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Home My WebLink AboutVIII-06 Approve Strategic Plan Report - 3rd Quarter - 2025CITY OF HASTINGS STRATEGIC PLAN REPORT 3rd Quarter 2025 VIII-06 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 meet authorized staffing levels by 7/2024 Improved core service delivery # of core processes improved % improvement in processes 10% improvement in each department's core process by 12/2027 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 water treatment 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 meetings with 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 local media from 2024 to 2027 Community engagement via expanded communicationsoptions 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 SUMMARY 2024-2027 City of Hastings VIII-06 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-06 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. A number of non-tax revenue sources were explored with the City Council. The Council approved increasing park dedication fees with annual increases through 2027. The city has applied for and received grant funding. The city has re-allocated some costs from tax levy to utility rates. 100% 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. The city annually reviews its debt service for compliance with financial policies. Debt service levy is currently 10.9% of property tax levy (policy limit is 20%). 100% complete VIII-06 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. Employees have completed 100 percent of scheduled trainings for 2024. Safety Committee received 2025 funding for OSHA- required materials for city buildings. 100% 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. All approved vacant positions remain filled. Recruitment plans for 2025 anticipated staffing needs in place. 100% complete VIII-06 Opportunity Site Development Strategy – Block 28 Phase 1 investigation completed. Contracting for Phase 2 investigation and RAP 95% 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 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 proposed lease amendment (hours, rules, insurance) on CC agenda 10/20 The Arena project is 100% complete. 70% complete Opportunity Site Development Strategy – Block 1 Delayed due to MCES Wastewater Treatment Project 15% complete A housing needs assessment has been conducted by Bowen National Research and was presented to the City Council on April 21st. Clarify housing supply needs by demographic. 100% complete VIII-06 Bid Central WTP as two projects: raw water mains and Central WTP Approved finance package for Central WTP $15.1M 3M Settlement, $5M Emerging Contaminants Grant, $5M PFA Loan, and $1.2M Design Grant Mobilization and construction of Central WTP started Sept. 2025 Budget planning for Eastern WTP for construction in summer of 2026 50% completed. Strategic Priority: Infrastructure Sustainability Strategic Initiative: Implement Water System Expansion Plan The city needs to design and build three water treatment plants (WTP) to mitigate PFAS. Strategic Initiative: Wastewater Treatment Plant Construction Plan Met Council Environmental Services seeks to move the current Wastewater Treatment Plant from downtown in order to more effectively serve the development of the southeast metro. MCES Lift Station Siting Study for alternatives to meet City needs 2030- 2040, pending final WWRF Strategic Initiative: Highway 61 Construction Plan MnDot and the City of Hastings will reconstruct Highway 61 through Hastings, beginning in 2028 to accommodate growing traffic and development. MnDOT to do highway design with Alliant for augmented work. Proposal pending from WSB for City utility design and project management Business meeting scheduled for 10/29 Public engagement meeting TBD (Nov) 25% complete VIII-06 Presented Strategic Communications plan to departments for review and feedback. 100% 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: 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. Sitemap completed. Department training for writing style and format Draft content updates completed. 35% complete. Initiatives Completed: Financial Resilence: Alternative Revenue Analysis; Asset Management Funding Strategy Operational Effectiveness: Develop Organizational Training Plan; Develop Recruitment Plans for All Departments Responsive Community Development: Housing Needs Analysis Strategic Communication: Comprehensive Communications Plan Initiatives to Consider During Winter Retreat: Financial Resilience: Budgeting System Evaluation Operational Effectiveness: Process Improvement Program Infrastructure Sustainability: Develop Asset Management Plan Strategic Communication: Develop a Collaboration Improvement Plan VIII-06