2025 Olmsted County Strategic Plan Report
Olmsted County has a strategic plan that is guiding our work through 2028. This plan focuses on the following priorities:
- Community Trust and Engagement
- Community Safety and Well-being
- Responsible Growth and Development
- Environmental Sustainability
- Effective and Engaged Workforce
Below is a high-level summary of progress in 2025 toward each of these initiatives. The purpose of this report is to simply share some examples; it is not a comprehensive report of all projects or initiatives completed that align with our strategic priorities.
Community Trust and engagement
Olmsted County earns community trust through engagement, collaboration, and reliable public service.
Engage with community members and provide opportunities for residents to be heard and valued.
We continue to prioritize meaningful engagement with our community by creating spaces where residents feel heard, valued, and involved. A key milestone this year was the launch of the Mental Health Local Advisory Council for Adult & Family Services (AFS), which brings together community voices to guide mental health priorities and improve service delivery. Similarly, Children & Family Services (CFS) planned additional engagement opportunities to ensure families and youth were active partners in shaping the programs that served them.
Our Youth Tobacco Prevention efforts are another example of community-centered work, empowering young people to lead advocacy and education initiatives that promote healthier futures. The Sheriff’s Office has also expanded its outreach, building trust through open dialogue, community events, and partnerships that reflect a shared commitment to safety and inclusion. These efforts demonstrate our dedication to building strong, lasting relationships with the people we serve.
Promote respectful conversation and constructive communication with people of differing perspectives.
In 2025, Olmsted County’s M.O.V.E. (Mobilizing Olmsted Voices for Equity) Community Council began its work to support effective and equitable county programs and services. Through respectful dialogue and timely input, this council plays a vital role in building trust between the community and county government and shaping local policies and services.
Thus far, the M.O.V.E. Council has focused on impactful community issues, including gathering input to help shape the future of our parks and trails, and beginning work to support immunization education and the childcare licensing process. Through these efforts, the council is actively inviting conversation so that all voices can be heard. This work is also important to the county’s strategic priorities of ensuring community trust and engagement, community well-being, and responsible growth and development. By encouraging open feedback and collaboration, M.O.V.E. is helping create a more connected and responsive local government.
Demonstrate stewardship and transparency in public resource management.
As part of our commitment to delivering reliable public service, we are taking proactive steps to ensure responsible management of public resources through two key initiatives. First, we are evaluating the future use of our Enterprise Resource Planning (ERP) software system, including a transition to a cloud-based platform. This move supports long-term sustainability, improves system performance, and enhances transparency in financial and operational processes—ensuring that taxpayer dollars are managed with the highest level of accountability.
In parallel, we are strengthening our cybersecurity protection measures to safeguard sensitive data and maintain public trust. By investing in modern security infrastructure and best practices, we are not only protecting critical systems but also demonstrating our dedication to responsible stewardship in an increasingly digital world. Together, these projects reflect our strategic priority to uphold transparency, security, and efficiency in public service delivery.
Community Safety and Well-being
Olmsted County strives to keep our community safe and ensures equitable access to programs and services that improve quality of life.
Ensure safe transportation conditions on all county roads.
Significant progress was made in 2025 on the Trunk Highway (TH) 14 and County State Aid Highway (CSAH) 44 interchange project. Right-of-way acquisition is now complete, and the project team is in the final stages of preparing plans, specifications, permits, and required agreements. The project is on track for advertisement, bidding, and contract award in late 2025 or early 2026. Construction is scheduled to begin in spring 2026, with completion anticipated in fall 2027. Improving the TH 14/CSAH 44 intersection is essential to addressing long-standing safety concerns, reducing crash rates, and creating a transportation system that can support future regional growth and community wellbeing.
Implement innovative practices to achieve positive outcomes for individuals and families.
The launch of mobile crisis services under Olmsted County in January 2025 was a major milestone. This transition from a regional provider model to a county-operated model required hiring and onboarding new staff, developing new processes, procedures, and protocols, and redefining partnerships to strengthen the continuum of crisis care.
Olmsted County implemented a multi-tiered model integrating mobile crisis services with our existing co-responder model alongside law enforcement. This unification has streamlined service delivery, reduced fragmentation, and improved the experience for residents, as evidenced by improved call response times and more coherent continuity of care.
Provide seamless access to services for all residents regardless of need or background.
In 2025, Olmsted County made significant strides toward ensuring digital equity by enhancing the accessibility of its online information and services. In preparation for new federal requirements under the Americans with Disabilities Act (ADA), county teams have been working diligently to align with new standards by April 2026 .
Key efforts included mandatory staff training, ongoing improvements to the county website, and work with vendors who do business with Olmsted County. These efforts reflect Olmsted County’s commitment to providing seamless, inclusive access to digital services—ensuring all residents, regardless of ability or background, can engage fully with county services and resources.
Assist residents in achieving financial and housing stability.
To advance housing and financial stability, Olmsted County continues to support Any Path Home, a coalition of 10 local agencies working to end homelessness in Olmsted County. In 2025, the group established the Any Path Home Leadership Council, bringing together diverse community leaders from the city, county, Mayo Clinic, faith communities, service providers, and individuals with lived experience. This foundational step strengthens the county’s ability to scale a community-wide response to homelessness.
Environmental Sustainability
Olmsted County leads in sustainable practices
Climate, energy, and sustainability successes
In 2025, Olmsted County advanced its Climate Action Plan by improving energy efficiency and expanding renewable energy use in county facilities. Projects included LED lighting upgrades, building energy audits, and system updates to support electrification and geothermal technology. Staff were encouraged to adopt everyday energy-saving practices and take advantage of flexible work options to reduce emissions. The county also launched its first “Slow Mow Summer,” mowing select areas less frequently to support pollinators and biodiversity, furthering demonstrating its commitment to sustainability and reducing reliance on fossil fuels.
