Loading...
HomeMy WebLinkAbout2024 Stillwater Strategic Plan2024 STRATEGIC VISIONING REPORT August XX, 2024 Prepared by DDA Human Resources, IncPhoto Credit: Jerry Wiese 2 Participants Mayor Ted Kozlowski Council Member Ryan Collins Council Member David Junker Council Member Larry Odebrecht Council Member Michael Polehna City Administrator Joe Kohlmann Community Development Director Tim Gladhill Fire Chief Stuart Glaser Chief of Police Brian Mueller Finance Director Sharon Provos HR Manager Donna Robole Public Works Director Shawn Sanders City Clerk Beth Wolf The City of Stillwater undertook their annual strategic visioning process in May of 2024. The process included individual meetings between the Mayor, City Council, Department Heads, and consultant as well as a one day facilitated session on Friday, May 10th. The session included: A team building exercise An Organizational Snapshot from City Administrator Joe Kohlmann A SCOT (Strengths, Challenges, Opportunities, Threats) exercise and discussion Discussion of what the vision of the City of Stillwater should be and how to attain that vision This report summarizes the discussions from the individual meetings and facilitated session. It is intended to be a working document that is fluid as it drives and elicits continued discussion on the vision, priorities, and strategies for Stillwater. 2024 Strategic Visioning Organizational Snapshot The City Administrator provided some examples of areas to consider for strategic planning. They included finances, infrastructure, Boards and Commissions and communications. Photo Credit: Greg Shulz 2 STRENGTHS High-performing Council High functioning staff and collaborative leadership team Organization: trust, confidence, positive, and open-door communication Renowned tourist destination Stillwater: a place where people are eager to work and live User-friendly recodification of City Code New 10-year financial planning forecast Implementation of enterprise financial software How the organization adapts to change and evolution CHALLENGES Limited resources for sustainability efforts Managing workload complexities without enough resources Facilities/space needs Staff workload balance Commissions will need staff and Council Rep City Administrator spread thin across departments New developments will put increased demands on city services Opportunity to more clearly define vision for the City of Stillwater Increasing operational costs for existing and future needs Challenges with Fire Department staffing levels Constant evolution and changes in Stillwater 2024 Strategic Visioning In preparation for the facilitated group session and discussion, Bart Fischer from DDA conducted pre- session, individual virtual meetings, and calls with each of the participants. This allowed an additional avenue for participants to provide their perspectives, thoughts, and ideas. Based on the results of the discussions with Department Heads and City Council members, themes were documented then disseminated and shared via projected and paper infographics. The infographics were used in a live meeting setting to verify that the themes rang true to the group. Suggested changes and discussion led to updating the SCOT which can be found below. A key point that came from the individual meetings and the group discussion was that Stillwater’s culture is to continue to tackle the next big thing to ensure it is a premier city. It is what Stillwater does. It is important for those within, and coming into the organization, to understand and embrace this long-established culture. Photo Credit: Greg Shulz Photo Credit: Nicole Hessler 2 OPPORTUNITIES Implementation of new technologies Evolution/Growth. Growth=Opportunities Enhance process efficiencies Balance historical preservation with new investment Anticipate heightened service demands from an expanding Stillwater Succession planning: Council and staff Generate more/alternative sources of revenue Collaborate identification of needs, priorities, and wants Enhance the frequency of Council, department head, and all-staff meetings Staff make case/justification when requesting budget and/or resources City Hall space study Fire - collaborate with other communities More coordination with Boards/Commissions THREATS Anticipated retirements - finding the talent to backfill these positions Managing staff workload The community and City have high expectations, and these can sometimes affect staffing and budgeting Addressing PFAs will be costly Rising costs (IT, infrastructure, healthcare, benefits, etc.) Planning for uncertainties: emergencies, legislative changes, and staffing needs Revenues potentially will lag behind community/organization needs Escalating costs and inflation 2024 Strategic Visioning Photo Credit: William Salotto Photo Credit: Frank Piontek 2 Participants Provide a positive customer service experience. Focus on technology upgrades and efficiencies. Create a balance between historical preservation and new investment. Define, measure, and maintain ambitious standards for the City. Set and maintain ambitious standards in all areas the City works in. Develop tools for the Leadership Team to measure success in this effort. Continue to create and maintain an internal working culture within the organization that supports the vision and strategies. Example: Police Department: Hire staff with experience working events. Define tourism as it relates to the City and its impact on resources. Events are a part of the culture of Downtown Stillwater. Study impact of how decisions made by the City Council are bringing people, events, and tourism into the community and specifically, Downtown Stillwater. Tourism for Stillwater was discussed and defined as: events a vibrant Downtown Future discussion: Examine data and define the tipping point for events. What is the “sweet spot” for the number and size of events that the City can effectively support? This will need to be an ongoing conversation with fluid decision-making based on available information and metrics. Should the City involve other groups in this discussion? (Boards and Commissions, external partners, etc.) Conducting data tracking around event metrics would assist in: creating a strategy, policy, and budget line item(s) around events, the decision regarding the number and size of events, and determining how many Stillwater residents take part in Downtown events. An effective Economic Development Strategy is desired. Discussion and a definition around best practices for economic development in Stillwater is needed. The group recommended that the TIF/Tax Abatement Committee be utilized to explore and recommend best practices for a Stillwater ED Strategy. Discussion should also include a job creation strategy, best use(s) for State sales tax funding, and the possibility of an affordable housing study. 2024 Strategic Visioning Photo Credit: Laura Weber 2 2024 Strategic Visioning Photo Credit: Greg Shulz 2 Participants Develop a plan to modernize, update, and replace technology. Embrace changes around technology. Update contracts with technology partners and service/software providers. Identify future date(s) when to evaluate data from short-term rental licensing and Downtown paid parking. Increase the frequency of City Council, Department Head, and All-Staff meetings and events. Diversification/stabilization of revenue streams. Regularly evaluate and re-address Downtown paid parking: changes in customer behavior needed infrastructure and generated revenue Continually evaluate the organization’s staffing model (existing and future). Continuously prioritize and define wants/needs and provide solid reasons around the ask for each. This goes hand-in-hand with the need to increase the frequency of City Council, Department Head, and All-Staff meetings and events. Continue to plan for and fund capital Projects: PFAs in the water issue. Infrastructure related to hospital and Central Commons developments. Riverfront infrastructure and improvements. Cameras in Downtown. Balance historical preservation & new investment. Consider how much regulation and design vs. new investment. Communication strategy and staffing. Formalize a proactive, city-wide, communication strategy. Standardize a city-wide logo, color, feel & look. Develop branding that is consistent across all City departments. Create uniform email signature lines. Evaluate a position and department to communicate all things Stillwater. Take steps to make the City of Stillwater the voice of Stillwater. Collaboration across all departments as it relates to events, event planning, and event logistics. Create an annual calendar of articles and stories to provide to the Community. Create a tactical plan for the proposed communications position and/or an assistant city administrator position. 2024 Strategic Visioning Photo Credit: Laura Weber 2 PRIORITIES MOVING FORWARD DEVELOP A PLAN TO MODERNIZE TECHNOLOGY DIVERSIFICATION/ STABILIZATION OF REVENUE STREAMS BALANCE: HISTORICAL PRESERVATION & NEW INVESTMENT COMMUNICATION STRATEGY/STAFF EVALUATE STAFFING MODEL: EXISTING & FUTURE CAPITAL PROJECTS: PFAS, NEW DEVELOPMENTS, RIVERFRONT, CAMERAS PRIORITIZE: DEFINE WANTS/NEEDS 2024 Strategic Visioning Photo Credit: Greg Shulz 2 Comprehensive Communication Strategy People & Time Upcoming Retirements - Succession Planning Prioritization & Justification of Needs Evaluate Process Efficiencies Managing Workloads Opportunities Identified Lack of Resources 2024 Strategic Visioning Staffing levels and time management. Upcoming retirements and subsequent succession planning throughout the organization. Succession Planning Balancing workloads Lack of a comprehensive communication strategy. Evaluation of process efficiencies. 2 2024 Strategic Visioning Following the morning’s activities and discussion, Bart Fischer went around the room to ask each of the attendees for three words they would use to describe the organization. The following is a list of the descriptive words: Vibrant economy (5) Cutting edge Maintain what we do Progressive/Proactive (3) Safe Innovative Quality Services Better Communication Premier (2) Preserving heritage/history Positive Best Creative Aggressive Collaborative (2) Engaged Complete Beautiful Leading Responsible Energetic/fun Clean The group took a few minutes to discuss some of the repeat words and how they felt those words applied to the Stillwater Community and the organization. Vibrant Economy - energy, active, positive, fun, beautiful, the people, families. Premier - the City owns the entire waterfront; no other city compares to Stillwater; no one is doing what Stillwater is doing - innovative; high number of amenities; walking bridge, downtown, plaza, parks; Christmas tree in downtown; school system; county seat; birthplace of MN. Progressive/Proactive: intentionally making us better; stepping up proactively. Safe: maintained infrastructure, presence of safety personnel, quality city services; code compliance; available access to roads/trails/walkways, staffing for large events, protected, prepared to respond, safe “feeling,” can go out at night. Innovative: cutting edge, downtown camera project, coming up with solutions, planning for the future, accessible city services, permitting. Collaborative: planning for big events, partnering with others. Energetic/fun: vibe, staff matches energy/positivity of the community; getting the buy-in from our staff and community members makes us fun. After discussion around what Stillwater’s vision and vision statement should be, the group decided the Stillwater vision is: Stillwater: The Premier City in All We Do Photo Credit: Jerry Wiese