working closely with municipal leaders on initiatives ranging from business retention to downtown revitalization. “Sue Olmscheid is the Chamber Director,and I probably call her once a week to walk through things,” says Kelly, highlighting their productive relationship.“We gain invaluable insight into the business community from her.” Together, they’ve launched programs like downtown façade improvement grants and a “Buy Buffalo” local spending campaign. This culture of cooperation extends throughout city operations. “All our departments really come together, work together, support each other,” notes Meusburger. Externally, Buffalo maintains strong ties with schools, churches, and organizations like the Minnesota Municipal Utilities Association (MMUA). “We have a customer service director...that reaches out to our local churches and our schools and...sits down and talks with them, it’s just an open dialogue,” Meusburger adds. “So we take those and we bring them back into our leadership meetings and we talk to the mayor and our elected officials on how we can not only be a part of the community, but just deliver those services the way they want, the way they expect.” Downer’s leadership philosophy reinforces this collaborative approach. “My basic approach to the city operations is to do the basic things really well,” he says, emphasizing core services like public safety and utilities. Beyond municipal operations, the city supports community-driven initiatives, from senior fishing programs to woodworking spaces, creating a model of public-private partnership that drives Buffalo’s continued growth. PRIORITIES FOR THE FUTURE Buffalo stands at an exciting crossroads, skillfully balancing its unique small-town character with strategic investments that promise sustainable growth. 81 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06 BUFFALO, MN
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