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HomeMy WebLinkAbout20210721 - CC Workshop Packet ETHICAL LEADERS INACTION MEMORANDUM TO: Hastings Mayor and City Council CC: Dan Wietecha, City Administrator James Fischer, Ethical Leaders in Action FROM: Chad Weinstein, Ethical Leaders in Action DATE: July 18, 2021 RE: Staff Input to Guidelines for Council Staff Interactions In our final working session on July 21, we will frame a set of written principles intended to promote effective communication and collaboration between Hastings Council and staff. Council met in a working session last week to discuss their perspectives on Council-staff interactions. Based on that meeting,the following is a proposed set of guiding principles from the perspective of Council members (including the Mayor). Statement of Council Perspective on Council-Staff Interaction The Hastings City Council relies on staff to deliver virtually all aspects of City Services,to faithfully execute the strategic directives established by Council action, and to provide sound information and professional expertise to inform Council decision-making. Elected officials respect City staff members' expertise, hard work, and commitment to public service. Effective Council-Staff interaction must also be characterized by mutual trust that is maintained through effective communication, collaboration, and timely problem-solving when necessary. Both elected and appointed leaders play distinct roles in serving the public. All parties are able to be effective when leaders function within their roles and trust their fellow leaders to do the same. In that spirit, Council members propose the following principles intended to promote more effective Council-staff interactions in service to the City: • Demonstrate flawless respect in interactions between Council and Staff. This goes beyond the formalities prescribed by decorum to include thoughtful listening and due attention to the concerns of Council members. Council members will extend this same level of respect to staff; Council questions or assertions should not be interpreted as challenges to the expertise or motives of staff members. Council members can and should research their positions and raise questions relevant to governance and policy; information-seeking and honest discussion are often necessary features of effective decision-making. • Communicate thoroughly and proactively. Council members naturally want time to research and reflect on upcoming decisions. We ask that Council and staff work together to provide as much notice of upcoming topics for discussion as circumstances allow. We understand that the timeline for Council packet distribution is necessarily tight;when upcoming topics are known in advance,we ask that staff provide as much advanced notice and information as possible. P.O. Box 14714 Minneapolis, MN 55414 www.ethinact.com Further, individual Council members have different needs for information and advice at different times. Council members appreciate when staff members strive to meet their individual needs, in ways that also reflect fairness to all officials. • Partner to serve and engage with community members. Council members are community leaders who engage with various groups and may advocate for constituents at a policy level. Constituents also reach out to elected officials for assistance with issues that are must be addressed primarily by staff. Even in these instances, Council members must be informed on the status of issue resolution and maywish to remain in communication with community members in partnership with staff, without interfering with staff members' efforts. • Work together to improve the effectiveness and efficiency of Council processes. Proposed strategic initiatives include improvements to Council-staff communication. Among the outcomes of these improvements should be clarification of matters brought before Council. Some matters are presented to inform Council,some to seek general direction from Council, and some matters require specific action. Council seeks a higher level of clarity concerning the categories of topics brought before Council. Another broader process improvement that Council members wish to explore includes greater use of the committee structure to explore and make recommendations on complex issues. This may require staff support for committee deliberation. It will also require that Council members trust the work of the committees to avoid repeating committee deliberation as a full Council. Conclusion: Next Steps This document will be submitted alongside the companion version of guidelines prepared by City Staff. In our meeting on July 21, we will discuss the similarities and differences between these documents, and will consider whether to update the current protocol established to guide Council-staff interaction. 2 ETHICAL LEADERS FACTION MEMORANDUM TO: Hastings Mayor and City Council Hastings Senior Staff Members FROM: James Fischer and Chad Weinstein, Ethical Leaders in Action DATE: July 18, 2021 RE: Staff Input to Guidelines for Council Staff Interactions During the first meeting of the 2021 Strategy Retreat, staff and council broke out into separate groups to generate proposed principles that would optimize council-staff interaction. The following reflects the facilitators' interpretation of output from the staff breakout session, as refined with further input from a senior staff working session following that meeting. An earlier—and virtually identical —version of this document was previously shared with Council and staff. Staff Perspective on Council-Staff Interaction Staff supports the existing Rules of Procedure/Decorum Guidelines adopted by council in 2018 and considers that document to be a useful basis for maintaining constructive, effective council-staff collaboration. The Rules of Procedure/Decorum Guidelines establish clear expectations for council members and staff members, such as measured decorum, preparation for meetings, and adherence to the agenda during public meetings. The Hastings city staff consistently strives to honor Council's priorities, respond to daily events, make progress toward strategic goals, meet