HomeMy WebLinkAboutX-E-03 Strategic Plan 2024 - 2027
City Council Memorandum
To: Mayor Fasbender & City Councilmembers
From: City Administrator Dan Wietecha
Date: September 5, 2023
Item: Strategic Plan 2024-2027
Council Action Requested:
Approve 2024-2027 Strategic Plan
Background Information:
In April, the City Council and Management Team held a facilitated retreat to develop priorities
for the City’s strategic plan for the next couple years. Subsequently, the Management Team
worked with consultant Craig Rapp to fill in a few blanks and refine the language of the
priorities in particular, see page 2 of the report).
On the operational side, the Management Team has also developed Action Plans for
implementation of each of the 16 strategic initiatives. We are presently examining the “Project”
module of MS Teams as a means for tracking progress on the initiatives. As with the 2021-2023
Strategic Plan, we will report progress to the City Council and the public on a quarterly basis.
Financial Impact:
Not applicable
Committee Discussion:
City Council retreat April 28, 2023
Attachment:
2024-2027 Strategic Plan (August 2023)
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FY 2024 – 2027STRATEGICPLANAUGUST 2023
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917 W. Washington Blvd. #208 Chicago, IL 60607
800-550-0692 • rappconsultinggroup.com
Craig R. Rapp
President
August 1, 2023
RE: 2024-2027 Strategic Plan – City of Hastings
Dear Mayor Fasbender,
I am pleased to present the 2024-2027 Strategic Plan and Summary Report to the
City of Hastings. The plan reflects the organization’s priorities, commitment to
measurable results and the delivery of quality services.
It has been a pleasure assisting the City of Hastings with this important effort. The
entire organization displayed openness, dedication, and a desire for continuous
improvement.
I particularly wish to thank City Administrator Dan Wietecha along with the City of
Hasting's Management Team for their help and support during the process.
Yours truly,
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TABLE OF CONTENTS
01
Transmittal Letter
Executive Summary
Strategic Plan Summary FY 2024-2027
Strategic Planning Process
Core Values
SWOT Analysis
Strategic Priority 1: Financial Resilience
Strategic Priority 2: Operational Effectiveness
Strategic Priority 3: Responsive Community Development
Strategic Priority 4: Infrastructure Sustainability
Strategic Priority 5: Strategic Communication
02
03
05
06
07
08
09
10
11
Strategic Planning Participants 12
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1
EXECUTIVE SUMMARY
1
Five
Strategic
Priorities
The Plan
FINANCIAL
RESILIENCE
From April 2023 through July 2023, the City of
Hastings engaged in a strategic planning
process. The process yielded a strategic plan
covering 2024-2027.
The planning effort began with an examination
of the operating environment, consisting of a
Strength, Weaknesses, Opportunities & Threats
(SWOT) analysis. On April 28, 2023, the City’s
leadership team held a full day strategic planning
session. They identified a set of priorities, key
outcomes, performance targets, and reviewed the
City's vision, mission, and values statements.
Based upon those priorities, the City’s
management team met on May 18, 2023, to
determine a set of strategic initiatives and begin
the process of developing detailed action plans. The
strategic priorities, key outcome indicators,
performance targets and strategic initiatives are
summarized here and on the following page.
The plan consists of five strategic priorities
— the issues of greatest importance to the
City over the next four 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.
OPERATIONAL
EFFECTIVENESS
RESPONSIVE COMMUNITY
DEVELOPMENT
INFRASTRUCTURE
SUSTAINABILITY
2
3
4
STRATEGIC
COMMUNICATION5
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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Strategic Priority Desired Outcome
STRATEGIC PLAN SUMMARY 2024-2027
City of Hastings
2
Expanded revenue base
Responsible use of
debt
Spending aligned with
growth demands
Increase in revenues by
fund
Increase in revenue sources
Debt as percentage of
General Fund revenues
Operating budget
increase
CPI annual change
Tax base growth increase
10% non-tax revenue
increase (above growth)
2024-2027
Maintain compliance with City
debt policy
Debt financing plan developed
by 12/2024
Operating budget increases
limited to CPI + growth
adjustment annually
Key Outcome
Indicator Target Strategic Initiatives
Financial
Resilience
A financially sound
organization
Operational
Effectiveness
An organization that
delivers results
Responsive
Community
Development
Development that meets
present and future needs
Infrastructure
Sustainability
Infrastructure that
supports our community
Strategic
Communication
A transparent, responsive
government
Staff capacity to meet
service demands
% of authorized staffing
levels achieved
All departments meetauthorized staffing levels by
7/2024
Improved core service
delivery
# of core processes
improved% improvement in
processes
10% improvement in each
department's core process by12/2027
Improved workforce
capabilities
% of training
requirements met
# of credentials achieved
100% of employees meet
minimum training
requirements by 12/2024
Develop recruitment plans -
all departments
Process improvement
program
Develop organizational
training plan
1.
