Return to flip book view

Message

2024 Knightdale Town Council Strategic Planning Retreat Page | 1 STRATEGIC PLANNING RETREAT | OCTOBER 26, 2024 Mayor Jessica Day Mayor Pro Tempore Latatious Morris Councilors: Ben McDonald, Mark Swan, Stephen Morgan, and Steve Evans Town Manager: Bill Summers, ICMA-CM Assistant Town Managers: Suzanne Yeatts, ICMA-CM and Dustin Tripp, ICMA-Candidate Table of Contents OVERVIEW .................................................................................................................................................. 2 PURPOSE OF RETREAT ................................................................................................................................. 3 EXPLORING DISC PERSONALITY STYLES AND PREFERENCES .......................................................................... 3 REVIEWING PERFORMANCE METRICS .......................................................................................................... 5 IDENTIFYING EMERGING TRENDS ................................................................................................................. 5 FOCUSED DISCUSSION ON SPECIFIC ISSUES .................................................................................................. 6 PRIORITIZING STRATEGIC GOALS ................................................................................................................. 8 IMPLEMENTATION..................................................................................................................................... 10 Retreat Facilitated By:

2024 Knightdale Town Council Strategic Planning Retreat Page | 2 OVERVIEW The Town Council convened for a one-day retreat to discuss high-level strategic topics facing the Town. The retreat was held on October 26, 2024, at the Rizzo Center in Chapel Hill, NC. The theme of the retreat was “Survivor: Outwit, Outplay, Outserve.” The retreat was professionally facilitated, in-person, by Fountainworks, and included ample opportunities for the Town Council to interact. The discussion focused on open conversation around personality/communication preferences/tendencies, crucial issues facing the Town, and strategic priorities. Objectives By the end of the retreat we will walk away with… ✓ Explored and applied a framework highlighting different personality, leadership, and decision-making styles to create stronger, more empathetic team connections ✓ Discussed emerging operational issues and shared any related questions ✓ Set top priorities and clear, strategic goals to guide the Town to excellence over the next few years Approach A facilitated open conversation throughout the meeting, utilizing various exercises to stimulate discussion and engage in open dialogue

2024 Knightdale Town Council Strategic Planning Retreat Page | 3 PURPOSE OF RETREAT The work of public officials is routinely fast-paced and demanding. This reality is magnified under the high growth pressures and service delivery expectations of Wake County. Therefore, when a particularly important issue(s) demands more lengthy contemplation by a governing body or staff (or both), retreats offer the perfect solution. By setting aside time for a structured discussion away from the normal work environment, decision-makers and administrators can explore issues in depth and exchange ideas with each other in a relaxed environment. The International City / County Managers Association (ICCMA) recognizes important additional benefits of retreats in addition to being a tool for increasing governmental efficiency and effectiveness: “Retreats offer solutions for other situations as well. Sometimes conflict dominates a group’s interpersonal dynamics, and a way to improve working relationships is needed. Sometimes a new governing board needs to become well acquainted in order to work effectively as a team. Sometimes a board wants to get to know a new manager or the local government’s staff better.” The primary purpose of the Knightdale Town Council’s annual retreat is to survey the Town’s landscape identifying key vulnerabilities as well as opportunities for community advancement. Vulnerabilities and opportunities may be internal to the municipal organization or external environmental factors. The elected officials express their individual goals and work to build consensus as a governing body. The Knightdale Town Council collaborates with the Town Manager to clearly outline goals with associated target dates for completion. In turn, Town Administration absorbs these goals into the work plans for the applicable department(s) to ensure completion. These goals represent the primary direction in which the town staff’s efforts will be focused in addition to their regular, operational responsibilities. The retreat also offers an excellent opportunity to clarify the roles and responsibilities of the elected officials and town staff. EXPLORING DISC PERSONALITY STYLES AND PREFERENCES Prior to the retreat, Councilors completed a personality assessment called “DISC” and received detailed reports outlining their primary style. DISC measures behavioral styles and preferences in four primary areas: Dominance, Influence, Steadiness, and Conscientiousness. There are no “good” or “bad” styles; each has unique strengths and potential challenges. The purpose of this segment was not to change the Councilors' natural styles but to help them understand how these styles influence their communication, decision-making, stress response, and interactions with others. Self-awareness in these areas enables individuals to collaborate more effectively, anticipate potential conflicts, and leverage diverse perspectives when solving challenges. Dominance (D): Individuals with a Dominance style are direct, results-oriented, and assertive. They focus on challenges and achieving goals, often thriving in fast-paced environments where they can take charge. Influence (I): Those with an Influence style are sociable, persuasive, and enthusiastic. They enjoy engaging

2024 Knightdale Town Council Strategic Planning Retreat Page | 4 with others, building relationships, and thrive in collaborative settings where their optimism and energy can shine. Steadiness (S): People with a Steadiness style are dependable, patient, and supportive. They value stability, teamwork, and are excellent listeners, often seeking to maintain harmony and support others within the group. Conscientiousness (C): Individuals with a Conscientiousness style are detail-oriented, analytical, and methodical. They value accuracy and quality, and are driven by data and precision, often excelling in structured environments with clear expectations.Following the activity, a debriefing exercise took place to discuss the teams' successes, challenges, and where they got stuck. This reflection helped participants observe different DISC personality tendencies in action, setting the stage for deeper exploration of team dynamics and communication styles. Following, Councilors discussed—in stations around the room—more about their primary DISC styles. After sharing station takeaways, the Council discussed, in pairs, a scenario and how they might apply the DISC framework: The Town received funding to install three EV Charging Stations in Knightdale. As a Council you need to decide where to put the stations in Town. After pair discussions, the Council shared reflections: “Use each other to refocus” “We work well together” “Find balance” “Tap into equity” “Consider lots of perspectives” “Better solutions when we collaborate” Finally, Council shared thoughts on the following: As you think of our discussion on the DISC, how can this help us make better, strategic decisions as a Council unit? “Realize value in other styles” “No one decision is perfect” “Help support intentionality” “Help to hone in unique style” “Know each other’s tendencies” “Staff is here to support” "Round off rough edges" “Consider our pace” “Know our range” “Can use empathy”

2024 Knightdale Town Council Strategic Planning Retreat Page | 5 REVIEWING PERFORMANCE METRICS Dustin Tripp, Assistant Town Manager for Operations, reviewed the FY24 Annual Performance Management plan and shared its metrics. The plan demonstrates what the Town is doing to achieve the Focus Areas' objectives as viewed through a service delivery lens. This report provides insight into service delivery efficiency and effectiveness. It is divided into 37 key metrics across all service areas to provide a holistic view service delivery performance. Performance management provides the Town Manager the necessary data to routinely monitor service performance. The data also provides insight into areas of needed improvement and/or additional investment(s) to ensure citizen satisfaction. Out of the 37 key metric areas the Town is currently meeting expectations in 28 of the areas. IDENTIFYING EMERGING TRENDS The Council shared, from their perspective, emerging trends/issues that the Town of Knightdale might need to be paying attention to over the next few years. Council identified both trends they are seeing and a few changes in the Town/area: Emerging Trends to be Addressed Need for representation in staffing/management Need for greater support for small business Increase in accidents on I-87 -- this floods traffic in Town Need for the creation of "unique" commercial spaces Need for an additional fire station in the next 4-5 years Need for infrastructure improvements to close exiting gaps Need for greater maintenance on wooden structures (greenways and buildings) More sustainable More engaged citizens wanting to get involved in the town The need for more adequate, affordable open space or small commercial space Access to things for Western edge of town Greater inclusion for Hispanic/Latinx population Desire for “choice” in schools Notable Changes from the Previous Year Neuse River Swift Water Rescue Incidents Greater pressure on schools Increased Commercial Growth

2024 Knightdale Town Council Strategic Planning Retreat Page | 6 FOCUSED DISCUSSION ON SPECIFIC ISSUES Following an overview of the Community Survey results, Town Manager, Bill Summers, facilitated a conversation about priority setting around a few special topics: • 4th of July Special Event (including fireworks display) • Economic Development and Local Business Community Needs • Community Center Construction The goal of this segment was to get a temperature check from the Council on all three areas, get their perspective on the general direction, and field any questions. These topics will likely go into work sessions later. The following reflects the conversation, questions, and general direction from the Council. 2024 Emerging Trends/Issues Template

