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Strategic Planning
A 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."
STRATEGIC PLAN
Adopted by the City Council - July 18, 2023
Vision
Webster Groves strives to be welcoming and a collaborative regional leader with a diverse community and connected neighborhoods where people and businesses thrive.
Mission
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.
Values
People
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.
Creativity
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.
Sustainability
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.
Leadership
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.
- 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
STRATEGIC GOAL AREA #1 | Provide Excellence in Service | |
STRATEGIC GOAL | Ensure that residents, business owners, and visitors are provided with timely, responsive, and professional services. | |
TACTIC # | DEPT | TACTIC |
1 | Fire | 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. |
2 | Fire | 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. |
3 | Fire | 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. |
4 | Police | Prepare and Review Quarterly Reports for Evaluation of Operations and Performance |
5 | Police | Provide a Variety of Mechanisms for Citizen Contacts, Feedback and Input into Police Operations |
6 | Public Works | All resident’s emails, phone calls and in person inquiries will be responded to within 24 hours. |
7 | 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. |
8 | 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. |
9 | 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. |
10 | Parks & Recreation | By December 31, 2023, seek citizen and user input on program offerings utilizing an in-house survey tool. |
11 | Parks & Recreation | Increase online sales transactions by 10% by utilizing CivicRec to provide more opportunities for online reservations, programs registrations, and memberships renewals. |
12 | Parks & Recreation | Survey 50% of program participants utilizing CivicRec for after action surveys of program participants. |
13 | 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. |
14 | 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. |
15 | 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. |
16 | Human Resources | Provide prompt responses to all applicants acknowledging receipt of application. |
17 | 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. |
18 | Human Resources | Provide outside trainings on personal financial/retirement planning (such as through Nationwide, Mission Square). |
19 | Finance/IT | FINANCE/IT: Complete transition to fully cloud-based operations within three years and maximize customer on-line experience. |
20 | Public Affairs | Conduct ongoing customer service training for customer interacting staff; Implement a simple ongoing customer service survey function on all customer interactions. |
21 | Public Affairs | Implement a subscription-based notification system for notice of roadway/right-of-way construction. |
22 | Public Affairs | Develop metrics and reporting on implementation of strategic communications plan. |
23 | IT | Develop and seek approval of IT Master Plan for improvements over the next 5 years for the City. |
24 | IT | Complete and activate IT improvements in wifi connectivity, new network creation, cloud computing migration, etc. Develop metric for project timelines for reporting and transparency. |
25 | IT | Develop and implement virtual access IT ticket system to record IT problems and time to completion of repair/restoration. |
STRATEGIC GOAL AREA #2 | Achieve Diversity, Equity, and Inclusion | |
STRATEGIC GOAL | Ensure that in all areas of service provision, policy development, program implementation and employment we are deliberately working to achieve diversity and equity and to be inclusive. | |
TACTIC # | DEPT | TACTIC |
1 | Fire | Recruitment: With the ever-changing recruitment and retention challenges fire service wide, the City of Webster Groves fire department will rely on data driven research for fire service trending to drive recruitment practices such as targeting second career firefighters. One medium to accomplish this task will be through a Citizens Fire Academy where community members can partake in basic fire/EMS training where we, as the FD, educate the community and use this opportunity as a recruitment tool for a career change to become a firefighter/paramedic. Measurables: Development and Implementation of the CFA, number of participants, number of contact hours, and number of CFA graduates who ride-along with the FD after graduation. |
2 | Fire | Recruitment: The fire department will partake in career days at local high schools and colleges to educate students on fire service options should they be interested in a fire/EMS career where we can provide a “road map” to becoming certified, which could support the need to diversify our fire department members to represent the people we serve. Measurables: Track number of contact hours and events in relation to number of applicants for City of Webster Groves FD. |
3 | Fire | Internal DEI Initiatives: To better ensure DEI initiatives are being addressed internally, the fire dept. will continue trainings which focus on diversity, equity, and inclusivity which showcase the commitment to being better people, accepting people, and welcoming people into the fire service as we create an environment built upon DEI. Measurables: Number of training hours for staff with DEI initiatives as well as an internal survey focusing on policy and practice in regards to DEI perspectives to measure DEI impact and effectivity. |
