Intro:Mission,Vision, andCoreValues
On October 6, 2025, and October 22, 2025, the Mayor, City Council and staff of the City of Navasota met for a retreat planning session. The purpose of thismeetingwastwofold.
Confirm and expand the governance philosophy for the City Council. Included in that is identifying key elements of the Council’s vision for Navasota.
Prepareastrategicplanforthecity.
The Mayor, Council and staff freely worked together, and their work was exemplaryinallrespects.RonCoxfacilitatedtheprocess.
Governance
In their October 6, 2025, session the Council confirmed the governance policy they originally established in 2021. The Council participated in discussions about their role, together and their leadership responsibilities. Theelementsofastronggovernancemodelarehavingandfollowingclear vision and mission, establishing leadership and communications philosophies, and identifying the expectations of each other as City Council members, and the City staff, and of identifying and recognizing the expectationsstaffhasoftheCityCouncil
The key elements of the Governance Philosophy are leadership, communication and understanding roles and defining expectations. These define how the team will function together. Visioning and planning are the key elements that define what the strategies and goals are for the City of Navasotaandwhattheywillbetoensurethevisionisultimatelyattained.
GovernanceModel
The governance model first begins with leadership. Each member of the Council asked to provide input into how they will lead, communicate and a definingofexpectationsforthemselvesandstaff.
The facilitator began the process by asking each of the members why they ranandserveontheCityCouncil.Theyrespondedasfollows:
TheMayorandCouncilreviewedandconfirmedtheirGovernancePolicyand RulesofEngagement.
StrategicFocusAreas
The facilitator led the participants in a SWOT analysis, identifying and discussing the strengths, weaknesses, opportunities and threats for the City of Navasota, both organizationally and in the community. The weaknesses thenweredividedintocommonthemes–StrategicFocusAreas.Withineach of the Strategic Focus Areas, opportunities – strategies and goals – were identified to overcome the weaknesses. Finally, threats were identified that if not anticipated may get in the way of accomplishing the strategies and goals.
Our mission is “To guide Navasota’s growth in a way that maintains our heritage,culture,anduniqueness,whilemaximizingoureconomicandsocial development.”
Our vision is: “Navasota 2027: What America wants to be — A beautiful, progressive, vibrant, service-oriented, close-knit community filled with historicalcharmandpromiseforpeopleandbusiness.”
Our core values are THRIVE: Teamwork and Collaboration, Honor and Integrity, Resilience and Adaptability, Inclusivity and Diversity, Vision and Progress,andEmpowermentandEngagement.
The mission, vision, core values, and goals identified in the Strategic Plan haveservedasaroadmapforCityCouncilandstaffoverthelastyearanda half. In addition to goal development, staff and City Council identified strategiesandmetricstomeasureprogressongoalimplementation.
StrategicPlanFocusAreas
Marketing&Communications
The City of Navasota will proactively work to provide accurate, timely communicationstothecitizens.
Infrastructure
TheCityofNavasotawillprovideexcellentinfrastructureandfacilitiesthat meetstheneedsofthecitizensandbusinesses,andstaff.
Buildings/Facilities
The City of Navasota will provide adequate facilities and buildings for its cityemployeesandcitizenstoensuresafeandadequatespaceforall.
Community&EconomicDevelopment
The City of Navasota will promote a strong and diverse economy that strengthens the local sales tax and property tax base while also contributingtoahighqualityoflife.
OrganizationalExcellence
The City of Navasota will operate in a transparent, efficient, accountable andresponsivemannerbypreparingtheorganizationandthestaffforthe future, focusing on core services, attracting and retaining the best employeesandwisestewardshipoffinancialresources.
FocusArea#1 Marketingand Communications
Marketing&Communications
TheCityofNavasotawillproactivelyworktoprovideaccurate,timely communicationstothecitizens.
ObjectivesandActionItems:
Updateandrevisewebsitecontentformorecapabilityandinformation.
Revizetrainingforstaff
Monthlyreviewofdepartmentpages,makingsurethecontentisuptodate Departmentswillassignanemployeetomanageinformationfortheirdepartment
Morein-depthinformation–ordinances,codes,etc.
Staffwebsiteorientation
Developopportunitiesforpersonalcommunication–“Meetcommunitywheretheyare.” Hostacitytableat4communityeventsperyear-stafforcouncilparticipation
Update“New-Resident”packetofinformation.