2024 Knightdale Town Council Strategic Planning Retreat Page | 7 4th of July Overall Direction from Council: Continue to offer the 4th of July Family Festival for 2025 (do not offer fireworks at this point) Future Direction Ideas: We should stay the course Hesitant to flip-flop Point is to feel like community - 20K people feels big Don't like EMS under stress Having a longer runway will support current event Questions for Further Consideration: Can we discuss alternative dates? Can we still explore alternatives for the future? Economic Development Overall Direction from Council: Council is interested in exploring this topic more in a work session. The Community Relations Director will speak with Council at an upcoming Work Session about this topic area. Future Direction Ideas: We want this area to be "guarded" We do want partners. We want clear return on investment. We want visitors to know where to go. Might eventually become a town established non-profit entity. Questions for Further Consideration: Can we do business recruitment? Community Center Overall Direction from Council: Council would like to explore the costs for the “top-level” building in an upcoming Work Session. Council is interested in partnering with an organization to offer a teen center as part of this space Questions for Further Consideration: Can we do a capital campaign to raise money? What would this look like? Future Direction Ideas: Council greatly appreciates that the Center will be walkable to the High School. Potential Community Center Site Plan

2024 Knightdale Town Council Strategic Planning Retreat Page | 8 PRIORITIZING STRATEGIC GOALS For the final segment of the retreat, the Councilors discussed and prioritized strategic goals for the next 1-2 years. Each Councilor had an opportunity to share their priorities with the rest of the Council. As they shared, priorities were sorted into “lighter” and “heavier” lifts; lighter lift means shorter term to complete and heavier lift means longer term to complete. After sharing each of their priorities, the Councilors “dot-voted” on their top priorities. Each Councilor received the following votes: • Top Priority (1 green dot) • Priorities (3 blue dots) • Not Interested (1 red dot) Strategic Priorities for the Next 1-2 Years Lighter Lift Heavier Lift Capture events or projects that are geared towards the 13–18-year-old age gap 1 top priority 1 priority Create an understand of how to improve mass transit (costs, how we do it, etc.) outside of BRT 1 top priority 1 priority Install a big clock in downtown 2 priorities Adopt sustainability plan 1 top priority Engage and understand support for agriculture tourism, business, and sustainability in our ETJ; raise awareness for community 1 top priority Explore affordable housing project/plan within the county 1 top priority Restart the weekend Farmer’s Market 1 priority Invest in winter décor as an economic boost (examples: ice rink, lights, décor, etc.) 2 priorities 1 not interested Complete a pedestrian lighting study and CIP development (assess if specs are correct) 1 priority Create an Arts and Culture Program (example: working with United Arts Council) 1 priority Prioritize CAMPO studies and explore strategies for funding more local projects 1 priority Explore a teen amenity skatepark or mountain bike park 1 priority Explore options for partnerships for the Teen Center 1 priority Extend the Widewaters Parkway over RR to terminal end 1 priority

2024 Knightdale Town Council Strategic Planning Retreat Page | 9 Explore accessory commercial units allowed in areas (cottage industry?) 1 priority 1 not interested Do a feasibility study of a public/private eventer center and hotel 1 priority 1 not interested Modify specs for sidewalks as we build (raise street to sidewalk level rather than reverse) 1 priority 1 not interested Explore an incubator space for small businesses or support grants for small businesses No dot votes Explore municipal service districts for certain areas of town (benchmark) No dot votes Identify crossings on greenway network that should be grade separated No dot votes Create the “Welcome to Knightdale” postcard program No dot votes Look at parking regulations to reduce long term street parking (weeds are growing under cars) No dot votes Develop a study for the concept of Knightdale Blvd plan addressing traffic operations No dot votes Create a developer toolkit with all plans that developers might need (economic/parks/comp/etc.) No dot votes

2024 Knightdale Town Council Strategic Planning Retreat Page | 10 2024 Strategic Priority Lighter/Heavier Lift Template Implementation The ultimate goal of the retreat is to successfully implement all priorities into action. The Town Council assumes the responsibility of setting priorities that holistically seek to improve Town’s services and quality of life. In turn, town staff is charged with implementing these strategic priorities according to the timelines mutually agreed upon by the elected officials and Town Manager. Town Administration will ensure that each priority is incorporated into the appropriate departmental work plans. The Department Directors, under the guidance of the Town’s Administration, will complete each strategic priority accordingly. All relevant information will be presented to Town Council for review, deliberation, and consideration for further action at future work sessions. The overall process is designed to ensure that the strategic ambitions of the elected body are met.