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Home My WebLink AboutVIII-10 Strategic Plan Quarterly Report Q2 - 2024CITY OF HASTINGS STRATEGIC PLAN REPORT 2nd Quarter 2024 VIII-10 Strategic Priority Desired Outcome 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 STRATEGIC PLAN 2024-2027 City of Hastings VIII-10 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. Legend: Data Planning Deliverables Understandingthe QuarterlyReport Initiative Status: Future Start On Track Delayed Complete VIII-10 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. City Council Workshop 5/6/2024 discussed potential impact of new fees. 50% 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 Discussed at City Council Workshop 5/6/2024 to ensure compliance with existing Debt Policy. 30% complete VIII-10 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. Employees have completed one-half of the scheduled trainings for 2024. Safety Committee work continues. 90% 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 Current/baseline staffing and potential future staffing have been identified for each department. On track to have all approved vacant positions filled by August 1, 2024. 60% complete VIII-10 Opportunity Site Development Strategy – Block 28 HEDRA discussed purchase price of 400 Vermillion Street (former Wells Fargo) Offer made to acquire 400 Vermillion Street Met with development team with potential redevelopment interest 25% complete Strategic Priority: Responsive Community Development Strategic Initiative: Opportunity Site Development Strategy Developing plans for growing business along Highway 61 and downtown includes purchasing properties. Strategic Initiative: Housing Needs Analysis Begins in 2026 Strategic Initiative: Complete Vets Park and Arena projects, including economic investment analysis. City parks and recreation amenities can drive economic growth in cities. Two parks in Hastings offer possibilities for expanded economic impact. Vets Park project delayed: Stakeholder visioning paused pending update/extension of long- term land lease 50% complete Opportunity Site Development Strategy – Block 1 Lift station to be placed on a portion of the site Awaiting impact of the lift station on site development 15% complete VIII-10 Design work for WTP 1 on schedule to complete late summer 2024. 6/17/2024 City Council directed to put WTP 1 for bids in early 2025. 35% 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. Preliminary plan complete for conveyance project. Project delayed. MCES reviewing feasibility of instead conveying flow from Hastings to Empire Wastewater Treatment Facility. 25% complete Strategic Initiative: Highway 61 Construction Plan MnDot and the City of Hastings will reconstruct Highway 61 through Hastings, beginning in 2027 to accommodate growing traffic and development. Continued to meet with business owners along the corridor. Continued pursuing grant opportunities. MNDOT anticipating RFP for preliminary design next quarter. 25% complete VIII-10 Gathered and analyzed metrics for all communication channels. Drafted comprehensive communications plan and added some items from the community engagement strategy initiative. Presented plan to Management Team for review and feedback. 60% 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. Added items to the Strategic Communications Plan. Waiting on Strategic Communications Plan approval/adoption to decide whether to combine these two initiatives or keep separate. 20% complete VIII-10