4 | Police | Continue Recruitment Plan including solicitation of candidates from Academies and Schools serving a significant minority population. |
5 | Public Works | The department will seek training opportunities for all employees on diversity, equity and inclusion. |
6 | Public Works | Develop methods to measure customer satisfaction to ensure we are working to achieve diversity and equity and to be inclusive. |
7 | Parks & Recreation | Provide parks with activities for all age groups and abilities, equally distributed throughout the community. |
8 | Parks & Recreation | Annually provide staff with minimum of 2 training opportunities focusing on DEI initiatives. |
9 | Parks & Recreation | Update the ADA transition plan by March 1, 2024. |
10 | Parks & Recreation | Develop 2 new programs that will expand and broaden the diversity of our visitors and workforce. Examples: World Dance Day, The World’s Largest Swim Lesson. |
11 | Parks & Recreation | Develop Learn-To-Skate program focused on children and adults with disabilities for fall sessions. |
12 | Parks & Recreation | Annually provide staff with minimum of 2 training opportunities focusing on DEI initiatives. |
13 | Planning & Development | Expand options in providing notifications to the community for public meetings and community input. Expand e-mail lists, mailing lists and other forms of resident and community notifications. |
14 | Planning & Development | Provide annual Diversity, Equity and Inclusion training for staff in their work with the community at large. |
15 | Human Resources | Create internal options for work accessibility- telework, and alternate work schedules. |
16 | Human Resources | Employ hiring processes to increase diversity such as blind resume reviews, using community resources for hiring. |
17 | Human Resources | Inclusion: Employee celebrations- Years of Service awards, chili cookoff, Holiday party. Create calendar highlighting different national holidays. |
18 | Human Resources | Assess and foster creation of identified Employee Resource Groups (ERG) (LGBTQ, Parenthood, POC, Veterans) & foster communication to increase the sense of belonging for all employees. |
19 | Human Resources | Advance employee options for ergonomic work stations. |
20 | Administration | Collaborate with City Council on the creation of a Diversity Commission. |
21 | Public Affairs | City will create a training for staff in Website Accessibility to improve the accessibility of online resources. |
22 | Public Affairs | City will update the Employee webpage with more information and resources. |
STRATEGIC GOAL AREA #3 | Cultivate a Diverse Housing Stock | |
STRATEGIC GOAL | Continuously explore policies, procedures, and partnerships that increase and preserve housing options attainable across all income levels. | |
TACTIC # | DEPT | TACTIC |
1 | Fire | Prevention: The fire department will identify susceptible fire areas and hold an annual smoke alarm blitz where we and trained community members install smoke detectors for free. This service event could not only reduce fires and save lives, but increase the preservation of housing in Webster Groves and keep insurance rates lower due to the reduction of fires in identified “fire risk” areas. Measurables: Number of smoke alarms installed in a given District of Webster Groves in relation to fire loss reduction to elimination. |
2 | Fire | Statistical Trending via Data Analytics: Identify fire and EMS data trends based on demographics, economic status, and age of homes to the support needs of the community and reduce risk for the identified populations and areas. By reducing risk, we can reduce call volume as this is driven by data analysis, educative outreach, and building relationships with local leadership. This data can be obtained through reporting software and community surveys. Measurables: Track number of calls and call types in relation to demographics and create educative events for these targeted areas. |
3 | Public Works | Maintain the highest quality streets possible by continuing aggressive maintenance programs to ensure longevity of pavements. |
4 | Public Works | Improve drainage facilities to prevent possible damage to public and private property. |
5 | Public Works | Continue to hold utilities, contractors, and residents accountable for all damage caused by utility work in the right-of-ways. |
6 | Parks & Recreation | Enhance the quality of life and desirability of living in Webster Groves by maintaining a system of public parks and open space which meets the varied needs of present and future populations. |
7 | Planning & Development | Explore options for zoning code amendments related to the continued variety of housing within the community. Code changes could include Accessory Dwelling Units; Two-Family zoning or Multiple Family zoning amendments. |
8 | Planning & Development | Review Occupancy codes and regulations for possible amendments. |
9 | Human Resources | Annually review employee classification and compensation to assure competitive wages for employees to be able to afford housing. |
10 | Finance | Develop metrics by which success of housing stock options will be measured. |
STRATEGIC GOAL AREA #4 | Ensure Long-Term Fiscal Integrity | |
STRATEGIC GOAL | The City is committed to engaging stakeholders to implement and maintain transparent and strong fiscal plans and policies to provide for a sustainable future for residents, businesses, and employees. | |
TACTIC # | DEPT | TACTIC |