2.
3.
Alternative revenue analysis
Asset management funding
strategy (debt financing is
within this)
Budgeting system
evaluation
1.
2.
3.
Clarity regarding
housing supply needs
Successful development
of opportunity sites
Strategic Park
investments determined
Housing units available by
demographic segment
Housing demand by
demographic segment
Block 28 completion
Block 1 completion
Investment analysis
completed
Housing supply needs for all
demographic segments
determined by 12/2026
Block 28 completed by 12/2027
Block 1 completed by 12/2027
Park strategic investment
analysis completed by 6/2024
Housing needs analysis
Opportunity site
development strategy
Complete Vets Park and
Arena projects, including
economic investment
analysis
1.
2.
3.
Improved watertreatment capacity
Successful completion
of outsdie agency
projects
Expanded asset
management capability
Completed water system
improvements
Highway 61 rebuild
targets met
WWTP construction
targets met
Asset management plan
developed
Funding options
identified
Key water system
improvements completed by
12/2027
Highway 61 completed by
6/2028
WWTP completed by 12/2028
Comprehensive asset
management plan developed
and funding strategy proposed
by 2026
Develop asset management
plan
Implement water system
expansion plan
WWTP construction plan
Highway 61 construction
plan
1.
2.
3.
4.
Improved collaborative
relationships
Improved media
communication and
relationship
Enhanced community
engagement
Partner satisfaction
rating
# of one-on-one meetingswith local media
# of reporting inaccuracies
Improvements in
external responsiveness
Increases in inquiries via
technology
>90% of partners report
improved collaborative
relationship 2024-2027
Increase in one-on-one
communications with localmedia from 2024 to 2027
Community engagement via
expanded communications
options increases 10% 2024-
2027
Comprehensive
communication Plan
Collaboration improvement
plan
Community engagement
strategy
1.
2.
3.
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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3
STRATEGIC PLANNING PROCESS
Where
we are
Where
we’re going
Strategic planning is a process that helps leaders
examine the current state of the organization,
determine a desired future state, establish priorities,
and define a set of actions to achieve specific
outcomes. The process followed by the City of Hastings
was designed to answer four key questions: (1) Where
are we now? (2) Where are we going? (3) How will we
get there? (4) What will we do? The process is divided
into a development phase and an implementation
phase. The full process is depicted below.
The strategic planning process began with a meeting of the consultant and the
City's senior staff on April 10, 2023. The meeting included a review of strategic
planning principles, discussion on the status of previous strategic plans, current
organizational challenges, and other operational issues.
The group established a timeline for the strategic planning effort, a process for
conducting a SWOT analysis, coordination of Council interviews and details
regarding implementation.
Initiating the Process:
Setting Expectations, Charting the Course
DEVELOPMENT
Scan the environment
–
Conduct internal
and external analysis
(SWOT)
–
Develop Strategic
Profile
–
Identify Strategic
Challenges
Define our Mission
–
Articulate Core
Values
–
Set a Vision
–
Establish Goals
–
Identify Key Intended
Outcomes
Develop Initiatives
–
Define Performance
Measures
–
Set Targets and
Thresholds
–
Cascade throughout
organization
Create Detailed Action
Plans
–
Establish
Accountability:
Who, What, When
–
Identify Success
Indicators
–
Provide Resources
How we'll
get there
What
we'll do
IMPLEMENTATION
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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The leadership team engaged in a review of the
current operating environment using the results
of a SWOT (Strengths, Weaknesses, Opportunities,
Threats) analysis conducted in advance of the
planning session.
Using the SWOT data, a facitlitated process yielded a set
of organizational challenges and strategic issues
confronting the City.
Based upon the challenges and issues, the leadership
group established a set of five strategic priorities. Within
each priority, a set of desired outcomes were defined,
along with key outcome indicators (KOI's), and a set of
performance targets.