regulatory requirements (such as reports), and contain costs. Unfortunately, there are only so many hours in a week; unplanned requirements and non-emergency requests from individual council members make it harder for senior staff members to manage their responsibilities, remain responsive to citizens,and meet emergency challenges that arise. In that spirit, senior staff members wish to propose the following principles,consistent with the 2018 document. Consistent adherence to these principles will promote more effective council-staff interactions in service to the City: • Remain faithful to the Council's established strategic priorities. The process we are engaged in is intended to create clarity and shared accountability for progress. In the future, please evaluate and prioritize future ideas for City action in light of the strategic direction you have established as a Council. • As you prepare for council meetings,staff can help. All Council and Senior Staff members strive for efficient,well-organized meetings. If questions arise while reviewing preparatory materials, please reach out to senior staff as early as possible so we can help. • Treat all staff as professionals. Clear, honest communication that respects the abilities, experience, and dignity of each individual is expected. As with your Council colleagues, practice civility and respect in all interactions with City staff. P.O. Box 14714 Minneapolis, MN 55414 www.ethinact.com • Never publicly criticize an individual employee. All critical comments about staff performance should only be made to the City Administrator through private correspondence or conversation. • Staff members want to support council and be responsive to the community. Please help staff do so by observing the following guidelines: o Make information requests through the City Administrator or to department heads with the City Administrator copied. Please give staff as much lead time as possible to respond to requests for information. o While staff is open to ideas and suggestions,take care not to give work direction directly to staff members. At times, statements from council members in meetings may be interpreted as intended work direction. Action by the full council is generally required to direct staff to act, under the direction of the City Administrator. o Where appropriate, refer residents to the standard resources or processes that enable staff to respond to their needs or concerns consistently and efficiently. Conclusion: Next Steps This document will be submitted alongside the companion version of guidelines prepared to articulate the perspectives of the City Council. In our meeting on July 21, we will discuss the similarities and differences between these documents,and will consider whether to update the current protocol established to guide Council-staff interaction. 2 Draft DEI Initiative For Council Consideration July 18, 2021 This draft initiative was prepared by staff for Council consideration. It is separate from the strategic plan draft because it has not been through the same process of council input as the initiatives in that plan, but can be integrated into the plan at the direction of council. This strategic initiative is intended to enhance diversity, equity, and inclusion in the composition and operation of City staff, in the population of people participating in civic life and government, and in the broader demographics and experiences of our community. It consists of a set of efforts to: • Create a workplace culture that prioritizes equity and inclusion. • Engage more people who are not often heard. • Increase the experience of Hastings as welcoming for all. Each is described below. Create a Workplace Culture that Prioritizes Equity and Inclusion • Increase diversity in hiring. o Emphasize DEI in recruitment materials. o Eliminate criminal conviction question from application form. For fire and police applicants, move this to a separate supplemental question. o Advertise open positions through organizations and sites focused on inclusion and equity,and those targeting more diverse audiences. o Develop interview questions through the lens of DEI. • Increase DEI training for City staff and officials. o Several years ago,all City supervisory employees attended bias awareness training. With a number of new employees in these roles,this training should be repeated. o GARE has said that its foundational training will be available again in September 2021. This training should be offered to elected officials. o Create city-wide training and development program, ensuring equity and inclusion related trainings are included. Training would focus on topics common to all employees, recognizing that some departments have existing extensive training programs. • Increase retention of employees. o Create an internal staff team from all departments and employee levels to build the knowledge and skills necessary to work toward equity and inclusion throughout the organization. o Conduct barrier analysis and equity lens review when updating Employee Handbook and other operational policies. o Include DEI in employee engagement survey. o Ensure pay equity compliance in compensation/classification study. o Include DEI in employee goals and applied learning, particularly for supervisory employees. o Include DEI in employee exit interviews. • Add a "Strategic Plan"section to City memo template.This would be used to note a recommendation's relation to any City plans/priorities including DEI. Draft DEI Initiative Page 1 Engage More People Who Are Not Often Heard • Eliminate "how long have you lived in Hastings" question from commission application form. • Advertise commission vacancies to THRIVE and IDEA. • In development of Strategic Communications Plan (see separate initiative),assess and build strategy for reaching under-represented populations. • Solicit feedback(surveys,focus groups, listening sessions)from under-represented populations. • Create citizens advisory commission to advise DEI concerns for the City both as an organization and as a community.This may be either an ad hoc or an ongoing commission. • Ensure public input on City plans (e.g., Comp Plan, People