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HomeMy WebLinkAbout2026-10-10 Strategic Planning Session Packet CITY OF CENTERVILLE STRATEGIC PLANNING SPECIAL SESSION AGENDA Saturday, October 10, 2026 8:00 a.m. – 12:00 p.m. (Noon) COUNCIL STRATEGIC PLANNING SPECIAL SESSION #3 WELCOME I.CALL TO ORDER 1.Roll Call II.ITEMS OF DISCUSSION 1.2026-2027 – Strategic Plan Organizational Resilience Fiscal Sustainability City Infrastructure 2.Closing Comments and Reflections III.ADJOURNMENT 1 CITY OF CENTERVILLE REQUEST FOR COUNCIL ACTION Agenda Item # Department: Requested Council Meeting Date: October 10, 2026 Administration II.1 TITLE OF ISSUE: 2026-2027 - Strategic Plan BACKGROUND AND SUPPLEMENTAL INFORMATION: The Council is working on their 2026-2027 Strategic Plan and have met twice to develop the following goals: Organizational Resilience Fiscal Sustainability City Infrastructure. During the first two sessions, council finalized the objectives for City Infrastructure. The council has also partially completed the objectives for Organizational Resilience. Staff have picked up where council left off and completed the goals ahead of the October 10th session for council review. Staff is requesting that council review staffrecommended implementation and be prepared to continue discussion at the upcoming council retreat. COST AND SOURCE(S) OF FUNDING: N/A REQUESTED COUNCIL ACTION: Continued discussion on goals. For Clerk’s Use: SUPPORTED DOCUMENTS ATTACHED Motion By: ____________________________________ Resolution Ordinance Contract Minutes Plan Map Second By: ____________________________________ Vote Record: Aye Nay _____ Proposed 2026-2027 Strategic Goals and 2024 Other (specify) __________ ___ Strategic Plan _______________________________________________________ _____ _____ _________________________________________________________________________ Administration Department Use: Refer to: _________________________________ Consent Tabled Until: ______________________________ Regular Other: ___________________________________ 2 2026-2027 STRATEGIC GOALS Goal 1. Organizational Resilience What’s Working Well Reliable Emergency Services Effective Equipment Budgeting Parks and Trail Maintenance Good Street Conditions Water Quality and Supply Reasonable Improvement Assessments Proactive Infrastructure Management What Could Be Working Better Infrastructure Maintenance Tech and System Upgrades Water Source Reliability Community Support Reliance Financial Constraints Equipment and Resource Limitations Routine Maintenance Clarity Council Priorities from AI Generated Themesby Ranking Continued Long-Range Planning and Budgeting Improved Capital Improvement Plan (CIP) Standardization of City Documents (i.e., City Code, On-Boarding, etc.) Provide Necessary Tools to Maintain City Assets and Infrastructure Succession Planning Annual Review of Job Descriptions Fully Funding Operations Transparency and Improved Communications with Residents Staff Recommendation for Implementation Objectives: Anticipate, prepare for, respond to, adapt to, and recover from disruptions or unexpected changes while continuing to achieve key objectives. Establish Standard Operating Procedures for Core Functions Crosstrain Staff to Ensure Consistent Delivery of Services Strengthen Partnerships with neighboring Communities Update City Documents to Ensure Consistency Review Internal Policies and Procedures 1 3 2026-2027 STRATEGIC GOALS Goal 2 – FiscalSustainability What’s working Well Financial Management Plan that Forecasts Fiscal Stability Stable Levies Equipment and Improvements are Identified in the CIP Staff are Identifying Grant Funding Opportunities What could be working better Continued Review of Operating Budgets to Evaluate Cost Saving Opportunities Explore Other Revenue Generation Options Continued Financial Planning Frequent CIP Review Consider Alternative Methods for Providing Services (Rental Equipment versus Purchasing Equipment th Staff Priorities from AI Generated Themes Generated Ahead of Oct. 10Session Revenue Generating Income Financial Planning Focus CIP Review Staff Recommendation Generatedfor Implementation Objectives: Provide consistent, predictable, and reasonable increases in the property tax levy. Explore Alternative Revenue Generating Income Opportunities Review the City’s Financial Management Plan Annually and Update Based on Changes to the Annual Budget and Capital Improvement Plan Evaluate the CIP Annually to Review Project Scope, Timeline, and Estimated Costs Increase Communication About How Taxpayer Dollars Are Spent 2 4 2026-2027 STRATEGIC GOALS Goal 3. - City Infrastructure - (software equipment, underground infrastructure, parks, transportation, water, sewer, stormwater) What’s Working Well Reliable Emergency Services Effective Equipment Budgeting Parks and Trail Maintenance Excellent Street Conditions Water Quality and Supply Reasonable Improvement Assessments Proactive Infrastructure Management What Could BeWorkingBetter Working Relationships with Neighboring Communities