1 | Fire | Community Engagement and Satisfaction: The fire department will issue a fire department satisfaction survey service users (residents and non-residents) to identify what the community knows about the services the fire department provides and what the level of satisfaction of service delivery entails. Measurables: Satisfaction Survey |
2 | Fire | Strategic Planning: The fire department will have a strategic plan to encompass people, places, and things which connect to fiscal responsibility and accountability for future planning. Measurables: Strategic Plan, Budgetary Trending, and Budgetary needs for future planning (both short- and long-range planning). |
3 | Fire | EMS Billing Review: EMS billing is one of the only revenue streams the fire department has to re-coup some of the monies spent for service delivery in regards to inventory supply needs, mileage on ambulances, and fuel costs. This review process could help the City in policy and practice by setting competitive reimbursement rates to help offset the cost of equipment and supplies. Measurables: Identify Current rates in relation to other FD transport services in the area to include and absorb supply rate increases up to a designated amount at a flat fee. |
4 | Police | Staff Annually Update Goals and Objectives, Provide Workload Assessments and Review Needs of Special Assignments. |
5 | Police | Consistently research and assess potential for shared and contractual services with other entities and Agencies |
6 | Police | Annually assess Patrol Resource and Equipment Requirements through Crime and Calls For Service Analysis |
7 | Public Works | Track all purchases and all budget items to ensure the department stays within budget for the year. |
8 | Public Works | The department has been doing more work in house and coordinating on projects with the Parks Department to contain costs. |
9 | Public Works | Evaluate each activity within Public Works for cost savings and improve methods in the field to ensure efficient time management. |
10 | Parks & Recreation | Annually seek input and guidance on fees, revenue, and expenses from P&R Commission and Greenspace Commission. |
11 | Parks & Recreation | Seek out more grant opportunities, and apply for a minimum of 4 grants per year. |
12 | Parks & Recreation | Leverage partnerships with other city departments to complete as much work as possible in-house. Anticipated savings of $25,000. |
13 | Parks & Recreation | Annually seek input and guidance on fees, revenue, and expenses from P&R Commission and Greenspace Commission. |
14 | Parks & Recreation | Seek more grant opportunities, and apply for a minimum of 1 grant per year. |
15 | Planning & Development | Continue to research options for budget items that could lower overall budget costs including free educational training for staff. |
16 | Planning & Development | Review any potential budget implications should changes be made to any codes or any currently required inspections or permits. |
17 | Human Resources
| Move completely to NEOGOV system for recruitment, hiring, onboarding & Employee Performance Evaluations. |
18 | Human Resources | Maintain strict control of budgetary expenditures, look for cost savings where possible. |
19 | Finance | Create a long-term plan for revenue growth and sectors for concentration. |
20 | Finance | Update Fund Balance Policy and consider what amount of fund balance to dedicate to unplanned or unfunded expected Capital facility needs. |
21 | Finance | Recreate and implement a cash handling policy that minimizes staff interaction with cash to lessen fraud and loss and maximizes customer-based payment ease. |
22 | Finance | Develop conversation with Community partnerships/organizations leading towards more non-government oversight of community functions and events. |
STRATEGIC GOAL AREA #5 | Strengthen Economic Development | |
STRATEGIC GOAL | City policies will help sustain and grow a vibrant economy where there is opportunity for job creation and entrepreneurship, and where Webster Groves will be known as a destination for creative and innovative goods and services. | |
TACTIC # | DEPT | TACTIC |
1 | Fire | Insurance Services Office (ISO) Rating: The Webster Groves Fire Department maintains a Class 2 ISO rating from the Insurance Services Office (ISO). This is the second highest possible rating for fire protection services. Four areas are evaluated to determine this rating: Emergency communications, water supply, fire risk assessment and community risk reduction. The safer the community is, the lower the home insurance rates are for the people that occupy your city as well as businesses. Although an ISO 2 is exceptional, the FD’s goal would be to move to an ISO 1 in the next 1-5 years. Measurables: Identify lower ISO performing areas and align with strategic plan for accomplish an ISO of 1 in the next 1-5 years. |
2 | Public Works | Maintain street sweeping and tree trimming throughout the business districts to encourage businesses to stay and to encourage new businesses to open. |
3 | Public Works | Continue to support special activities in the business districts by supplying the needed barricades and no parking signage for all events. |
4 | Planning & Development | Provide easy to follow checklists and instructions for new businesses wanting to open in the community. |
5 | Planning & Development | Streamline processes and applications for businesses including separating the license from the occupancy. |
6 | Human Resources | Encourage Employees to utilize local businesses through giving out Webster Bucks as Seniority Awards & other event prizes. |
7 | Human Resources | Support hiring & employee development to provide services & infrastructure to support businesses. |
