HomeMy WebLinkAbout2021 Strategic Plan Summary Maintain High Quality, Efϔicient 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 Deϔine 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 Strategic Plan Summary 2020‐2025 Revised August 2021 How can the City of Stillwater….. Develop Organization Excellence Sustain Strategic Planning and Implementation Develop Our Community MISSION STATEMENT To provide the community with a quality living environment, quali-ty public services and facilities while protecting cultural, histori-cal and natural resources through fair and open government, careful planning, effective management and efϐicient ϐiscal policy CORE VALUES *Respect* Honor the diverse contributions of all to the betterment of the or-ganization and community; treat all parties equitably. *Integrity* Ethical and principled approach dealing with issues, individuals and community; Earns others’ trust and respect through con-sistent honesty and professional-ism in all interactions. *Trust* Truthful, open and accountable in all interactions *Quality* Excellence, pride and stewardship in delivery of best possible cus-tomer service with effective and efϐicient outcomes. *Competence* Strives for continuous improve-ment in self, community assets and management of resources.
Develop Organization Excellence Develop Performance Measures for program/service delivery Create a learning culture and continue Leadership and Succession Training Pro-grams Develop transition plans to implement Organizational Study Recommendations; ad-dress Public Safety stafϐing needs Build Partnerships with Communities and Organizations for collaborative / joint service delivery Develop strategy for software integration and efϐiciency and continue to update City facilities Conduct class/comp system market update to enhance staff recruitment & retention Develop Community Implement Economic Development Authority and initiate a Business Visitation Program. Develop Branding Strategies Develop & implement Community Engagement & Communication Practices; including recognition of Diversity Equity and Inclusion Elements Update ordinances to align with 2040 Comprehensive Plan Work with Sustainable Stillwater to develop attainable tasks Develop outdoor recreation properties that includes the river and plan for the parks and trails in Downtown Explore sustainable funding to continue updating City infrastructure and operations Develop a Housing Strategy Plan, Housing Rental & Building Maintenance Ordinance and review the Leasing Policy Strategic Planning & Implementation Conduct annual Strategic Planning Sessions & provide semi-annual reports Continue to review Department vision and goals Develop a Legislative Agenda for high priority City issues including potential sales tax Review revenue enhancement sustainability
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City of Stillwater
Strategic Planning Workshop
Stillwater National Guard Readiness Center
July 8, 2021
SUMMARY OF THE SESSION
Attendees: Mayor Ted Kozlowski, Councilmembers Ryan Collins, David Junker, Larry
Odebrecht and Mike Polehna, City Administrator Tom McCarty, City Clerk Beth
Wolf, Community Development Director Tim Gladhill, Finance Director Sharon
Provos, Fire Chief Stu Glaser, Human Resources Manager Donna Robole, IT
Manager Rose Holman, Police Chief Brian Mueller, Public Works Director Shawn
Sanders and Facilitator Dr. Craig Waldron.
Facilitator Dr. Craig Waldron provided the general outline for the day.
Introductions
General Municipal Trends
Immediate & Burning Issues
2020 Strategic Plan Results and Accomplishments
Discussion of Significant Challenges
Five-year Vision for Stillwater
Next year‘s priorities and additions to the Strategic Plan.
Introductions:
The participants discussed their respective backgrounds. Waldron also discussed his
background as a City Council Member, city administrator/manager, as well as a faculty
member at Hamline University.
General Municipal Trends:
Waldron discussed a number of municipal trends:
1. More and more cities are undertaking strategic planning efforts. It is the consultant’s
opinion that with limited time and resources, communities are finding that they need to get
on the same page and establish priorities. There also seems to be an uptick in these efforts
following elections where new members have been elected to a respective Council
2. More cities are undertaking aggressive economic development efforts to ensure their
future. Cities are no longer sitting back and waiting for important developments to occur.
They are becoming more aggressive both in terms of staffing and formulating major
development program enhancements.
3. Cities are grappling with the post Covid environment. There have been discussions and
some problems with respect to reopening City Halls, particularly were individuals have
become accustomed to remote learning and thus question the need to return. This has been
a tough issue for a number of communities and can also be complicated by union
considerations. Additionally, cities are grappling with how to most effectively utilize the
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Federal funding that is flowing into their coffers. There is also some concern and
questioning with respect to what the new normal is going to look like.
4. Cities continue to experience aging infrastructure. They face the challenge of how to meet
all of the infrastructure needs that are becoming more prevalent as the structures age over
time.
5. Cities are concerned with respect to their housing stock. They sense the challenge of how to
protect the existing, aging housing stock as well as how they can effectively develop more
supply, including more affordable housing.
6. Cities continue to be concerned with the stewardship of the environment and general
sustainability issues .
7. Cities are continuing to have a discussion with respect to diversity and inclusiveness. There
are continual discussions on how city staff can better reflect the racial composition of the
respective community.
8. Communities still struggle with how to utilize and respond to social media. Communication
always seems to be a concern with respect to the residents and particularly in terms of
outreach to the more diverse segments of the community that aren’t easily reached.
Immediate & Burning Issues:
This element was added to the agenda as cities often have critical/immediate issues that are of
concern. As long as the primary participants are in the room together for strategic planning
session, it can be appropriate to briefly discuss immediate issues of concern. What follows is a
depiction of the burning issues that were brought forth this session:
Targeted protests can be difficult. The City needs to be better prepared for future
events.
There is an ongoing mental health crisis within the City . The Human Rights
Commission could help address this issue.
The appropriate police response is very important should Stillwater experience an
incidents similar to other communities.
There is a concern whether the Fire Department has the appropriate staffing level.
Customers want and expect on line access and responses.
How is the City going to pay for all of its needs, particularly new staffing.
Communications and marketing are at the tipping point. This represents a number of
needs potentially involving a full-time staff member as well as an overall strategy which
includes crisis management. It was also referenced that such a strategy would help
people understand how important taxes are and the positive services and activities that
the those taxes fund, in effect, connecting the dots.
Accomplishments and Results:
The City Administrator talked about the significant accomplishments that had occurred over
the last year. These were particularly significant in light of the covid situation as the actions
that were put in place to address all the difficulties that Covid created were quite significant .
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Waldron also pointed out of the positive comments that he had heard, from other chambers of
commerce/communities where he has been working, how quickly and aggressively the City of
Stillwater positively helped local businesses during this crisis.
Significant Challenges:
Each participant was asked to discuss the items that were major concerns to them. What
follows is a listing of the respective items of significant concern:
How do we properly manage the downtown activities, including parking. How do we
stay properly prepared. (The statement was made that Stillwater is essentially the state
fair, every day.)
Are we properly set up to address the influx of visitors.
The housing rental situation is a concern. How do we protect the renters, as well as the
neighbors adjacent to problem properties.
We have many significant projects in process. Do we have enough resources in place to
make sure that they are properly and effectively completed.
We need more job growth locally.
As a city staff, how do we embrace more of a learning culture.
How do we keep frontline staff happy.
The potential of a policing emergency is always a concern.
How do we balance out development. Are we able to just say no.
Target picketing is a concern.
How do we pay for all that we want to accomplish .
How do we address the demand for an increase in services.
Again ,the concern for keeping up with a multiplicity of significant demands that are
placed on the City was brought up
How do we protect our IT security.
We are concerned for the safety of our officers as well as our community members.
Mental health and homelessness are an issue.
Stillwater is unique city —how do we reimagine our policing effort.
Recruitment of staff has been a challenge given the pay structure. (Stillwater is not
your typical Minnesota City which makes comparisons difficult.)
How do we protect our assets and the infrastructure, some of which have experienced
deferred maintenance and investment.
The potential of a violent issue happening is a concern.
There is a concern with respect to sustainability. The City has so much going on that it
could become overwhelmed and the ‘wheels ‘could fall off. To meet the sustainability
concern it could be time to consider enhanced taxation.
Meeting all the demands of the citizens is very difficult.
Can the City continue to take on any more projects.
Does the City have the capacity and the resources available to meet its future needs.
It may be time to look at new approaches and new, appropriate operational models for
the respective City departments.
There is a need for more creative financing.
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Five‐year Vision for Stillwater:
The Council and Staff were asked to provide their five-year vision as it relates to the City.
The responses were as follows:
All of the plans and and amenities have come to fruition. The downtown is very
successful with all of the respective nuances having been properly addressed.
The City has been able to obtain the funding to meet all of its needs.
The City is experiencing proper balance between competing demands paired with its
respective assets and has all of the plans in place to address present and future
demands .
The City has ensured the same quality or improved the quality of life for the citizens.
Stillwater has a mindful, creative Police Department that is founded on trust.
The City has a new integrated software system in place.
The fire staffing is stable with a respectable response time .
The City has balanced its demands with its assets.
The City eliminated parochialism as multiple cities and jurisdictions are working
together.
A new downtown parking garage is in place.
The City has analyzed fee modifications across the board .
The City has completed a branding effort.
Internally the City has streamlined its services.
Internally the City exhibits a learning culture.
There are improved connections with the business community.
A new, revised project review process is in place.
All the large projects have been completed.
The City is able to effectively meet the health, safety, and the well-being of all of its
citizens. This is done both proactively and reactively.
Stillwater is a very safe community as a result of its police and fire services.
Stillwater continues to have a very vibrant downtown.
Balance has been achieved in the downtown.
The City is effectively using its TIF funds as well as user fees.
Strategic Plan Additions for 2022
The participants were asked to list the participants to list the most important priority for the
next year that should be included in the strategic plan. Those priorities are depicted as follows:
Special legislation is needed on a sales tax.
The EDA needs to be in place.
Consider hiring a communications/PR person who could also be available to assist the
commissions.
A comprehensive staffing plan needs to be prepared for police and fire
The City should issue an RFP for integrated software.
The issue of staff retention needs to be addressed.
The City needs to complete another comp worth comparison with respect to other cities
and counties. This is particularly difficult as Stillwater is a very unique community and
comparability can be difficult to ascertain.
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It is critical that the City address special legislation (funding) and review its fee
schedules.
The City needs to review the leases on its City owned property.
The branding effort should be completed.
The update on the pay structure needs to be completed
The business visitation program needs to be implemented.
The City needs to find additional revenue streams to meet important expectations.
The City should move forward to develop a plan to add new staff.
The City should develop a communication strategy.
The City needs to continue to make progress in terms of the Council and the police
being on the same page.
The City needs to update its respective ordinances.
Closing Thoughts by the Consultant:
Waldron ascertained a number of important items that he wanted to share with the
participants before closing out the meeting. They are depicted as follows:
1. Stillwater has effectively used the strategic planning process. Many cities still debate if they
should even work on a plan whereas Stillwater has made the strategic planning process
part of its DNA. This effort by Council and Staff is clearly one of the reasons that Stillwater
is such a successful community. Strategic planning has become an automatic process for
the City which is extremely positive, and should continue.
2. The City Staff and Councilmembers show great respect and openness toward each other.
There is clear, open communication between all parties. This makes for a very positive
environment which ensures a very successful and productive working environment.
3. It is very positive that the City is moving forward with its EDA. This will provide Stillwater
other opportunities and tools that will allow the City to continue and improve on the
development success that it is currently experiencing.
4. Last but not least, Stillwater is clearly a great place to work. As Waldron pointed out,
Stillwater has become a very positive place to work. The Council’s support for staff is
outstanding and that support is really important and meaningful to the staff.
-Craig Waldron, Consultant