Outreach was conducted through three primary modes: individual interviews; focus group sessions; and online surveys. Individual interviews and focus groups sessions were conducted by The Novak Consulting Group with the following stakeholders: Mayor and City Council (6 interview participants) Department Directors and senior management staff (53 interview and focus group participants) Representatives from City Boards and Commissions (10 focus group participants) Representatives from the Murray City and Granite School Districts (5 focus group participants) Representatives from the Chamber of Commerce and small business owners (3 focus group participants) Representatives from large businesses and major employers within the City, including medical service providers (7 focus group participants) The Novak Consulting Group also administered two online surveys, targeted at the following groups: Murray City employees (306 responses) Murray City community, including residents and business owners (129 responses) To encourage open and honest feedback, all participants were assured of confidentiality. Therefore, all input received during this process is provided here in summary form. Common Themes Several common themes emerged across all stakeholder groups. Many of these themes are interrelated, and together capture most stakeholders' general perception of Murray City today, as well as their thoughts on Murray City's future. All stakeholder groups would like to see the City establish a unified, comprehensive vision for the future. This strategic planning process is an important first step in defining that vision. Stakeholders expressed a desire to see the Mayor and City Council work cooperatively and productively in leading the City organization and the community in implementing this vision once it is established. All stakeholders share a strong appreciation for Murray City as an independent, self-sufficient community with a strong identity. Many stakeholders described the small-town atmosphere within the City organization and the community as a whole. As the City looks to the future, many stakeholders expressed a desire to preserve Murray City's community identity, while still remaining open to change. o Some stakeholders expressed concern regarding potential increases in crime and blight that may accompany new high-density development. Stakeholders noted that current City public safety and code enforcement service levels should be preserved or enhanced to ensure that such negative effects do not take hold. Across all stakeholder groups, participants expressed concern over lack of cohesion between older sections of Murray City and newer annexed areas. Many stakeholders noted a desire to ---PAGE BREAK--- see continued, focused efforts to bring citizens within the annexed areas of the City more fully into the established Murray community. The current high-quality service levels provided by Murray City government were cited as a key strength across all stakeholder groups. Many of the same stakeholders, however, noted the difficulty of maintaining these service levels with diminishing resources. As revenues continue to decline, Murray City's citizens, elected officials and employees will be faced with difficult decisions regarding how best to fund City services without placing undue burden on any single group of City stakeholders. While Murray City's stakeholders take great pride in the community's independence, many stakeholder groups noted the importance of increasing collaborations in the future, both within the community and with neighboring jurisdictions. o Example: Stakeholders noted the need for new facilities in the community, with suggestions including hotels, community meeting spaces, a conference center, and a performing arts center. Many stakeholders suggested that these facilities be constructed through public-private partnerships, in partnership with the Murray City School District, or in partnership with Salt Lake County. Based on feedback from all stakeholder groups, both internal (within the City organization) and external communication is an area for targeted improvement in the future. Stakeholders both within and outside the City organization want a greater understanding of issues facing the City, including the City’s financial condition, planned capital improvements and economic development activities. The City's ongoing financial commitment to UTOPIA9 is a cause of great concern for stakeholders, particularly for City employees. Citizens and City employees alike lack an understanding of the benefits that the City might realize from its involvement with UTOPIA. Stakeholders within and outside the organization cited the need for a capital improvement program (CIP) for the City, noting the importance of keeping pace with preventative maintenance and proactively planning for necessary capital improvements, including the construction of a new City Hall. Stakeholders also expressed support for the City continuing to pursue economic development opportunities, particularly those associated with redevelopment in the downtown area. Multiple stakeholder groups noted that, in order for the City's economic development efforts to succeed, the City government must make strides to become more business-friendly, including offering greater assistance to potential small business owners. 9 Utah Telecommunication Open Infrastructure Agency (UTOPIA)