8 | Human Resources | Marketing Webster Groves events in City Hall & on webpage. |
9 | Human Resources | Develop experiential and paid internships within all departments. |
10 | Finance | Develop a City-wide economic development plan focusing on destination retail and improved land-use for revenue purposes. |
11 | Finance | Assess value and, if appropriate, create plan for funding of marketing of community events to regional audience. |
12 | Finance | Develop conversations and connections with the goal of creating and seeding a community foundation to hold charitable and grant making opportunities for community organizations/events. |
13 | Finance | Prioritize funding and policy towards collaboration between business districts and other commercial/industrial areas of the City. |
14 | Finance | Create standardized City policy and goals surrounding infrastructure improvements for streetscapes, etc. |
STRATEGIC GOAL AREA #6 | Adopt Sustainable Practices | |
STRATEGIC GOAL | The City is committed to partnering with stakeholders to advance the “Forever Webster” sustainability plan while balancing environment, economy, and community desires and prioritizing the quality of life for future generations. | |
TACTIC # | DEPT | TACTIC |
1 | Fire | Fire Service Landscape Shift: With the new standards to support sustainability in regards to Electric Vehicles (EV’s), Solar Panel Power, and “in home” Charging Stations, the fire department must shift from a traditional mindset of emergency call approach and re-educate emergency operational procedures to prepare for emergencies such as these. This involves training initiatives specifically designed for fire and emergency calls involving alternative power sources in the City. Measurables: Hours of training from content experts to prepare our firefighters for emergency calls such as these as well as sustainable practices to be “ahead” of the change for first responders to prepare for the shift in fire service landscape for alternative power sources. Measurables: Identifying what percentage of homes in Webster Groves have home charging stations, solar panels, and EV’s. |
2 | Fire | Emergency Electric Vehicles (EV): With sustainability initiatives and vehicles to reduce emissions, the fire service has started creating EV fire apparatus. The most recent cost association for an EV Fire Engine is approximately $1.9 million with a charging station of $125k. Battery replacement is approximately every 10 years at $50k. With sustainability in mind, the fire department will explore future EV options for fire and EMS apparatus. Measurables: Track cost of fuel and vehicle maintenance on fire and EMS apparatus in relation to cost of EV apparatus as these become a new norm in the fire service. |
3 | Fire | Budget Preparation: While balancing environment, economy, and community desires and prioritizing the quality of life for future generations, the fire dept. will track call volume, call types in relation to sustainability initiatives, time of day, and outcomes of call types. Measurables: Cost impact of call volume, call types in relation to sustainability initiatives, and cost outcomes of call types. |
4 | Police | Replace Gasoline Fueled Fleet with Electric Vehicles |
5 | Police | Where possible and practical, purchase and maintain items constructed of renewable resources. |
6 | Public Works | Complete the grant for recycling containers in the business districts. Purchases will be made in the next several weeks with delivery and set up scheduled for September. |
7 | Public Works | Working to make the City fleet all electric vehicles by planning purchases of electric vehicles as the replacement schedule allows. |
8 | Public Works | Encourage restaurants to join the Green Dining Alliance. The Sustainability Commission is working on a grant program to assist the restaurants with this program. |
9 | Parks & Recreation | Research and implement more energy efficient labor practices such as 4-day work weeks by August 1, 2023. |
10 | Parks & Recreation | Apply for $400,000 DNR/EPA 319 clean water grant by July 1, 2023. |
11 | Parks & Recreation | Install 1 additional water bottle fillers to reduce plastic bottle waste by December 31, 2023. |
12 | Parks & Recreation | By October 1, 2023, update Greenskeepers program to digital/web-based program. Allow online registration for volunteer opportunities including all needed waiver and volunteer paperwork. |
13 | Parks & Recreation | Design the new aquatic facility to be as sustainable as possible within budget allowance. |
14 | Parks & Recreation | Install new LED lighting and window shades in the ice rink to reduce energy consumption for lights and HVAC by June 1, 2024. |
15 | Planning & Development | Amend zoning codes to encourage and allow for sustainable practices. Code changes could include Electric Vehicle charging in residential properties and green planning practices. |
16 | Planning & Development | Review lot coverage and stormwater codes for amendments to impervious surfaces. |
17 | Human Resources | Whenever possible, use sustainable items for employee events. |
18 | Human Resources | Strive to work with vendors that use recyclable products. |
19 | Human Resources | Collaborate with Public Works to create policy and practice for employees to recycle. |
20 | Finance/IT | Dedicate that within 3 years all major processes and operations can be effectively accomplished in a paperless manner. |
21 | Finance | Create policy to eliminate single use products (i.e. bottled water, plastic forks, etc.) |
22 | Finance | Adopt and support the green-dining program for local area food-service entities. |
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: