Strategic Planning

Laura ArnoldA message from Mayor Laura Arnold

"Strategic planning allows our community and city government to identify priorities, allocate resources, and make sure residents, employees and elected leaders are all aligned. It is vital that we do it and even more important that we have opportunities for public input in the process."


Adopted by the City Council - July 18, 2023

Click here for a pdf copy of the strategic plan


Webster Groves strives to be welcoming and a collaborative regional leader with a diverse community and connected neighborhoods where people and businesses thrive.    


Webster Groves provides residents, businesses, organizations, and visitors with  exemplary, fiscally sound, and responsive services to enrich and strengthen  our community and our natural environment.

Guiding Principles

  • Inclusion
  • Fiscal Integrity as an Organization and through Economic Development
  • Purposeful Land Use
  • Foundation in the Arts
  • Open Communication/Transparency
  • Partnering with Neighboring Cities

Strategic Goal Areas

In order to accomplish the city’s Mission and Vision Statement, the following strategic goal areas will focus tactics and actions for the future:

  • Provide Excellence in Service
  • Achieve Diversity, Equity, and Inclusion
  • Cultivate a Diverse Housing Stock
  • Ensure Long-term Fiscal Integrity
  • Strengthen Economic Development
  • Adopt Sustainable Practices

See below for the implementing tactics for each of the strategic goal areas.



Webster Groves values People.   We respect all individuals and the groups they form – families, schools,  faith communities, neighborhoods, businesses, and other formal and informal organizations. We recognize the variety of priorities, resources, needs, and interests across the people of Webster and aspire to honor and be mindful of those differences as we make decisions together.

Excellence in Service

Webster Groves values Excellence in Service. We are committed to good stewardship of our assets, investment in employees, data-informed decisions, and organizational adaptability.

Diversity, Equity, and Inclusion

Webster Groves values Diversity, Equity, and Inclusion. We seek to create a community-wide culture in which we appreciate differences; provide equitable access to services, facilities, opportunities, housing, and employment; promote an environment of respect and dignity; and strive to be a place where all residents, employees, businesses, organizations, and visitors are valued, respected, and supported. 


Webster Groves values Creativity. Our heritage is rooted in creativity, and creativity is a cornerstone of our present and future. We embrace originality of thought and expression in all its forms, viewing and solving complex problems with imagination and innovation, fostering cultural dialogue, and promoting physical and emotional well-being. We value the many creative practitioners and learners who bring vitality to the lives of Webster Groves residents every day.


Webster Groves values Sustainability.  We endeavor to balance our human, economic, and natural resources in order to fulfill the needs of the present community and ensure abundance for future generations.


Webster Groves values Leadership. Throughout our city, leadership is a process of ongoing positive influence, maximizing the mutual efforts and goals of the community and region. Leaders foster forward movement that is rooted in trust and transparency.

Tactics Supporting and Implementing the Strategic Goals

Click A Strategic Goal Tab Below for the Established Tactics of the City to Implement the Strategic Goals.

Tactics subject to updating and change.

  1. Provide Excellence In Service
  2. Achieve Diversity, Equity, and Inclusion
  3. Cultivate a Diverse Housing Stock
  4. Ensure Long-Term Fiscal Integrity
  5. Strengthen Economic Development
  6. Adopt Sustainable Practices


Provide Excellence in Service


Ensure that residents, business owners, and visitors are provided with timely, responsive, and professional services.






Service Oriented Workforce: The fire department will enact Community Risk Reduction (CRR) Educative Initiatives to include CPR classes, Home Safety Surveys, and Smoke Alarm Blitzes for our Community members to educate the public and reduce risk through prevention efforts. 

Measurables: Number of classes in relation to call volume (increase or decrease), call type and severity, and reduction of fire loss in relation to cost. 



Prepared Workforce: Prepare first responders for all hazards through training with measurable benchmarks such as number of training hours for members and opportunities for specialty training for Webster Groves target hazards within the community.  

Measurables: Yearly hours of training and specialty trainings. 



A Collaborative Planning Workforce: Create a strategic plan in which the fire department will be better prepared for recruitment and retention of firefighters, calculated replacement of apparatus & equipment based on fire service standards, and planning for facility needs to support fiscal responsibility and longevity.      

 Measurables: Fire Service NFPA (National Fire Protection Agency) Standards replacement schedule based on Best Practices with recommended life span of equipment, gear, and apparatus. 



Prepare and Review Quarterly Reports for Evaluation of Operations and Performance



Provide a Variety of Mechanisms for Citizen Contacts, Feedback and Input into Police Operations


Public Works

All resident’s emails, phone calls and in person inquiries will be responded to within 24 hours. 


Public Works

The department will prioritize all work orders based on severity of issue and location to make sure work is completed in a timely manner.


Public Works

Customer training to be provided to all staff to ensure the professionalism and service being delivered meets the required standards, which have been set out in advance.


Parks & Recreation

Twice a year review both public-facing and internal information to ensure all posted information is relevant, up to date and user-friendly.


Parks & Recreation

By December 31, 2023, seek citizen and user input on program offerings utilizing an in-house survey tool.


Parks & Recreation

Increase online sales transactions by 10% by utilizing CivicRec to provide more opportunities for online reservations, programs registrations, and memberships renewals.


Parks & Recreation

Survey 50% of program participants utilizing CivicRec for after action surveys of program participants.


Planning & Development

Updates to MAGNET system to allow for online permit submittal for over the counter permits (Mechanical, Electrical and Plumbing permits that do not require plan review; Sewer Lateral permits; Demolition permits) and online inspection scheduling.


Planning & Development

Connect the MAGNET system with other systems to allow for online permit drawing submittal.  This online permit submittal could include building permits, interior and exterior; accessory structure permits and other permits with standard plan review.


Planning & Development

Provide additional training for customer service on an annual basis.  This training would cover out in the field interactions as well as skills for handling in office interactions and conflict resolution.   


Human Resources

Provide prompt responses to all applicants acknowledging receipt of application.


Human Resources

Provide responses to employees within 24-48 hours of receipt of request- if resolution cannot be completed in 24-48 hours, HR will provide estimated time of completion.


Human Resources

Provide outside trainings on personal financial/retirement planning (such as through Nationwide, Mission Square).



FINANCE/IT: Complete transition to fully cloud-based operations within three years and maximize customer on-line experience.


Public Affairs

Conduct ongoing customer service training for customer interacting staff; Implement a simple ongoing customer service survey function on all customer interactions.


Public Affairs

Implement a subscription-based notification system for notice of roadway/right-of-way construction.


Public Affairs

Develop metrics and reporting on implementation of strategic communications plan.



Develop and seek approval of IT Master Plan for improvements over the next 5 years for the City.



Complete and activate IT improvements in wifi connectivity, new network creation, cloud computing migration, etc. Develop metric for project timelines for reporting and transparency.



Develop and implement virtual access IT ticket system to record IT problems and time to completion of repair/restoration.

Survey Results (Spring 2023)

The City Council conducted two surveys to receive feedback on the strategic plan mission, vision, and values during the creation and revision of the strategic plan. To view the survey results, please click on the links below: