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Strategic Plan
Strategic plan 2021-2024
Mayor's letter to the community
To our Northfield community,
Yogi Berra said, “If you don’t know where you’re going, you won’t get there.”
I am pleased to present to you our City of Northfield 2021-2024 Strategic Plan. Thank you to the City Council, city staff and the many others that thoughtfully contributed to the development of the plan.
This is our second multi-year strategic plan as a community. As we worked through the completion of our first, we saw the benefits of having a multi-year roadmap that keeps us focused on where we want to go.
The more that we are aligned as a community, City Council, boards and commissions, and city staff, the greater the likelihood we will arrive at our destination. And ultimately accomplish our purpose as stated in our City Charter, “to promote and protect the health, safety, morals, comfort, convenience, and welfare of the inhabitants of the city….”
I am committed to encouraging civil discourse and civic engagement by and for all. When we bring our community together to build relationships, celebrate our accomplishments, and honor people, we build positive momentum that can help us accomplish our goals.
I hope you’ll join me in working together to find common ground to move our community forward. It’s one more step in building a better, stronger community for today...and tomorrow.
Sincerely,
Rhonda Pownell, mayor of Northfield
Parts of the plan
The plan consists of six strategic priorities— the issues of greatest importance to the City of Northfield over these three years. Associated with each priority is a set of desired outcomes, key outcome indicators, and performance targets, describing expected results and how the results will be measured. The plan also includes strategic initiatives that will be undertaken to achieve the targeted outcomes.
Economic vitality
An community that's economic thriving
| Desired outcome | Key outcome indicator | Target |
|---|---|---|
Expansion of commercial industrial tax base consistent with guide plans |
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Successful local business recovery |
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| Successful tourism recovery |
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Strategic initiatives
- Implement economic stabilization, recovery and growth strategy
- Implement infill and redevelopment strategies
- Implement Tourism recovery strategy
- Implement Riverfront Enhancement Plan
Housing availability
A community where everyone can afford to live
| Desired outcome | Key outcome indicator | Target |
|---|---|---|
Increased availability of housing at all levels |
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Increased affordability for cost burdened households |
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Improved housing quality throughout the city |
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Strategic initiatives
- Implement rental housing strategy
- Implement housing stabilization program
- Implement a housing expansion strategy
Quality facilities
A community where infrastructure supports its objectives
| Desired outcome | Key outcome indicator | Target |
|---|---|---|
Park, recreation and trails exceed community expectations |
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Resolution of major facility projects |
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High speed internet access available to all |
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Strategic initiatives
- Implement Park & Recreation Capital Investment Plan
- Implement coordinated major facilities strategy
- Implement integrated highspeed internet program
Diversity, equity and inclusion
A community that welcomes everyone
| Desired outcome | Key outcome indicator | Target |
|---|---|---|
Staff and volunteers reflect the community |
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Improved access to city services for all demographics |
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City is a community leader on diversity, equity and inclusion |
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Strategic initiatives
- Implement Board and Commission diversity strategy
- Continue implementation of Racial Equity Action Plan
Service excellence
A community with a government that works
| Desired outcome | Key outcome indicator | Target |
|---|---|---|
Adequate staff to meet demands |
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Improved Board-Staff effectiveness |
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| Improved service delivery |
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Strategic initiatives
- Conduct annual department analyses
- Deploy Board & Commission Governance effectiveness program
- Implement a service excellence program
- Complete updated comprehensive plan
Climate Action
A community that's resilient and sustainable
| Desired outcome | Key outcome indicator | Target |
|---|---|---|
Climate resilience is a priority in plans and budgets |
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Reduced net carbon emissions |
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Community participation in Climate Action |
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Strategic initiatives
- Implement Climate Action Plan
Assessing the environment, identifying challenges
An important part of the strategic planning process is a review of the current operating environment and an evaluation of the challenges confronting the community. This was done via a SWOT analysis—a process that examines the organization’s internal strengths and weaknesses, as well as the opportunities and threats in the external environment.
The SWOT analysis asks the following questions:
- What are the city’s greatest strengths?
- What are the city’s greatest weaknesses?
- What are the greatest opportunities for the city?
- What are the greatest threats to the city?
- What are the three greatest challenges for the city over the next 3 years?
Strengths
- Experienced, competent staff: skilled, experienced, thoughtful, tenured, responsive and competent staff
- Great leadership: good, committed, diverse, engaged, smart elected leadership
- Involved community: engaged, educated, vibrant, strong community
Weaknesses
- Staff capacity: limited staff, under-staffed
- Condition of facilities: outdated, underdeveloped, poor condition, lack of upkeep in facilities
- Tax or tax base: reduce tax burden, unequal tax base
- Goals or plans: specific goals, strategic goals, climate goals
Opportunities
- Development: economic, residential, commercial, industrial
- Growth: community growth, tax-base growth, housing and job growth
- Plans and collaboration: race equity, climate, Riverfront, other groups and communities
Threats
- Lack of housing: available, affordable housing lack
- Pandemic: unknown economics as a result of the pandemic
- Mistrust of government: mistrust, lack of connection and transparency
More information
View the city's vision, mission, values