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Home My WebLink About2023 Stillwater Strategic Planw r 11 E H F1 7 H R , A ' 1 0 1 M 1 4 N f ! 0 1 A [a] I wMel W&V I IN IMAKIII I a IN Strategic Plan Report DRAFT: JUNE 2023 07, Process The City of Stillwater undertook their annual strategic planning process in May of 2023. The process included individual meetings between the Mayor, City Council, Department Heads and consultant as well as a one day facilitated session on Thursday, May 18th. The session included: A team building exercise Mayor, Council, and Department Head discussions on successes from last year and focuses for the coming year Discussion on the themes of team building/relationships, Stillwater's identity and culture, staffing (retention, recruitment, succession planning), project initiation and prioritization, community & economic development definition and future strategy, and enhancement of communication Discussion and review of last year's strategic priority list Discussion on priorities for the coming year 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, Chief of Police Brian Mueller, Finance Director Sharon Provos, HR Manager Donna Robole, Public Works Director Shawn Sanders, and City Clerk Beth Wolf CONSULTANTS: Bart Fischer, WSB; Hans Thomsen, WSB CITY OF STILLWATER STRATEGIC PLAN Process II Baseline �illwater An important part of the discussion at the May 18th session regarding how to move Stillwater into the future was an evaluation and update on the 2022 list of priorities and strategies. The update below reflects the groups discussion and updated list. Communication No consultant Peachii Marketing was hired to manage social media Strategy was hired for approach with better coordination from management formulating team; better planning on messaging; and more a strategy for professional posts. communications to A comprehensive info gathering and assessment of the public. communications currently utilized will need to be conducted. Communication A position This can be considered as part of the 2024 Budget Position description was discussion drafted through HR Citizens Budget Annual Report Once Annual Report is complete, it can be paired with will need to be budget numbers. completed for data This would also tie in with the City's communicating with the public strategy. Team Building Staff has been in If desirable, this can be reaffirmed at Strategic Planning contact with a local 2023. facilitator. Develop/Maintain Key Partnerships Ongoing Downtown Steering Chamber Meetings CVB Meetings Sustainable Stillwater Irx,a PHOTO: GREG SHULZ Baseline 12 Parking City Approvals On schedule for implementation 2023 Obtained Alternative Ongoing Revenues Employee Ongoing Training Create/Enhance Complete CIP Sales Tax - Hearing Complete State Bonding - Hearing Complete Explore Special Service District - ongoing discussions with Downtown business. Credit Card fees analyzed and will be in 2024 Budget Discussion Liquor License Fees analyzed and will be in 2024 Budget Discussion Maintained quality training options for staff Presented on 4/18 Organizational Staff has been Removed from Strategic Plan. Staffing working on position descriptions for Communications and PW Manager. Long Range Ongoing Presented on 4/18 Financial Plan Event Metrics Ongoing Staff has gathered some data on events. Space Needs/ Complete Presented on 2/7 Condition Rating Economic Ongoing Business visits and surveys Development Authority Rental Housing Ongoing Preliminary team meetings to discuss creation and Ordinance timeline for this. Likely ready for consideration in the Fall Park Staff Position Ongoing Potential Position Description drafted for 2024 Budget consideration CITY OF STILLWATER STRATEGIC PLAN Baseline13 2023 Facilitated(211water Session Discussions Team bu i Id i ng/Relationsh i ps A large focus of the discussion at the facilitated session revolved around maintaining and enhancing the current relationships between the City Council, Department Head and Staff team. When asked the question of what makes them happy working for Stillwater, a large majority of the participants acknowledged the team, the people, and the collaborative culture of the organization. RECOMMENDATIONS: Meet as a City Council and Department Head Leadership Team and in a less -formal setting multiple times per year. Meet as the Department Head Team in a less -formal setting multiple times per year. Host employee/organization-wide social engagement events. Stillwater Identity & Culture Stillwater is the 2nd most recognized city in the state of Minnesota and is thriving because of that recognition. This is great; however, with this comes challenges. As the identity of Stillwater shifts toward being a tourist/visitor destination, discussion will need to continue on how the City responds in balancing the needs of visitors with the needs of residents. RECOMMENDATIONS: As the team meets regularly throughout the year, continue to discuss the benefits and challenges of the Stillwater identity and culture. Keep a focus on the entire community of Stillwater. Continue to gather event metrics to understand the costs and resource needs associated with being the 2nd most recognized city in MN. Understanding that these resource needs cannot be based on population but rather on true need. CITY OF STILLWATER STRATEGIC PLAN 2023 Facilitated Session Discussions14 Staffing - Retention, Recruitment, Succession Planning Another focus area of this year's discussion revolved around City employees and staffing. Specific points of emphasis included: retention, recruitment and succession planning. As the identity of Stillwater changes, it will be important to highlight the benefits of working in the positive culture and team Stillwater has built. RECOMMENDATIONS: Recognize the broader impact that new initiatives have on all departments. Recruitment/Retention Provide employee testimonials on the website, social media, and as part of the overall communications process. Bring prospective employees on site to interact with existing team members in order to better understand the positive culture and teamwork. Continue to evaluate and provide a flexible work environment and policy where appropriate. Continue to make a conscience effort and enhance employee recognition opportunities. Continue to provide effective staff training and professional development opportunities. Succession Planning Cultivate an atmosphere where department heads are developing and preparing people within the departments. A "Who's up next?" mentality. Being aware of the "up and comers" that are currently not in the Stillwater organization. Cultivating relationships to recruit the best in their fields of expertise to Stillwater. Planning and budgeting for overlap between new hires and retiring staff. Project Initiation and Prioritization The team discussed how to communicate and incorporate existing priorities and provide direction regarding those items that unexpectedly arise. The focus of clear communication, meeting regularly as a team, and continuing to build trusting relationships remains key. RECOMMENDATIONS: The CIP and 10 Year Financial Plan are in place, creating better alignment with projects and funding. Continue to use this as the priority list. Work ahead on Capital Projects to do preliminary work the year before and solicit bids in late fall / early winter. Meet more regularly as a team throughout the year to have candid conversations. Utilize the "Off Week Memo" to communicate an analysis of priorities, needs, wants, and resources. Maintain an awareness and distinction between building and crafting something new and the maintenance of existing infrastructure. CITY <' F r i LLV=� i E K � i K =�T E F L =� N 2023 Facilitated Session Discussions 15 Community & Economic Development Definition and Future Strategy There was a desire to, and conversation was had around defining better what community and economic development means for the City of Stillwater. RECOMMENDATIONS: Create and maintain a toolbox of options that allow Stillwater to be flexible to seize opportunities that present themselves. Continue to enhance a better customer experience for those doing business with Stillwater. Conduct an education and strategy session for the EDA. Consider a position within community development or the EDA that focusses on grant resources. Communication Enhancement As was discussed in the 2022 Stillwater Strategic Planning process and is referenced in the update above, the team continues to desire an enhanced communication effort and strategy from the city. RECOMMENDATIONS: Continue to pursue a communication specific hire for the city. Continue to pursue a communication strategy for the city. Consider how best to document what is being sent out by the city. Put in place a firm or representative that is on call for a crisis communication situation. Implement Communications Strategy in 2024 CITY OF STILLWATER STRATEGIC PLAN 2023 Facilitated Session Discussions 16 Unfacilitated Discussion Items Alternative Revenue Enhancement J! J�w a t e, i - The team should continue to pursue alternative revenues going forward. This initiative gained traction in 2022 and should continue going forward. RECOMMENDATIONS: Continue to pursue State Bonding initiatives Continue to examine impact of Local Option Sales Tax Continue to review revenue line items for annual adjustments Downtown Parking This initiative was implemented in 2023. Initial implementation acknowledged adaptability of the system and potential future assessment for enhancements. RECOMMENDATIONS: Continue to monitor parking behaviors and make appropriate adjustments Review and assess appropriate user experience and signage •Ensure that parking enterprise fund is sufficient for infrastructure CITY OF STILLWATER STRATEGIC PLAN Unfacilitated Discussion Items17 Enterprise Resource Planning Software (ERP) The City reviewed and purchased ERP software in 2023. Staff will begin to implement the software in late 2023 and into 2024. Develop Riverfront Parks The City received $6 million for riverfront park improvements at Lumberjack Landing, Bridgeview Park, and the Lowell Park Gazebo. In addition, the City was approved for the Local Option Sales Tax for the initiative. Staff will need to outline a plan and timing for implementation of the park improvements. RECOMMENDATIONS: Refine estimated costs for planning Engage in consulting firm to manage or coordinate project Determine timing of funding options and logistics associated Provide a timeline of events on implementing the park improvements Continue Recreation Center Enhancements St. Croix Valley Recreation Center has recently conducted an internal study on operations. In addition, the City has engaged Baker Tilly to ensure capital purchasing is aligned with revenues. RECOMMENDATIONS: Continue to engage Baker Tilly for a final report on capital upgrades Implement operational enhancement report Continue to work with local expansion team for potential expansion CITY OF STILLWATER STRATEGIC PLAN Unfacilitated Discussion Items 18 2023 To Do's I l lea ter Implement Communications Strategy for Spring of 2024 Joe Kohlmann; Beth Wolf; Public Department Heads Team Building Ongoing Department Heads Develop/Maintain Key Partnerships Ongoing Council; Department Heads; Staff Staffing /Recruitment / Retention / 2024 Donna Robole Succession Planning OPERATIONS Community Development Customer 2024 Tim Gladhill Experience Capital Project Planning and Execution Immediately Joe Kohlmann, Shawn Sanders; Department Heads Alternative Revenue Enhancement Ongoing Joe Kohlmann; Sharon Provos Downtown Parking Ongoing Tim Gladhill Employee Training Ongoing Department Heads, Donna Robole Event Metrics Ongoing Chief Mueller, Chief Glaser, Shawn Sanders Enterprise Resource Planning Software 2024 Sharon Provos; Department Heads Implementation Economic Development - Define Tools 2024 Tim Gladhill and Application Develop Riverfront Parks 2024-2025 Shawn Sanders Continue Recreation Center 2024 Doug Brady Enhancements _III OF EiILLV-'�iEK Eih:�TE, I FLAN 2023 ToDo's 19