Strategic Plan 2022-2026

2022–2026

Strategic Plan City of Stillwater, Oklahoma

Adopted by Stillwater City Council on May 16, 2022.

Our Standards CO N N ECTED

P ERFOR MANCE-DRI VEN

PROUD

We s ee an u n b ro ke n l i n e conn ectin g t h e Ci t y ’s miss io n to ou r eve r yd a y res p on sibil ities a nd to our des ire to d e l i ve r hig h - qu al it y s e r v i c es .

We a re prod u ctive, res o u rcefu l a n d a d e pt a t a d d ressin g issu es, p ro ble ms a n d resid e nt con ce rn s.

We ta ke prid e in s er vi ng ou r commu n it y by doi ng h igh - q u ali t y, rewa rd in g work .

R E S P ECTF UL

RESPONSI VE

TRUST WORT H Y

We treat oth e rs a s we exp ect to be t re a te d – w ith resp e ct a n d dig n it y.

We a nticipa te the ne e d s of oth e rs a n d follow th rou gh in a p ro mpt , positive a n d p rofession a l ma n n e r.

We tru st on e anot her a n d work to earn t he tru st of ou r co mmuni t y.

Our Mission

To b uil d a vibrant communit y for a l l p e op l e t hro u gh ef ficient ser vices, s ha re d s p a c es , a nd sma r t planning.

Our Vision

Toget he r investing in munici p a l exc e l l e nc e !

PL AN UPDATES The Cit y ’s Strategic Plan is a five -year rolling plan that is updated annually and adopted by Cit y C ouncil as par t of the budget process.

• Plan 2018–202 2 developed and adopted Februar y 12 , 2018 • Plan 2019 –2023 revised and adopted May 20, 2019 • Plan 2020 –2024 discussed on March 23, 2020 • Plan 202 1-2025 adopted by Stillwater Cit y C ouncil on May 17, 202 1 • Plan 202 2-2026 adopted by Stillwater Cit y C ouncil on May 16, 202 2 SWO S t ra te g i c P l a n | 2

Overview & Definitions OVERVIEW Th e Ci t y of S t i l l water ’s Strategic Plan s er ves as a road map to guide our communit y fo r ward.

I t wa s i ns p i re d by an d developed f rom res idents’ feedback , budgets , financial plans , st ra tegi c p l a n n i ng s es s i ons, in pu t f rom c it y staf f and with strong leaders hip and direction from Ci t y Council.

Th e p l a n esta b l i s h es six broad c om m u nit y pr ior ities . Each pr ior it y is as s igned three o b j ect i ves a n d e a c h ob j e ct ive is m et by th ree specific strategies . Key per for mance indicators a re t h en se l e cte d by res i dents an d depar tm ent staf f to track and s howcas e data to make s ure desi red o u tcom es a re b e in g ac h ieved.

Th i s st ra te g i c p l an is inten ded to be a d ynamic guide for our organization and comm uni t y.

As n ew ob j e ct i ves are delivered by Cit y C ouncil, strategies can be created and modi f i e d to a d d res s t hes e n ew objectives.

DEFINITIONS Pri or i t i es: The s ix areas th at Cit y C ou ncil cons ider to be of highest pr ior it y.

O b j e ct i ves : S p ec ific , c on c rete ou tc omes that are related to each pr ior it y.

S t ra te g i es : Exa mples of h ow we plan to approach each objective. D epar tments or d i vi si o ns a re res p ons i b l e for th e action items to s uppor t the strategies .

Key Pe r fo r ma nce Indi cato r ( K P I): KPI is a meas urable value that demonstrates how ef fect i vely a n o rg a ni za t i on is ac h ievin g key objectives and strategies .

SWO S t ra te g i c P l a n | 3

Organizational Chart PEOPLE OF STI L LWATER

M AYO R & C I T Y C O U N C I L

Mayor Will Joyce

Vice Mayor Alane Zannotti

C I T Y AT TO R N E Y

Councilor Amy Dzialowski

Councilor Christie Hawkins

CITY MANAGER

C IT Y ENG INEERING C O M M U NIT Y DE V ELOP MENT ELECTRIC UTILIT Y E M E RG E NCY MANAG EMENT F IRE

Councilor Kevin Clark

M U N I C I PA L J U D G E

DEPUTY CITY MANAGER/CFO AI R PORT COMMUNI CATI ONS COMMUNI T Y RESOURCES FI NANCE

H UM A N RES O URC ES

I NFOR MATI ON TECHNOLOGY

I NNOVATIO N OF F IC E

L I BR ARY *

P OLIC E P UB LIC WO RKS WATER UTILITIES

MUNI CI PAL COURT UTI LI T Y & BI L LI NG SERVI CE S WASTE MANAGEMENT

*As provided in Section 3–6 of the Stillwater City Charter, the Library Board has supervision and control of the public library including appointment of the Library Director and setting policies for the administration of the Library.

