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Home My WebLink AboutX-E-02 Strategic Plan Quarterly Report City Council Memorandum To: Mayor Fasbender & City Councilmembers From: City Administrator Dan Wietecha Date: February 5, 2024 Item: Strategic Plan Quarterly Report Council Action Requested: Information only, non-action item. Background Information: In September 2023, the City Council adopted the 2024-2027 Strategic Plan. With the new plan, staff has begun utilizing MS Project as the platform for tracking progress on the strategic initiatives. We present an updated reporting format to be clear and readable. It indicates progress toward strategic priorities and initiatives, upcoming initiatives, and any difficulties that we may have encountered. As in the past, we will report progress to the City Council quarterly, as well as post publicly on the City website. We will schedule a City Council workshop (likely in April, ahead of the next budget cycle) for a more in- depth discussion about the Strategic Plan. Financial Impact: Not applicable Commission Discussion: Administration Committee (Leifeld*, Haus, Pemble) reviewed the format of the report 1/29/2024 Attachments: City of Hastings Strategic Plan Report – 4th Quarter 2023 X-E-02 CITY OF HASTINGS STRATEGIC PLAN REPORT 4th Quarter 2023 X-E-02 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 1 1 • • • •• • • •• • •• • • • • • • • • • •••• •• • • • • • • • • •• • • • •• X-E-02 Reference Page 2 for the full plan summary. Progress toward strategic priorities and initiatives will be reported quarterly. Internal plan timelines will not require movement in all areas each quarter. A timeline will be presented for the following quarter or years. Legend: Data Planning Deliverables Understandingthe QuarterlyReport Initiative Status: Future Start On Track Delayed Complete X-E-02 Q4 2023 Laying theFoundation A new three-year Strategic Plan was adopted by the City Council in September of 2023. In Q4 2023, staff laid the foundation for executing the 2024-2027 plan. Finalized goals/objectives. identified action plans and timelines to meet strategic initiatives. Began preparations for data collection. Already realized some action item progress. SUMMARY NARRATIVE X-E-02 Strategic Priority: Financial Resilience Strategic Initiative: Alternative Revenue Analysis Identifying potential non-tax revenue sources may allow the city to minimize dependence on the tax levy. Researched and identified non-tax revenue options and assessed potential revenue sources’ viability. Calculated how much revenue could be generated from some of the identified sources. 40% complete Strategic Initiative: Asset Management Funding Strategy Developing a solid asset management funding strategy will allow the city to do long- range planning for funding capital equipment and capital improvement projects. Strategic Initiative: Budgeting System Evaluation Begins in 2025 In the process of reviewing the City’s debt policy. 20% complete X-E-02 Strategic Priority: Operational Effectiveness Strategic Initiative: Develop Organizational Training Plan Important staff training and reporting have been decentralized and lack organizational consistency. The objective is to develop a centralized organizational training plan and tracking for all employees to ensure consistency and compliance. Identified critical training targets for all employees. Developed training plan and annual training schedule. 50% complete Strategic Initiative: Develop Recruitment Plans for all Departments Filling staff vacancies has become more challenging and hiring tends to be reactive. Developing recruitment plans that can be deployed as needs arise through attrition or expansion will enable the City to be more effective in the hiring process. Strategic Initiative: Process Improvement Program Begins in 2025 Personnel baselines have been identified for each department. 25% complete PLAN X-E-02 D e v e l o p e d f u n d i n g s o u r c e s a n d /o r a c q u i r e d p r o p e r t i e s a t 4 t h a n d V e r m i l l i o n S t r e e t s a n d n o r t h o f A r t s p a c e d o w n t o w n . 1 5 % c o m p l e t e S t r a t e g i c P r i o r i t y : R e s p o n s i v e C o m m u n i t y D e v e l o p m e n t S t r a t e g i c I n i t i a t i v e : O p p o r t u n i t y S i t e D e v e l o p m e n t S t r a t e g y D e v e l o p i n g p l a n s f o r g r o w i n g b u s i n e s s a l o n g H i g h w a y 6 1 a n d d o w n t o w n i n c l u d e s p u r c h a s i n g p r o p e r t i e s . S t r a t e g i c I n i t i a t i v e : H o u s i n g N e e d s A n a l y s i s B e g i n s i n 2 0 2 6 S t r a t e g i c I n i t i a t i v e : C o m p l e t e V e t s P a r k a n d A r e n a p r o j e c t s , i n c l u d i n g e c o n o m i c i n v e s t m e n t a n a l y s i s . C i t y p a r k s a n d r e c r e a t i o n a m e n i t i e s c a n d r i v e e c o n o m i c g r o w t h i n c i t i e s . T w o p a r k s i n H a s t i n g s o f f e r p o s s i b i l i t i e s f o r e x p a n d e d e c o n o m i c i m p a c t . C o m p l e t e d b i d d i n g p r o c e s s f o r t h e V e t s P a r k p l a n n i n g p r o j e c t . C o m p l e t e d A r e n a r e n o v a t i o n p l a n , s t a k e h o l d e r a n a l y s i s a n d p r o j e c t c o s t e s t i m a t e s . 5 0 % c o m p l e t e X- E - 0 2 Received $3 million in design funding for the treatment plants. Searches for additional funding continue. 25% complete Strategic Priority: Infrastructure Sustainability Strategic Initiative: Implement Water System Expansion Plan The city needs to design and build three water treatment plants to mitigate PFAS. Strategic Initiative: Develop Asset Management Plan Begins in late 2024 Strategic Initiative: Wastewater Treatment Plant Construction Plan Met Council Environmental Services plans to move the current Wastewater Treatment Plant from downtown to the border with Ravenna Township in order to more effectively serve the development of the southeast metro. Project design meetings underway. 10% complete Strategic Initiative: Highway 61 Construction Plan MnDot and the City of Hastings will reconstruct Highway 61 through Hastings, beginning in 2026 to accommodate growing traffic and development. Coordinated funding requests continue. The City recently was awarded $2.7 million for the project. A study has been ongoing with stakeholders and will conclude soon. 10% complete X-E-02 Identified Data Collection Needs surveys on communication tools Drafted Comprehensive Communication Plan 50% complete Strategic Priority: Strategic Communication Strategic Initiative: Comprehensive Communication Plan A transparent, responsive government helps build trust wtih our stakeholders and allows us to meet their preferences for communications. A comprehensive plan takes all audiences and tools into account and presents a cohesive brand. Strategic Initiative: Develop a Collaboration Improvement Plan Begins in 2024 Strategic Initiative: Community Engagement Strategy Technology enhancements allow organizations to engage in two-way communications with their diverse audiences/customers. A strategy to use the most effective communications platforms is essential to driving community engagement. Identified current tools and technologies. Developed plans for enhancing web accessibility and electronic communications. Conversions, upgrades underway. 10% complete CityHall Hours:8:00a-m.to4:30p.m.Pnone:831-480-2350 Fan*31-437-7012AcOwtcngMnn.gov Rivertown Summer isontheway *seeinsiaeforHastingsFamiyAquaticsCenterfeesananours.ascneauleofsummerprogrammingatLeveePart,atniericleaguesanamore!PartyintnePortnappensJune6atLeveeParc. 6S1-S87-4867 Joinus:PoliceWeekOpenHouseTuesday.May16 5:C0to700p.m..HastingsPoliceDepartmentinfrontoftheHPOofficesonSiblevStreet. X-E-02