Review/createnew-residentpacket,makingsuretheinformationiscurrent/uptodate Continuousupdatestoensuretimelyinformation
Ensuredistributiontoallnewutilityaccountsandavailableatcityhallandlibrary
Renew“HemmiontheHotSeat”fornewspaper,radioandpodcast.
Establishpartnershipsforradioandpodcastinterviews
Developcontentstrategy
Developcadencescheduleofinterviews
Provideonlinecommunitytrainingaboutgovernmentaltopicsforresidents. PostvideosandtrainingmaterialsfromCitizenUniversitytraining
CreateaFAQsectiononthewebsitetoproviderelevantgovernmenttopics
Marketing&Communications
TheCityofNavasotawillproactivelyworktoprovideaccurate,timely communicationstothecitizens.
Improvecommunicationtocitizensthroughavarietyofmediaandmethods.
Developacommunityapptoreportinformation,questions,inquiriesandevents. Promoteworkshopvideosonsocialmediatoincreasepublicawareness. Advertiseworkshopsencouragingattendance.
Develop presentations on project status and work in the community to thoroughly explain reasonsfordecisions.
Promotecompletedprojectswithsign,QRcodes,videos.
PushNavNotify
UtilizeutilitybillmailoutsandemailblastsviaNavNotify.
Publishweeklystaffupdatememotowebsite
Identifyandpromoteyear-roundadvertisementopportunities. IdentifyCommunityEvents/Functionsforadvertisingopportunities
FocusArea#2 Infrastructure
Infrastructure
TheCityofNavasotawillprovideexcellentinfrastructureandfacilitiesthat meetstheneedsofthecitizensandbusinesses,andstaff.
ObjectivesandActionItems:
Complete and implement the infrastructure Capital Improvements Plan (CIP) for water,sewer,gas,streets,anddrainage.
Conduct a city-wide street evaluation to assess pavement condition, identify repair or replacementneeds
Assess existing water, sewer, gas, and drainage systems to identify aging infrastructure, capacitylimitations,andareasrequiringupgradesorreplacement.
Identify funding sources including grants, bonds, utility revenues, and alternative funding optionstosupportbothshort-termandlong-termprojects.
Prepareamulti-yearimplementationscheduleoutliningtimelines,phases,estimatedcosts, andrequiredresourcesforeachproject.
Coordinatewithallrelevantdepartmentstoensuresmoothplanning,efficientconstruction sequencing,andminimaldisruptiontoresidentsandservices.
Share CIP progress and updates with City leadership and the public to maintain transparencyandsupportcommunityawareness.
ReviewandupdatetheCIPregularlytoadjustpriorities,incorporatenewneeds,andensure theplanremainsalignedwithgrowthandinfrastructuredemands.
Continuetopursuegrantsandalternativefunding.
Reachouttoexternalpartnersandexpertstohelpfindandapplyforgrants. Workwithdepartmentstoidentifyfundingneedsandpriorityprojects. Stayincontactwithfundingagenciestolearnaboutnewopportunities.
Trackawardedgrantstoensurecomplianceandsuccessfuloutcomes. ProvideregularupdatestoCityleadershiponallfundingefforts.
Infrastructure
TheCityofNavasotawillprovideexcellentinfrastructureandfacilitiesthat meetstheneedsofthecitizensandbusinesses,andstaff.
Seekoutalternativesourcesofwatersupply.
Assess current and projected water demand to determine short- and long-term supply needs.
Conduct a city-wide street evaluation to assess pavement condition, identify repair or replacementneeds.
Plan and develop a new water well to increase the City’s water supply and meet future demand.
Identify potential well locations based on geological surveys and groundwater availability.
Monitor and update water supply planning regularly to ensure sustainability and reliability.
Installmonitoringsystemstotrackwaterlevels,quality,andwellperformance. Createamaintenancescheduletoensurethewellremainsfunctionalandreliablelongterm.
Integrate the well (#8?) into the City’s water distribution system and adjust operational planstooptimizewaterdelivery.
Establishandencouragewaterconservationprograms.
Encourage residents to save water through outreach campaigns, brochures, workshops, andpracticaltipsforindoorandoutdoorwateruse.
Promoterainbarrelsbyprovidingdemonstrationsandpresentationstocollectandreuse rainwaterforlandscapingandothernon-potablepurposes.
Improvewaterleakrepairschedulingbytrackingrepairtimes,usingGIStoidentifyareas withfrequentleaks,andprioritizingrepairsforhigh-impactlocations.