SWO S t ra te g i c P l a n | 4

Strategie Priorities At A Glance # 1 E FFECT I V E SERVIC ES & AC C OUNTA BL E GOVERNME N T To provide ef fective s er v ices and accountable gover nment by practic in g fisc al respons ibilit y, trans parency and outstanding c u stom er ser vic e.

# 2 M OT I VAT E D MA NAGEMENT To ser ve w ith integr it y and demonstrate proactive leaders hip, motivated m an agement and s mar t planning s kills needed to create a bet ter c ommu n it y.

# 3 SA F E C O M M U NIT Y To promote a safe and s ecure communit y for all res idents through equ itable ser vic es, enhanced relations hips , and res pons ive care.

# 4 C O N N ECT E D SPAC ES To develop a stron g s ens e of place by prov iding oppor tunities and ser vic es, su c h as trans por tation, utilities , and par ks to best meet t h e n eeds of th e pu blic .

# 5 U N I Q U E CU LT URE To c u ltivate par tn ers hips that enhance the s pir it of S tillwater with equ al ac c ess to ser v ices and amenities , strong and connected n eigh borh oods, an d a thr iv ing economy.

# 6 E N GAG E D & I NVESTED RESIDENTS To en c ou rage par ticipation and an understanding of gover nment th rou gh ou treac h and inclus ive initiatives that ins pire tr ust and p r i de in loc al govern ment .

SWO S t ra te g i c P l a n | 5

Strategic Priority #1 EFFECTI V E S ERV I CE S & ACC OUNTA B L E G OV E R N M E N T To p rov i d e ef fe ctive ser vic es an d ac c o untable g ove r nm e nt by p ractic in g f isc al respons ibilit y, t ra n s p a re ncy a n d ou tstan din g c u stom e r s er v ice.

2020 & 2021 Certificate of Achievement for Excellence in Financial Reporting for the Annual Comprehensive Financial Report

Objective: Continue to be an accountable, ethical and responsible local government.

ST R ATEG I E S • Prov ide as s u rance of regulator y and p o l icy c o m p l ia n c e to min imize and mi t i gate ri sk .

• Pu rs u e leg is l a t i ve i ni t i at i ves t hat pres e r ve a n d e n h a n c e the C it y ’s abil it y to deli ver quali t y and c ost- ef fe ctive s e r v ic es to its resi dents.

• As s u re s u stai nabi li t y and a posi t i ve li fe cyc l e c ost of in i tiatives , f u n di ng st reams, and proj ects.

Stillwater Utility Authority (SUA) Bond Rating 2021: AAObjective: Continue to align revenues and 2020: AAexpenditures while maintaining appropriate reserve levels.

Grant Funds ST R ATEG I E S Expenditures • C on n ect the Ci t y ’s st rategi c plan to the an n u al bu dget ensuri ng t he 2021: $16.5 million f u n din g for C o unci l i ni t i at i ves.

2020: $9.4 million • Redu c e redu ndanci es and i mplement a c entral pu rc ha si ng st ruct ure.

• Leverag e res ources and max i mi ze gra nts w here appropr i ate.

Objective: Connect the Standards of Excellence to all aspects of city government.

ST R ATEG I E S • Edu c ate the new and exi st i ng employe es o n o u r Stan dards of Excellence expectat i o n s throu g h on going t rai ni ng programs.

• En c ou rag e resi dent feedback regardi ng c u stom er s er vi ce by ut i li zi ng mult i ple c om mu n ic atio n tools.

• B roaden the Standards of Excellence b eyon d c u stomer ser vi ce to i ntegrated va lu es of ou r organi zat i on.

SWO S t ra te g i c P l a n | 6

Average Billing Write-Off 2021: 0.51% 2020: 0.43%

Expenditures per Capita (Government Funds) 2021: $858 2020: $885

2020 & 2021 Zero Written Audit FindingsReport

Strategic Priority #2

Full-Time Employees Leaving within Six Months of Hire 2021: 16 2020: 6

MOTIVATED MA NAGE ME N T To s er ve with integr it y and de mo nst rate proactive leaders hip, mot i va ted management and s ma r t p la nni ng s kills needed to cre ate a bet ter c o mmuni t y.