Reduce waste, increase recycling, and implement innovative and sustainable practices.
This was a year of significant progress for the Olmsted County Materials Recovery Facility (MRF), a cornerstone of the county’s long-term strategy to enhance waste diversion, recover valuable materials, and support the Waste-to-Energy Facility (OWEF). The project advanced through critical planning and procurement milestones, including issuing the first bid package in October 2025 for the pre-engineered metal building that will house the dual-purpose MRF. This marks the beginning of construction readiness following years of groundwork, grant acquisition, and partnership development.
The operational and design framework was also solidified, confirming its dual-stream capacity to process up to 60 tons per hour of municipal solid waste (MSW) and 20 tons per hour of co-mingled recyclables, an estimated throughput of approximately 120,000 tons of MSW annually. The MRF is designed to extract high-value commodities such as ferrous metals, aluminum, plastics (#1, #2, #5), and old corrugated cardboard, while routing residuals to the OWEF for energy recovery. The 2025 progress lays the foundation to start facility construction in Spring 2026.
Ensure safe drinking water, protect existing water supply, and promote conservation practices.
To ensure safe drinking water and protect our existing water supply, Olmsted County continues to support conservation practices that improve soil health and reduce nitrate contamination. The Olmsted Soil and Water Conservation District (SWCD) has opened enrollment for the third year of its Groundwater Protection and Soil Health Program. This cost-share initiative helps farm operators integrate small grains, cover crops, and alternative crops into their systems, while also expanding haying, grazing, and pasture improvements.
These practices reduce nitrate leaching, limit soil erosion, and improve nitrogen retention to safeguard groundwater. By promoting diverse crop rotations and sustainable land use, the program not only enhances environmental outcomes but also supports long-term farm profitability. The program empowers local farmers to be environmental stewards in preserving Olmsted County’s natural resources for future generations.
Responsible Growth and Development
Olmsted County anticipates and adapts to the needs of a growing community.
Exciting changes underway at Graham Park
Olmsted County broke ground on the new Graham Park exhibition center, a major step toward transforming the site into a year-round venue for events, education, and community connection. The 80,000-square-foot facility will feature flexible event space, a main show ring, and modern amenities to host fairs, festivals, and trade shows, with completion expected in early 2027. The project will more than double Graham Park’s annual economic impact and expand access to inclusive community spaces. Preservation work also continued across Graham Park in 2025, including exterior restoration of the former Public Works Highway Shop and facility updates at Graham Arena.
Respond to population changes through informed land use, parks, and trails plans.
Olmsted County evolves its approach to land use, parks, and trail planning to meet changing community needs as the community grows. Reflecting this broader focus, in 2025 the former Olmsted County Parks department became Olmsted County Parks and Trails. This name change highlights the department’s commitment to not only preserving and enhancing park spaces but also developing trail systems that connect neighborhoods, parks, and communities across the county.
Throughout summer 2025, the Parks and Trails Department gathered valuable input through community surveys and open houses, which is now helping shape updates to all existing parks master plans. The department is laying the groundwork for an additional comprehensive master plan to guide future investments in parks and trails. These efforts respond directly to resident feedback and support a long-term vision of expanding outdoor access and strengthening community connections.
Effective and Engaged Workforce
Olmsted County has an engaged and high-performing workforce that reflects the diversity of our community.
Plan and respond to community needs through strategic workforce planning.
To ensure we are prepared to meet the evolving needs of our community, we are advancing strategic workforce planning with a focus on employee growth and development. A key part of this effort is the countywide evaluation of leadership development opportunities. By identifying and expanding programs that build leadership capacity at all levels, we are equipping our workforce with the skills and support needed to lead with confidence, adaptability, and purpose.
In addition, we continue to strengthen our recruitment efforts through partnerships with local organizations and community groups. These collaborations help us attract diverse talent, create pathways into public service, and ensure our workforce reflects the community we serve. Together, these initiatives reinforce our commitment to developing a resilient, responsive, and future-ready organization.
Foster employee well-being and engage employees in learning and development.
Fostering employee well-being and supporting continuous learning are central to our goal of building an inclusive and engaged workplace culture. The 2024 employee engagement survey provided valuable insights into what matters most to our workforce. In response, departments across the organization have developed targeted action plans to strengthen communication, enhance recognition, and support professional growth.
These efforts are already making an impact. We were honored to receive a “Best Place to Work” award, a reflection of our commitment to employee satisfaction, wellness, and retention. Ongoing recruitment efforts and wellness initiatives continue to attract and support a diverse, talented workforce. By listening to our employees and acting on their feedback, we are creating a workplace where people feel valued, supported, and empowered to grow.
Strive for a workforce to reflect the rich diversity of our community. Foster employee well-being and engage employees in learning and development.
In support of fostering an inclusive and engaged workplace culture, we are charting the future direction of the One Olmsted initiative. This effort is rooted in the belief that our workforce should reflect the rich diversity of the community we serve. Guided by recommendations from the One Olmsted task force, we are preparing to implement meaningful changes that promote equity, inclusion, and belonging across the organization.
The planned updates focus on enhancing our community engagement efforts across the county’s business lines and on preparing staff to better facilitate and act on community input and have consistent community presence. In addition, we will promote employee learning by investing in these areas, we are not only strengthening our internal culture but also building the capacity of our workforce to better serve the public. These efforts demonstrate our ongoing commitment to a workplace where everyone can thrive.