Infrastructure
TheCityofNavasotawillprovideexcellentinfrastructureandfacilitiesthat meetstheneedsofthecitizensandbusinesses,andstaff.
Establish a more robust public works technology system (projects, maps, work orders,GIS)
Implement a digital work order system to efficiently track maintenance requests, assignments,andcompletions.
Digitize and regularly update maps to maintain accurate GIS data for water, sewer, streets,andpublicfacilities.
Integrateprojectmanagementtoolstomonitorprojectprogress,timelines,andresource use
Provide regular updates throughout projects so staff and leadership have real-time visibilityonstatusandmilestones.
Trainstaffonusingworkordersystems,GISmapping,andprojecttrackingtools. Establishprotocolstoensuredataisaccurate,consistent,anduptodate.
Report progress to City leadership, highlighting improvements in workflow, asset management,andprojectcompletion.
FocusArea#3 Buildings/Facilities
Buildings/Facilities
TheCityofNavasotawillprovideadequatefacilitiesandbuildingsforitscity employeesandcitizenstoensuresafeandadequatespaceforall.
ObjectivesandActionItems:
EstablishaFacilitiesReplacementandMaintenanceMasterPlan.
Planandprovideanewpublicsafetybuilding.
Planandprovideaneworupgradedanimalshelter.
Planandprovideapermanentconcertvenue/amphitheateratanappropriatelocation.
Planandupgradethesportscomplex
Planandupdatelightingforpublicparks.(AugustHorst,Hillside,walkingtrails).
PlanandupdatetechnologyforHVAC,lightingautomatedcontrols,etc.atvariouslocations.
Evaluatecurrentfacilitylayers–maximizeexistingspace.
ComplywithADAatparksandotherfacilities.
Assessthepoolbuilding.
Planforcovered/shadeatplaygrounds.
Implementaschedulefortechnologyreplacementsandimprovements
PrepareaTechnologyInventoryandReplacementPlan.
Plan and provide technology including safety cameras and WiFi at parks and open spacelocations.
IdentifyandprovideareasforpublicuseWi-Fithroughoutthecity.
Expandcamerasystemsforcommunitysafety.
Expandcamerasystemsaroundwaterandwastewaterfacilities.
Improvefleetmaintenanceservices.
Identifyareaswherefacilityimprovementscanbemadetosupportexistingfleet.
Planandprovideanewfleetmaintenanceservicesfacility.
Preparefleetmaintenanceandsuccessionplanforallvehiclesownedbythecity.
Buildings/Facilities
TheCityofNavasotawillprovideadequatefacilitiesandbuildingsforitscity employeesandcitizenstoensuresafeandadequatespaceforall.
Planandestablishanin-housetrainingfacilityforfireandpolicedepartments. ResearchbestavailablelocationstobuildafacilitythatcanbeusedbybothFireandPolice. Developaneeds/wantsplanforhowthefacilityshouldbedesigned.
Expandandutilizegrantopportunitiesforgrantfundingofvariousprojects.
Identifyandimproveparkinginkeypublicuseareas. Planandprovideexpandedparkingoptionsfordowntown
FocusArea#4 Community& EconomicDevelopment
Community&EconomicDevelopment
TheCityofNavasotawillpromoteastronganddiverseeconomythat strengthensthelocalsalestaxandpropertytaxbasewhilealsocontributing toahighqualityoflife.
ObjectivesandActionItems:
Improverailroadcrossingsafetyandconvenience.
EstablishabetterrelationshipwithTxDOTandUnionPacific/BSNFRailroadcompanies. Determinealternativesforimprovedcrossing. CoordinatewithUP/BNSFtoaddressstoppinglocations.
Enhanceandbeautifythecity'sentrywaysandgateways.
FocusedCodeEnforcementeffortsalongmajorcorridors.
Re-establishacommunity-widefocusedCitizenUniversityprogram. Provideanonlineoption.
IncludeprogramsoneverythingNavasotahastooffer.
Include classes on local government (city and county), hospital, education, industry, businesses,etc.
Assess zoning and building codes to determine methods to encourage a variety of housingopportunities(affordablehousing,townhomes,rentals,etc.).
UDCDevelopmentandImplementation
Establishamorerobustcodeenforcementprogram. Budgetforadditionalstaff.
Identifyalistandnotifyownersof“pre-delinquent”propertiestoencouragecompliance. Establishbusinessimprovementgrants.
Encouragerehabilitationofexistingstructuresvsteardowns. Researcharentalhousingoversightprogram.
