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HomeMy WebLinkAbout2022 Stillwater Strategic PlanCITY OF STILLWATER Strategic Plan PREPARED BY: Process | 1CITY OF STILLWATER STRATEGIC PLAN Process PARTICIPANTS INCLUDED: -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 -MIS Manager Rose Holman/IT Specialist Rich Bornt -Chief of Police Brian Mueller -Finance Director Sharon Provos -HR Manager Donna Robole -Public Works Director Shawn Sanders -City Clerk Beth Wolf CONSULTANTS: -Bart Fischer, WSB -Mikaela Ziegler, WSB This plan summarizes the discussions from the individual meetings and facilitated session. It is intended to be a working document that is fluid as it elicits continued discussion on the priorities, strategies, projects, and action steps for Stillwater. The City of Stillwater undertook their annual strategic planning process in July of 2022. The process included individual meetings between the Mayor, City Council, Department Head Team and consultant as well as a 1 day facilitated session on Thursday, July 21st. The session included: -Team building -Mayor, Council, and Department Head expectation presentations -Discussion on priorities, strategies, and projects -Discussion on champions and actionable steps to mover the priorities and strategies forward Process | 2CITY OF STILLWATER STRATEGIC PLAN Baseline The following represents the mission, core values, and 2021 Strategic Planning Summary of the City of Stillwater. This is important to include in the 2022 Strategic Action Plan as it provides a baseline for the discussions, strategies, and goals year over year. MISSION STATEMENT To provide the community with a quality living environment, quality public services and facilities while protecting cultural, historical and natural resources through fair and open government, careful planning, effective management and efficient fiscal policy *RESPECT* Honor the diverse contributions of all to the betterment of the organization and community; treat all parties equitably. *INTEGRITY* Ethical and principled approach dealing with issues, individuals and community; Earns others’ trust and respect through consistent honesty and professionalism in all interactions. *TRUST* Truthful, open and accountable in all interactions *COMPETENCE* Strives for continuous improvement in self, community assets and management of resources. *QUALITY* Excellence, pride and stewardship in delivery of best possible customer service with effective and efficient outcomes. CORE VALUES Process | 3CITY OF STILLWATER STRATEGIC PLAN Baseline (continued) DEVELOP ORGANIZATIONAL EXCELLENCE DEVELOP OUR COMMUNITY SUSTAIN STRATEGIC PLANNING AND IMPLEMENTATION -Maintain High Quality, Efficient Public Service Delivery Standards -Develop Leadership Training and Succession Planning and a Learning Culture -Implement Organization Study Recommendations -Support Partnerships for Collaboration/ Joint Services with other Communities & Organizations -Implement Software Integration and Update City Facilities -Define Economic Development and Branding and Communications Strategies -Promote Economic Development and Housing Affordability -Become a Year Round Destination City with a Sustainable and Balanced Downtown -Foster Community Engagement; Recognize Diversity, Inclusion and Equity -Update City Infrastructure, Including Parks and Recreation Facilities -Enhance City Policies/Ordinances -Meet the Health, Safety and Well-Being needs of Our Citizens -Develop Sustainable Funding Mechanisms for Operating and Capital Budgeting -Commit to Annual Strategic Planning -Develop a Legislative Agenda Priorities/Strategies | 4CITY OF STILLWATER STRATEGIC PLAN Priorities/Strategies This chart represents the priorities, strategies, and projects gleaned from the strategic planning session as well as the individual meetings. This list is in no particular order of importance and is meant to be fluid and adaptable. It is recommended that the Stillwater Team discuss target timelines and lead people/ persons for each. PRIORITY/STRATEGY/PROJECT TARGET LEAD COMMUNICATIONS STAFF POSITION -Put together a small group of Stillwater Team members to explore and draft a position description. Prepare for 2024 Budget Discussion Joe Kohlmann, Department Heads COMMUNICATIONS STRATEGY -Research and develop a communications strategy and plan for Stillwater. -Continue moving toward a more consistent brand and logo for the City. Fall of 2022 if Consultant is used Spring/Summer if in house. Refined and updated with potential addition of Staff for 2024 Joe Kohlmann, Department Heads, communications staff CITIZEN’S BUDGET -Create a clear, concise budget document for Stillwater residents. Completed Fourth Quarter 2022 Sharon Provos, Joe Kohlmann TEAM BUILDING/CULTURE -Get the Leadership Team (City Council and Department Heads) together in the same room to discuss and update priorities, strategies, projects at least twice annually. Twice annually Joe Kohlmann EVENT METRICS -Gather usable metrics on events that show the true costs to the City/Departments. Fourth quarter of 2022 and ongoing Joe Kohlmann, Brian Mueller, Shawn Sanders, Stuart Glaser Priorities/Strategies | 5CITY OF STILLWATER STRATEGIC PLAN PRIORITY/STRATEGY/PROJECT TARGET LEAD DEVELOPMENT AND MAINTAINING OF KEY PARTNERSHIPS -These include Downtown, businesses, Chamber, CVB, Sustainable Stillwater, State of Minnesota, Residents Ongoing Council Member Junker (Lead), Mayor, Council Members, Joe Kohlmann, Brian Mueller, Tim Gladhill, Shawn Sanders, Stuart Glaser, Beth Wolf PARKING -Develop a parking strategy, policy, and fees as it specifically relates to Downtown parking. Fourth Quarter of 2022 Tim Gladhill, Joe Kohlmann, Shawn Sanders, Brian Mueller, Sharon Provos SALES TAX AND SPECIAL TAXING DISTRICT -Explore the pros and cons and provide a recommendation on both a sales tax and special taxing district. Fourth Quarter of 2022 Sharon Provos, Joe Kohlmann, Tim Gladhill, Shawn Sanders, Brian Mueller EMPLOYEE TRAINING OPPORTUNITIES AND SUCCESSION PLANNING Ongoing Department Heads, Donna Robole CREATE/ENHANCE THE CIP -Create/enhance as it relates to riverfront properties and buildings. Completed by first quarter of of 2023 Joe Kohlmann, Sharon Provos, all Department Heads PARKS AND RECREATION STAFF POSITION -Put together a small group of Stillwater Team members to explore and draft a position description. Discussion in 2023 Council Member Michael Polehna, Shawn Sanders, Donna Robole ORGANIZATIONAL STAFFING STUDY -Conduct an organization wide (vs department by department) study of staffing needs. Discussion in 2023 Donna Robole, Joe Kohlmann, Department Heads Priorities/Strategies | 6CITY OF STILLWATER STRATEGIC PLAN PRIORITY/STRATEGY/PROJECT TARGET LEAD ORGANIZATIONAL FINANCIAL PLAN -Create a comprehensive, organization-wide 5-10 year financial plan to address funding of needs. Completed in first Quarter of 2023 Joe Kohlmann, Sharon Provos, all Department Heads ECONOMIC DEVELOPMENT/EDA STRATEGY -Develop, define, and refine an economic development strategy for the community. Second Quarter 2023 Tim Gladhill, EDA ORGANIZATIONAL SPACE NEEDS STUDY -Conduct an organization wide space needs study. -Facility Condition Rating Assessment Completed by first quarter of 2023 in conjunction with Long Range Finance Plan Shawn Sanders, Mick Greiner, Stuart Glaser, Brian Mueller, Joe Kohlmann RENTAL ORDINANCE -Create a rental ordinance for the City. End of 2023 Council Member Ryan Collins, Community Development staff IT/IS -Create and maintain a proactive, collaborative IT division. -Create and utilize a small group of Stillwater Team Members focused on IT challenges, issues, and collaboration. End of 2022 Ongoing Rose Holman, Rich Bornt REGULAR CHECK INS AND UPDATES -Check ins and updates on progress of Priorities, Strategies, and Projects Every Month Department Heads Priorities/Strategies | 7CITY OF STILLWATER STRATEGIC PLAN TASK 2022 2023 2024 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q2 Q3 Q3 Q4 A. COMMUNICATIONS / RELATIONSHIP BUILDING COMMUNICATIONS STRATEGY COMMUNICATIONS POSITION CITIZENS BUDGET TEAM BUILDING DEVELOP/MAINTAIN KEY PARTNERSHIPS B. OPERATIONS PARKING ALTERNATIVE REVENUES EMPLOYEE TRAINING CREATE/ENHANCE CIP ORGANIZATIONAL STAFFING STUDY LONG RANGE FINANCIAL MANAGEMENT PLAN EVENT METRICS SPACE NEEDS / CONDITION RATING C. COMMUNITY ECONOMIC DEVELOPMENT AUTHORITY/STRATEGY RENTAL HOUSING ORDINANCE PARKS & REC STAFF POSITION ONGOING ONGOING W/ CONSULTANT W/O CONSULTANT Summary/Conclusion | 8CITY OF STILLWATER STRATEGIC PLAN Summary/Conclusion The 2022 Stillwater Strategic Planning Process allowed the Mayor, City Council, and Department Head Team to discuss priorities, strategies, and projects for Stillwater. The process allowed for listening and better understanding of individual goals in an effort to collaborate and move forward with a list of group strategies and priorities. It is recommended that opportunities are created throughout the year for updates and continued discussion by the Stillwater Team of the priorities, strategies, and projects as laid out in this document. This will be vital in keeping the lines of communication open for collaboration, understanding, the building of trusting relationships, and the continued momentum in creating a successful Stillwater.