Strategic Planning

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.

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 Planning

A message from Mayor Laura Arnold

STRATEGIC PLAN

Tactics Supporting and Implementing the Strategic Goals

Survey Results (Spring 2023)

Contact Webster Groves

Popular Resources

Using This Site

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.