Delay of Routine Maintenance Expenditure Planning Software and Technology Systems Updating Lack of Equipment for Maintaining Infrastructure Aging Equipment and Prioritization of Replacement Fees versus Revenue for Services(Water, Sewer, Stormwater, Etc.) Well Capacity and Maintenance Council Priorities from AI Generated Themesby Ranking Developing Comprehensive Plans for Maintenance and Improvement of City Infrastructureis Crucial for long-termsustainability Create an Equipment Inventory with Information that Includes Age, Condition, Repairs Needed, and Estimated Replacement Schedule Create Updated Plans for Maintenance of Sewer, Roads and Storm Drainage Review Water/Sewer Rates to Keep Utility Rates Aligned with Actual Costs Active Pursuit of Grants Offsetting Costs Allowing for New Infrastructure and Equipment Annual Inspection of Infrastructure Condition Ratings for Infrastructure for Use in CIP County Assistance with Roadway/Etc. Project that Affect Centerville Staff Recommendation for Implementation Objectives: Deliver Critical Services Effectively and Efficiently (weather, water, sewer, stormwater) 3 5 2026-2027 STRATEGIC GOALS Evaluate Operations and Create Standard Operating Procedures Review and Update Emergency Communications Plan Complete Maintenance Plan for Sewer, Water, Stormwater, Equipment, and Trails, including GIS Mapping of Assets and Infrastructure Prioritize Improvements for Inclusion in the Capital Improvement Plan (CIP) 4 6 City of Centerville 2024-25 STRATEGICPLAN STRATEGIC GOAL I - ECONOMIC DEVELOPMENT Developstrategies, programs, initiatives, and activities to improve the economic well-being of the City of Centerville, business relationships and the quality of life for Centerville residents. Priority 1 – Review Fundamental Elements of the Comprehensive Land Use Plan which guidethe long-term vision for development and redevelopment. 1.Work with consultants to put together a projection (visual and written) of future diverse housing development options at various city population levels based on density; include in analysis: Develop community engagement strategy for review of Downtown Master Plan and Comprehensive Plan Prepare and adopt revised Downtown Master Plan and Comprehensive Plan Pros and cons of population reaching 5,000 for businesses, city finances, and infrastructure (Public Works, Public Safety, Legal Services, Engineering, water tower, well and sewer etc.) and include city staffing needed for expanded services. 2.Develop a matrix of Centerville property that is available for development and redevelopment for the purpose of gaining City Council direction on negotiation parameters for each property. Complete the sale and development of the land owned by the City of Centerville at 1737 Main Street. Complete redevelopment of vacant land owned by the City of Centerville (Block 7) by closing on the sale and completing townhome development project. Draft developer incentive guidelines (TIF, Fees, Abatement, etc.)and educate commissions and city council and the public. Priority 2 – Develop a toolkitof business initiativesto recruit, retain and strengthencommunity businesses. 1.Develop business recruitment plans. Proactively identify businesses needed in town (pharmacy, grocery, library, clinic, hotel, etc.) and market available land to these businesses. Promotenearbybusinesses(likeRunningAces),todrawnewbusinessestoCenterville. Promote available sites at real estate summits and other premier marketing events. Assist with site readiness needs (Phase I, soil borings, survey, etc.) 2.Develop business retention plans. Conduct person-to-person business retention visits using a structured process that includes a regular, rotating schedule to ensure all businesses are included. (Goal = 20 visits per year) Conduct exit interviews when businesses leave town to document why they are leaving. Page 1 of 4 7 Invest locally in Centerville businesses by purchasing goods and services from them (meals, catering, gas, landscaping, flowers, etc.) and encourage Centerville citizens to do the same. Surveybusinessesaftertheyhavecompleteddevelopmentprojectsto assess whattheirexperiencewas through the development process and share feedback with City Council. 3.Developbusinessengagement initiativesandplans. Publicly recognize businesses when they give donations to support city events and causes. Priority 3 – Increase transparency and education in city communications through website redesign, leveraging social media,addingemailaddressesto city email list, and publication of newsletters to provide information and resources to community members. 1.Provide information to City of Centerville citizens on topics such as: Digital Main Street tohighlightbusinessesinCenterville City Council seats up for election Community suggestion form (on website) to encourage community member feedback Education on recycling, ponding maintenance, ordinances, zoning, etc. Lights-out notifications (service outages) Tips from the fire department to keep home and businesses safe Public hearing notices Pictures and aerial videos about vacant land for development, etc. 2.