To successfully address the strategic priorities, achieve
outcomes and reach the targets, the management staff,
in collaboration with the City Council, identified a set of
strategic initiatives and detailed action plans to be
implemented over the duration of the plan.
On April 28, 2023 the City Council and senior staff held a retreat to develop the strategic
plan. To address the question "Where are we now?" the group was challenged to define its
value proposition. A value proposition is how an organization chooses to deliver its services
and provide value to its customers (citizens). Three different value propositions used
across all sectors of the economy (see below). Organizations choose a primary value
proposition, then set, and meet threshold standards on the other two.
During extended discussion, it was acknowledged that value propositions and service
approaches varied by department and circumstance. It was concluded however, that
operational excellence has been foundational and
will continue to be important for operational stability.
For that reason, operational excellence was chosen
as the primary value proposition, with
customer intimacy the secondary focus.
4City of Hastings Strategic Plan FY 2024-2027 | August 2023
Operational Excellence
(example: Wal-Mart, Southwest
Airlines) Motto: They adjust to us
Product/Service Leadership
(example: Apple, Google)
Motto: They 'ooh and ah' over our
services
Customer Intimacy
(example: Nordstrom, Ritz-Carlton)
Motto: We get to know them, solve
their problems, satisfy their needs
Setting Direction:
Mission, Value Proposition, Vision, Priorities
From Challenges to Priorities
THREE VALUE PROPOSITIONS
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We Are Committed to Protect and Promote the Unique
Characteristics of Our Community, Including Its History and
Scenic Beauty.
We Will Seek to Infuse Enthusiasm in Our Daily Interactions with
Citizens, Visitors, and One Another.
ENTHUSIASM
We Will Value and Promote Participation and Interaction with
Citizens and Staff.
We Will Seek to Assure Timely and Open Communications, While
Providing Background and Context for the Decisions that Are
Made.
COMMUNICATIONS
We Recognize the Importance of Providing Timely, Courteous
and Respectful Service to the Public and One Another.
We Will Seek to Serve the Public and Other Employees in a
Constructive, Creative and Practical Manner.
OPTIMAL SERVICE
We Recognize the Value of Using All City Resources in an Efficient
and Effective Manner.
We Will Seek to Utilize City Resources to Serve The Common
Good of All.
RESPECT FOR RESOURCES
5
Our CORE Values
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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Collaboration between
Businesses/Government
Agencies/School
Districts/Residents/Staff
Update attractions: Parks &
Rec/Tourism/Arts &
Culture/Local Businesses
Create development between
Business/Residential/Tourism
Increase communication via
our brand & message
Strong Community Support
Many Businesses & Groups
want to be engaged
Staff is committed,
knowledgeable, dedicated &
work hard
Elected leaders are engaged
& competent
There is strong
communication between
Staff, Council & Community
There is a lack of money and a
weak tax base
Being behind on both long-
term and short-term
maintenance / improvements
Needing forward thinking
goals or a future plan
Lack of shared goals/direction
between Council & staff
Inadequate working
relationships at leadership
levels
6
Lack of growth in housing &
population
Attracting & retaining staff
Lack of a collective vision
Increasing service need (+
Staff to accommodate)
Lack of funding to meet
growing service needs
Mistrust of Government
Reviewing the Environment, SWOT Analysis
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 accomplished 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 results are displayed below. A link to
the entire SWOT data can be found HERE.
