As mayor, one of the things I value most is the opportunity to create space for thoughtful conversation. In local government, much of our work happens in public meetings that are structured around agendas, motions, timelines, and decisions. Those meetings are important. Transparency matters. Public input matters. Action matters.
But good governance also requires something else: time to reflect, build relationships, and think strategically about the future of our community.
That’s why City Council retreats are so important.
Recently, members of the Columbia City Council and city leadership team spent time together at our annual retreat. No votes were taken, no ordinances were passed, and no ribbon cuttings happened. Instead, we focused on conversations that help us work better together and more effectively serve Columbia residents.
A retreat is an opportunity to pause from the pace of daily operations and focus on the bigger picture. It allows elected officials and leadership staff to discuss priorities, identify challenges, and improve how we communicate and collaborate as a team. In many ways, it is similar to strategic planning sessions that businesses, nonprofits, universities, and community organizations regularly hold.
For local governments, that kind of intentional time together matters because the issues cities face today are increasingly complex. Housing affordability, infrastructure maintenance, economic development, public safety, homelessness, transportation, climate resilience, and fiscal sustainability are all interconnected. There are rarely simple solutions or quick fixes to these challenges.
Retreats help us step back from reacting to the issue of the day and instead ask broader questions:
- What kind of city do we want to become?
- What investments should we prioritize?
- How do we build trust with residents?
- How do we make sure our decisions today position Columbia well for the future?
These conversations also strengthen relationships among council members. In a council-manager form of government like Columbia’s, no single elected official governs alone. Progress depends on collaboration, respectful disagreement, and the ability to work through difficult issues together.
That does not mean everyone always agrees. In fact, healthy debate is an essential part of democracy. But retreats provide an opportunity to better understand one another’s perspectives, leadership styles, and goals for the community. Those stronger working relationships often translate into more productive public meetings and improved outcomes for residents.
This year’s retreat included conversations about long-term financial sustainability, strategic priorities, communication, and how we continue improving organizational culture. We discussed the realities facing growing cities like Columbia and the importance of balancing current needs with future investments.
As someone who has lived in Columbia since the late 1990s, I’ve seen firsthand how much our community has evolved. Columbia has grown significantly in population, economic opportunity, and regional importance. We are no longer a small town navigating small-town challenges. We are a growing city serving as a hub for healthcare, education, arts, culture, and innovation across mid-Missouri.
Growth brings opportunities, but it also brings pressure on infrastructure, public services, housing, and budgets. Navigating that responsibly requires leadership teams that communicate well, trust one another, and stay focused on long-term outcomes rather than short-term headlines.
One of the things I appreciate most about local government is that the work is deeply human. Behind every budget discussion, zoning conversation, or infrastructure project are real people and neighborhoods. Retreats remind us that relationships matter internally, too. The stronger the collaboration among those serving the public, the stronger the organization becomes.
At the end of the day, residents deserve leaders who are prepared, informed, and willing to do the hard work of governing thoughtfully. While retreats may not always be the most visible part of public service, they are an important investment in effective leadership and in Columbia’s future.