~Draft development/public hearing notice mailing guidelines P riority 4 – Develop grantstrategies toutilize for futurecity expenses and projects. Discuss redevelopment grant programs STRATEGIC GOAL II - ORGANIZATIONAL RESILIENCE Promoteenvironmentally sustainabledevelopment, well-being and inclusivegrowth in theCityof Centerville while preparing for future economic, environmental, and social change. Priority 1 – Advanceworkforceplanninganddevelopmentinanefforttoretainandrecruitstaffandpromote the city. 1.Provide city staff members with education and development to include courses such as customer service (“Face of Centerville to the Community”); conflict resolution/de-escalation; Strength Finders; diversity, equity and inclusion; change management, etc. 2.Provide city staff members with cross-training to prepare for future retirements and develop standard operating procedures and Quick Reference Guides (QRGs) for city processes and procedures to be used when onboarding new staff members. 3.Evaluate city organizational structure, compensation/benefit package, employee health and well-being services (PTSD, mental health, etc.) and succession plans, and provide City Council with biennial update on workforce planning and development results. Page 2 of 4 8 Priority 2 – Developcity committee member recruitment and retention strategies and work with committee members to propose FY22-23 work plans for City Council review, feedback, and approval. 1.Develop a Centerville City committee recruitment and retention strategy to retain existing committee members and recruit new committee members, to include information about committee vacancies on city website, information about responsibilities of committee members, making personal connections with community members to encourage volunteer engagement, and hosting volunteer recruitment and appreciation events. 2.Work with committees to develop proposed FY22-23 work plans that are in alignment with the FY22-23 City of Centerville Strategic Plan and present to City Council for review, feedback and approval. Park and Recreation – Put together proposed recommendations for park plan update (maintenance versus new ideas), development of types of parks (community gardens, playgrounds, etc.), purchase of playground equipment, etc. Planning and Zoning – Put together proposed recommendations for improved enforcement of codes, commercial property upkeep, sprucing-up public spaces, etc. Economic Development Authority – Put together proposed recommendations for initiatives such as “business welcome packets” to handout to new businesses in town, swag bags that advertise goods and services for local businesses, planned retention visits by a member of City Council and EDA and feature articles for the local newspaper. Priority 3 – Review andupdate the Continuity of Operations Plan. 1.Review and update the Continuity of Operations Plan and present an overview to City Council on a biennial basis to include tests, training/exercises, evaluations, corrective action plans and guidelines that detail three people ready to assume key responsibilities in the event of an emergency or disaster. 2.Develop allyship with community churches, businesses, and organizations to help provide services and assistance during natural disasters and emergencies. STRATEGIC GOAL III – COMMUNITY BUILDING Buildandsupportmeaningful community connections, services, and support for community members inthe City of Centerville. Priority 1 – Furtherbuild and evolve the City’sbrand in alignment with the current andfuturedirection of the city’s citizens and visitors through a variety of communication tools in an effort to reach all perspectives. 1.Obtainfeedbackfrom City Council andcommunity members on logo redesign options taking into consideration Centerville’s rich history. Page 3 of 4 9 2.Focus rebranding efforts on events such as Fete des Lacs, Music in the Park, Main Street Market, car show, and ski show. 3.Explore identifying and installing community artwork to represent city history and values. 4.Acknowledge Veterans through recognition initiatives such as the development of a Veteran’s float for Fete des Lacs, Proclamation of Acknowledgement at Fete des Lacs, and memorial statute in front of City Hall. 5.Build library boxes at City Hall Priority 2 - StrengthenandbuildrelationshipsamongstCitystaffandwithpartneragencies. 1.Invite city staff members and partner agencies to give informational updates to City Council on a quarterly basis. Police Fire Public Works City Clerk Rice Creek Watershed, etc. 2.Review existing code of conduct and incorporate updates as needed. Priority 3 – Develop “Centerville Cares” initiative and publicize on website and local newspaper. 1.Outline program and benefits available to community members who may need them and communicate through social media and the new city website (rental assistance, Memory care, food shelves, violence prevention, etc.). Page 4 of 4 10