STRENGTHS
OPPORTUNITIES THREATS
WEAKNESSES
SWOT
Analysis
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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7
STRATEGIC PRIORITY 1
Financial
Resilience
Responsible use of debt
Spending aligned with
growth demands
Expanded revenue base
OUTCOME
OUTCOME
OUTCOME
Debt as a percentage of General Fund
revenues
Maintain compliance with City debt policy
Debt financing plan developed by 12/2024
Operating budget increases limited to CPI
+ growth adjustment annually
10% non-tax revenue increase (above
growth) 2024-2027
Operating budget increase; CPI annual
change; tax base growth increase
Increase in revenues by fund; increase in
revenue sources
TARGET
TARGET
TARGET
KEY OUTCOME INDICATOR
KEY OUTCOME INDICATOR
KEY OUTCOME INDICATOR
STRATEGIC INITIATIVES
1. Alternative revenue analysis
2. Asset management funding strategy (debt
financing is within this)
3. Budgeting system evaluation
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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8
STRATEGIC PRIORITY 2
Operational
Effectiveness
Improved core service
delivery
Improved workforce
capabilities
Staff capacity to meet service
demands
OUTCOME
OUTCOME
OUTCOME
# of core processes improved; %
improvement in processes
10% improvement in each department's
core processes by 12/2027
100% of employees meet minimum
training requirements by 12/2024
All departments meet authorized staffing
levels by 7/2024
% of training requirements met; # of
credentials achieved
% of authorized staffing levels achieved
TARGET
TARGET
TARGET
KEY OUTCOME INDICATOR
KEY OUTCOME INDICATOR
KEY OUTCOME INDICATOR
STRATEGIC INITIATIVES
1. Develop recruitment plans - all departments
2. Process improvement program
3. Develop organizational training program
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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9
STRATEGIC PRIORITY 3
Responsive
Community
Development
Successful development of
opportunity sites
Strategic Park investments
determined
Clarity regarding housing supply
needs
OUTCOME
OUTCOME
OUTCOME
Block 28 completion; block 1
completion
Block 28 completed by 12/2027
Block 1 completed by 12/2027
Park strategic investment analysis
completed by 6/2024
Housing supply needs for all demographic
segments determined by 12/2026
Investment analysis completed
Housing units available by demographic
segment; housing demand by
demographic segment
TARGET
TARGET
TARGET
KEY OUTCOME INDICATOR
KEY OUTCOME INDICATOR
KEY OUTCOME INDICATOR
STRATEGIC INITIATIVES
1. Housing need analysis
2. Opportunity site development strategy
3. Complete Vets Park and Arena
projects, including economic investment
analysis
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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Expanded asset
management capability
Improved water treatment
capacity
Successful completion of outside
agency projects Highway 61 completed by 6/2028
WWTP completed by 12/2028
Highway 61 rebuild targets met; WWTP
construction targets met
Comprehensive asset management plan
developed and funding strategy proposed by
2026
Asset management plan developed; funding
options identified
Key water system improvements completed
by 12/2027
10
Completed water system improvements
STRATEGIC PRIORITY 4
Infrastructure
Sustainability
OUTCOME
OUTCOME
OUTCOME
TARGET
TARGET
TARGET
KEY OUTCOME INDICATOR
KEY OUTCOME INDICATOR
KEY OUTCOME INDICATOR
STRATEGIC INITIATIVES
1. Develop asset management plan
2. Implement water system expansion plan
3. WWTP construction plan
4. Highway 61 construction plan
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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Enhanced community
engagement
Improved collaborative
relationships
Improved media communication
and relationship Increase in one-on-one communications with
local media from 2024 to 2027
# of one-on-one meetings with local media;
# of reporting inaccuracies
Community engagement via expanded
communications options increases 10%
2024-2027
Improvements in external responsiveness;
increases in inquiries via technology
>90% of partners report improved
collaborative relationship 2024-2027
11
Partner satisfaction rating
STRATEGIC PRIORITY 5
Strategic
Communication
OUTCOME
OUTCOME
OUTCOME
TARGET
TARGET
TARGET
KEY OUTCOME INDICATOR
KEY OUTCOME INDICATOR
KEY OUTCOME INDICATOR
STRATEGIC INITIATIVES
1. Comprehensive communication plan
2. Collaboration improvement plan
3. Community engagement strategy
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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12
STRATEGIC PLANNING PARTICIPANTS
Mary Fasbender, Mayor
Tina Folch, Councilmember
Jen Fox, Councilmember
Angie Haus, Councilmember
Lisa Leifeld, Councilmember
Trevor Lund, Councilmember
Dave Pemble, Councilmember
Dan Wietecha, City Administrator
Kelly Murtaugh, Assistant City Administrator
Chris Eitemiller, Finance Manager
John Hinzman, Community Development Director
Chris Jenkins, Parks Director
Dawn Skelly, Communications Coordinator
Ryan Stempski, Public Works Director
John Townsend, Fire Chief
David Wilske, Police Chief
Rapp Consulting Group
Craig Rapp, President
The Strategic Plan was developed with the hard work and dedication of many
individuals. The City Council led the way, taking time out of their schedules to
commit to long-term thinking. They defined a direction and a set
of outcomes that are important to the community stakeholders with whom they
partner and serve.
The City's senior staff supported the Council and offered an operations
perspective as well as ideas for continuous improvement.
CITY COUNCIL
DEPARTMENT HEADS & STAFF
CONSULTANTS
City of Hastings Strategic Plan FY 2024-2027 | August 2023
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