Online Paperless Form Submissions 2021: 3,201 2020: 2,155

Objective: Create an environment where decisions are made based on planning and foresight.

Average Tenure of Full-Time Employees 2021: 11 years 2020: 11 years

STR ATEG I E S • D evel op an d follow a budget t hat clea r l y a l ig n s w i th C ou n c il pr i ori t i es and di rect i on.

• C ontin u e pu bli c out reach to help gui de a l l o c a tio n of res ou rc es toward areas t hat resi dents h a ve id e ntifie d a s n eedin g improvement .

• I nc reas e awa reness of master plans a n d d esig n p rojects that ali gn accordi ngly.

Airport Annual Operations, Landings and Take-Offs 2021: 80,303 2020: 61,590

Number of Facility Safety Audits Performed 2021: 16 2020: 24

Objective: Continue to attract and retain positive, forward-thinking, experienced and skilled staff.

STR ATEG I E S • Rev iew an d d evelop systems to ensure th a t Cit y jo bs re main c om pet i t i ve whi le bei ng fi scally resp o n sib l e.

• D emon strate a cult ure of staf f develo p m e nt th ro u g h intern al train ing programs, professi onal c e r tific a tio n s a nd rec ogn ition of achi evements.

• E n g ag e in c ooperat i ve ef for ts to provid e o n -th e -jo b l e a rn in g, work-st udy and i nternshi p oppo r tu n ities fo r O SU an d Meridi an Technology st udents.

O bjec t iv e : Con n ect ef f ect i ve s er vic es w ith c reativ e s ol u t i o n s a n d ef f i ci en t p ro c esses.

STR ATEG I E S • C ontin u al ly di scover new ways to i mprove p ro c esses t hat help del iver ef fect i ve ser vi ces.

• E n c ou rage c ollaborat i on among depa r tm e nts in th e s harin g of res ources and eli mi nat i on of wa ste.

• C reate a c u lture t hat encourages i nnova tio n u sin g s olu tion s to max i mi ze organi zat i onal ef fic ie n cy.

Pavement Condition Rating 2021: Overall 69, Arterials 83 (from 82), Collectors 75 (from 74), Locals 64 2020: 69 (Goal 75-78)

SWO S t ra te g i c P l a n | 7

Strategic Priority #3 SAFE C O M M U N I T Y To pro m ote a s a fe an d sec u re c om m u nit y for all res idents t h ro ug h e q ui ta b le ser vic es, en h an c ed relations hips , and respons i ve c a re.

Police Average Response Time 2021: 3.35 minutes 2020: 3.39 minutes

Objective: Create proactive and preventative programs that focus on public safety.

ST R ATEG I E S • C ontin u e of feri ng focused out reach p ro g ra m s th a t p ro m ote a c u ltu re of s afet y and bui ld t rust wi t h all resid e nts.

• C ontin u e to d evelop and present fi re preve ntio n p ro g ra m s th a t p rov ide res ide nts of all ages, whi le reach in g o u t m ost v u l n e ra b l e p o pu l ation w it h t he knowledge to keep th e m se l ves sa fe.

• Work c oll abo rat i vely wi t h local, state, a n d fe d e ra l p a r tn e rs to e n s u re readin ess and t he cont i nui t y of o p e ra tio n s d u r in g a l l p h as es of em e rgency management .

Objective: Continue to focus on effective and timely responses when an emergency or threat arises.

ST R ATEG I E S • Prov ide professi onal staf f wi t h t he n e c es s ar y equi pment to ef fect i vely preve nt c rime an d rapidly respond to cri mi nal in cidents .

• S tren gthen the use of technology and d a ta c ol lection to p rovi de t he most ef fi ci ent se r v ic e to the c omm u ni t y by decreasi ng respon se tim es.

• Form u l ate and analyze a wi de range of e m e rg e n cy o peration plans t hat focus on planni ng, resp o n se, re c over y, an d mi t i gat i on.

Objective: Connect employees with trainings to equitably promote a safe community.

ST R ATEG I E S • Prov ide c omprehensi ve depar t mental tra in in g that prom otes employee safet y, ser vi ce to th e c om mu n it y, ef fi ci ency of operat i ons, an d p rofes s ion alis m i n all areas.

• Prov ide employees wi t h quali t y j ob s pec if ic train i ng to enhance t hei r abi li t y to p rov ide the best ser vi ce to t he commun it y.

• En s u re that ci t y staf f and emergency vo l u nte e rs re c eive proact i ve and speci ali zed t rai nin g , so th ey h a ve the exper t i se to respond as a coh esive u n it a n d ef fectively ut i li ze i nnovat i ve techno l o g y.

Emergency Management Training Hours 2021: 1,247 2020: 1,940

Police Dept.

Training Hours 2021: 10,678 2020: 7,913 Fire Dept.

Training Hours 2021: 23,540 2020: 23,832

NFPA* Turnout Standard Achieved (Fire) 2021: 75% Building Life 2020: 65% Safety Inspections 2021: 1,360 2020: 1,113 National Fire Protection Association (NFPA)

SWO S t ra te g i c P l a n | 8

Sanitary Sewer Lines Inspected 2021: 88,991 ft.

2020: 54,274 ft.

Strategic Priority #4 C ONNECTED SPACES To develop a strong s ens e of place by p rovi di ng oppor tunities and s er v ices , s uch as trans por tatio n, ut i li t i es, and par ks to best meet the needs of t h e p ub li c. .

Objective: Create forward-thinking policies and practices that result in developing and maintaining our infrastructure integrity.

Average Customer Usage 2021: 20.52 kWh 2020: 19.72 kWh

ST R AT EGI E S • D evelop a n d /o r u p d a te in fra str u ctu re m a ste r p l a n s th a t i ncl ud e detai led im p l e m e nta tio n stra te g ies.

• Make de c isio n s th a t m e et th e d e m a n d s of c u r re nt c u sto me rs wh i l e always p l a n n in g fo r th e n e e d s of fu tu re g e n e ra tio n s.

• Pri ori t i ze fu n d in g a n d su p p o r t reso u rc e a l l o c a tio n to m a i nta i n ex i st i ng in fra str u ctu re a ssets a n d /o r to p l a n fo r fu tu re g row t h .

Objective: Continue practices to provide reliable public utility and infrastructure systems that serve needs of the public.

Electric Average System Availability Index 2021: 99.94 2020: 99.88

ST R ATEG I E S • I mplem ent in novat i ve i deas t hat maxi m ize c u rrent s pac es, connect resi dents, and b e a u tif y c om mu n it y n ei ghborhoods.

• D evel op, maintai n, and cont i nuously e n h a n c e stre ets, s id ewal ks , bike li nes, and t rai ls to provi d e p a thwa ys fo r a l l m odes of travel.

• Maxim ize parks, t rai ls, open spaces, p u b l ic sp a c es, a n d p u b l ic u se fac il ities that meet t he needs of t he c o m m u n it y.

Objective: Connect the need for well-managed land use and development practices with the needs of residents, businesses, students, and visitors.

ST R ATEG I E S • I d entif y zon ing and planni ng pract i ces a n d p o lic ies that p rovi de more flex i bi li t y wh il e re main in g relevant to needs.

• I d entif y an d ut i li ze fundi ng sources for p u b l ic l y ow n ed an d mai ntai ned faci li t i es and i nfra str u ctu re.

• D evelop a process for nei ghborhood d eve l o p m e nt that takes into account t hei r uni que fea tu res w ith a fo c u s on in c lu si vi t y and equi t y i n deci sio n m a kin g .

Tons of Asphalt Placed 2021: 411 2020: 344

Water Valves Maintained 2021: 304 2020: 654

Manholes Inspected 2021: 786 2020: 1,509

SWO S t ra te g i c P l a n | 9

Strategic Priority #5

Community Center Visits 2021: 23,670 2020: 81,510

UN IQ UE C U LTU R E To cul t i va te p a r t n ersh ips th at en h an c e the s pir it of St i l l wa te r w i t h e q u al ac c ess to ser vic es and amenities , st ro ng a nd c onn ected n eigh borh oods, and a thr iv ing New e co n omy.

Commercial Permits 2021: 105 2020: 70

Objective: Create an environment that fosters an innovative and entrepreneurial business community.

ST R ATEG I E S • A l ig n strateg i es, programs and par t ne rsh ips w ith workforc e development goals to meet th e n e e d s of l o c a l e m ployers .

• Stren g then st rategi es and par t nershi ps to d ive rsit y in d u strial an d retai l of feri ngs.