Community&EconomicDevelopment
TheCityofNavasotawillpromoteastronganddiverseeconomythat strengthensthelocalsalestaxandpropertytaxbasewhilealsocontributing toahighqualityoflife.
Continueeconomicandworkforcedevelopment.
Encourageadultcertificationprograms.
Establish“homegrown”careeropportunitiesprogramforpeopletobeeducatedandstayin Navasota
Establishaninternshipprogramforthecityandotherlocalgovernmentsandbusinesses. Reviewandpossiblyexpandeconomicdevelopmentincentivestoencouragegrowthwithin thecity.
UpdatetheNewResidentOnboardingPacket
Includecityinformation,utilityproviders,codes,etc
Establishapartnershipwithlocalcivicclubstodobeautificationprojects.
KeepNavasotaBeautifulutilizetheCity’snonprofitstatus(501c3).
Incentivizeresidentstoimprovetheirproperties.(Facade/EnhancementGrants)
Establishan“Adopt-A-StreetProgram.
ExpandPrettyCityCommitteetoincludecitizenparticipation
EncourageCUalumniasdeputystakeholdersforcleanupefforts.
FocusArea#5 Organizational Excellence
OrganizationalExcellence
TheCityofNavasotawilloperateinatransparent,efficient,accountable andresponsivemannerbypreparingtheorganizationandthestaffforthe future,focusingoncoreservices,attractingandretainingthebest employeesandwisestewardshipoffinancialresources.
ObjectivesandActionItems:
EmployeeEngagement&Recognition
(Buildingmorale,appreciation,andcommunicationbetweenemployeesandleadership)
Developacitizen-drivenemployeerecognitionprogram. Prepareanemployeesuggestionbox.
Highlightrelationshipbetweencitycouncilandstaff.
Createemployee/departmentspotlightvideostopromoteregularly.
Training,Development,&Succession
(Strengtheningskills,promotinginternalgrowth,andpreparingfutureleaders.)
Developacross-trainingandfuturesuccessionprogram.
Expandmanagementtrainingbothinternallyandexternally. Formalizestaffdevelopmentforinternalpromotions. Establisharegularnew-hireorientationprogram.
Recruitment&Retention
(Attractingandretainingtoptalentwhilepromotingthecityasanemployerofchoice.)
Preparerecruitmentvideos.
Conductacompensation/benefitsurveyforemployees. Analyzeexitinterviewsforimprovements.
TeamBuilding&Wellness
(Strengtheningrelationships,collaboration,andemployeewell-being.)
Developaquarterlyteam-buildingemployeeeventtocombatburnout.
ImplementationPlan
On November 4, 2025 the facilitator met with the City Manager and staff to reviewtheoutcomesoftheplanningsessionandtodeterminenextstepsfor thedevelopmentoftheimplementationplan.
ImplementationPlanProcess: The staff reviewed a template to be used to develop the implementation portion of the planning process. During the discussions, a staff member was assigned as the team facilitator for the development of the implementation plan for each areas of emphasis. Further they began the process of developing action steps, with proposed timelines,andbudgetimplications(iftheywereknownatthetime).
Reporting
Finally, staff established reporting protocols. These protocols serve the purpose of keeping the staff on schedule with the implementation of strategies,keepingtheCityManagerinformed,andprovidingregularreports to the Mayor and City Council on the status of the implementation of the adopted strategies. This provides for long term accountability toward the implementationoftheStrategicPlan.
ReportingProtocols
Council
Receives updates regularly from staff at Council meetings regarding variousprojectsrelatedtothestrategicplan.
Agendaitemsrelatedtothestrategicplanwillbeidentified.
Receives formal status reports, including a semi-annual pre-budget andannualreportfromstafftotheCityCouncil
CityManager
City Manager receives regular – both formal and informal - updates fromstaffatregularstaffmeetingsonprogressofassignments.
Conclusion
CityCouncilApproval:OnDecember8,2025,theCityCouncilreviewedtheir work as well as the work of the staff since the planning session in October. Afterathoroughdiscussion,theReportwasapprovedunanimously.
Conclusion: The Mayor, Council, and staff of the City of Navasota worked through a governance and planning process that allowed the Council to create a governance model and identify and expand strategies for moving thecityforward.TheprocessbroughtthestaffleadershipandCouncilcloser together as a team and developed an implementation process to ensure thestrategiesareaddressedandaccomplishedovertime