• Market ou r c ompet i t i ve advantages a n d l eve ra g e o u r stro n g re lation s hip wi t h OSU and ot her par t ne rs to a t tra ct a ddition al invest ment .

Objective: Continue to preserve livability in strong and distinctive neighborhoods.

New Residential Permits 2021: 184 2020: 104

ST R ATEG I E S • En c ou rag e open communi cat i on and foste r p os itive an d respect ful relat i onshi ps amo n g n e ig hborhoods.

• I n c reas e c ol laborat i on wi t h ot her agen c ies, se r v ic es, a n d bu s in es s es to address communi t y, n e ig h b o r h o o d a n d hou s in g n e eds.

• I d entif y par tnershi ps to create more a f fo rd a b l e h o u sin g o ption s for c u r rent resi dents whi ch ma y a t tra ct in d u str y a n d retain tal ent .

Objective: Connect residents with diverse opportunities for artistic, historic, wellness, educational, cultural, and recreational pursuits.

ST R ATEG I E S • C ontin u e to d evelop communi t y par t ne rsh ips th a t improve ar tisti c, hi stori c, wellness, educ a tio n a l , c u l tu ra l , a n d rec reational oppor t uni t i es t hat cre a te a se n se of p r id e a m on g res idents and draw vi si tors to S til l wa te r.

• B roaden pu bli c-pri vate par t nershi ps to in c re a se o ppor tu n ities for fur t her development , to m a xim ize c u r re nt s p ac es , an d to collaborate on proj ects th a t in c re a se resid e nt s a tisfaction and draw vi si tors to St i llwa te r.

• Leverag e par t nershi ps to fulfi ll t he di ve rse n e e d s a n d a bilities of resi dents whi le worki ng towa rd s m o re in c l u siv it y a n d ac c es s ibili t y i n all events, spaces, a n d a m e n ities.

SWO S t ra te g i c P l a n | 1 0

Library Visits 2021: 100,570 2020: 81,029

Payne Co. Average Monthly Workforce FY2021: 32,030 FY2020: 32,785

Total Capital Expenditures FY2021: $26.9 million FY2020: $28.3 million

YouTube Channel Views 2021: 216,990 2020: 143,000

Residents Involved on Boards and Committees 2021: 75 2020: 71

Webpage Visits 2021: 368,966 2020: 271,000

Strategic Priority #6

ENGAG ED & INVESTED RESID EN TS

Media Releases and Alerts 2021: 200 2020: 167

To encourage par ticipa t i o n and a n understanding of gover nment through o ut re ach and inclus ive initiatives that ins pire t r ust and pr ide in local g ove r nme nt .

Objective: Create an environment where correct information is easily accessible.

ST R ATEG I E S • Prov ide open and t ransparent access to in fo r m a tio n .

• Create c onte nt i n mult i ple formats (pr int , v id e o, a n d d ig ita l ), a n d c ontin u al ly eva luate t he resi dents’ conte nt n e e d s.

• Optim ize u s e of technology to meet t h e n e e d s of o u r d ive rse p u b l ic .

Open Records Request 2021: 154 2020: 155

Objective: Continue to provide the public with objective news and information to assist them in understanding problems, issues, opportunities, and solutions.

ST R ATEG I E S • Prov ide u p -to - date content on t he Ci t y ’s we bsite, so c ia l m e d ia , a n d loc al government access channel.

• C u l tivate rel a t i onshi ps wi t h medi a to f u r th e r m essa g in g .

• Us e c on s iste nt desi gn elements and co m m o n l a n g u a g e in the C it y ’s ou treach to i mprove understa n d in g of m essa g es.

Objective: Connect the public with opportunities to be involved in the process at the appropriate level.

Social Media Platforms Managed 2021: 23 2020: 17

ST R ATEG I E S • C ontin u ou s l y revi ew and adopt best p ra ctic es fo r g a th e r in g fe edbac k an d provi di ng data to suppor t b est d e c isio n s.

• Expl ore ways to connect wi t h underrep rese nte d p o p u l a tio n s.

• En c ou rag e par t i ci pat i on of resi dents i n m e etin g s, c o m m it te es, a n d ot her oppor tu ni t i es to create conversa tio n s b et we e n resid e nts, e l e cte d of fic ia l s, a n d Cit y sta f f.

SWO S t ra te g i c P l a n | 1 1

2 0 2 2-2 0 2 6 S T R AT E G I C P L A N

Together Investing in Municipal Excellence

C i t y of S t i l l wa te r, O k l a h o m a