Movement,Vermillion Corridor) includes a diverse representation of the community. • Include demographic data in future community surveys in order to gauge experiences of diverse populations. Increase Experience of Hastings as Welcoming for All • Continue to engage strategic partnerships through THRIVE, IDEA, and other community organizations. • Offer income-based scholarships for residents to participate in THRIVE leadership training. • Create "I am Hastings"campaign to showcase many diverse perspectives in the community. • Increase public art,culture, and history projects with a focus on diverse communities. o Mural. o Plaque to memorialize Brown's Chapel. o George Daniels exhibit at LeDuc. Draft DEI Initiative Page 2 Statement of Strategic Direction 2021-2022 Working Draft Submitted for Completion in partnership with City staff July 13, 2021 Ethical Leaders in Action,Inc. www.ethinact.com DRAFT—City of Hastings 2021-2022 Strategy Page 2 Introduction In early 2020,the Hastings City Council and Staff launched a process aimed at establishing a set of strategic priorities and initiatives for short-and medium-term implementation. That process was interrupted by the City's response to the COVI D pandemic and re-launched in early 2021. For the last several months Hastings City Council and Staff have met in a series of working sessions to establish a clear set of strategic priorities and initiatives for the remainder of this year and the following year(2021-2022). This document presents the results of that process. This is an interim strategy document. It is intended to articulate a set of initiatives that reflect the Council's defined set of strategic priorities,and then to serve as a mechanism for tracking progress toward implementation of those initiatives. As a working document,it will also serve to capture ideas presented by council members or staff for future consideration,and will provide an agreed-upon portfolio of initiatives and projects against which new ideas can be evaluated. This condensed,facilitated process was not intended to replace a full strategic planning process. Such a process would include an in-depth analysis of the City's strategic situation and landscape,and would incorporate direct input from Hastings residents,businesses,organizations,and other stakeholders. Rather, our aim was to bring elected and appointed leaders together to reflect,discuss,and ultimately articulate a shared direction for a limited period of time,in advance of such a strategic planning process. Input was provided by council and staff through both interviews and facilitated discussions. That input was also informed by recent community surveys. The document consists of the following sections: • This Introduction,describing the contents and intended use of this strategy document. • Strategic Priorities and Initiatives,articulating the Council's strategic priorities and the planned initiatives aimed at pursuing those priorities. • Topics for Future Consideration,which captures concepts presented by council members that did not rise to the first set of initiatives,but which are captured for future consideration. This list may change or grow over time. • Additional City Initiatives and Efforts,which provides a context for the planned initiatives. The City is already committed to multiple current and planned efforts of various sizes and durations. Many of these efforts are also strategic in scope,and many are consistent with the strategic priorities set forth in this document. • Initiative Objectives and Timelines,which provides further description of the implementation plans for each initiative,which are of course at a preliminary stage. While this document is presented as complete,it is intended to be a draft that will be revised based on input from Council in our final working session on July 21,2021. It is presented in its current form is order to obtain input based on the current best efforts of staff and facilitators. Following that session,a final document will be compiled for Council adoption. That document will then become a living record of implementation and strategic decision-making. When new potential priorities or needs arise,they are to be considered in light of the strategic priorities and initiatives that are agreed upon and underway. When new concepts are presented for consideration,they may be captured in the future version of this document,in what is sometimes called"a parking lot." As work is completed,Council may choose to draw concepts from DRAFT–City of Hastings 2021-2022 Strategy Page 3 that parking lot or propose new ideas. Ultimately,the ongoing results of this process will be replaced(or updated)by a full strategic planning process. Table of Contents Introduction.................................................................................................................................................. Strategic Priorities and Initiatives................................................................................................................5 StrategicPriorities...................................................................................................................................5 Initiative 1: Multi-Year Financial Model...................................................................................................6 Initiative 2:Strategic Communications Plan.............................................................................................8 Initiative 3:Tourism Funding.................................................................................................................1 og Initiative 4:Parks and Publics ace Beautification................................................................................12 44 Initiative 5:Vermillion Street Corridor Plan..........................................................................................13 Initiative 6:Lake Rebecca Lake Isabel Parks Renovations...................................................................1444 Initiative 7:Downtown Special Service District.....................................................................................15 44 A Strategic Commitment to Diversity,Equity and Inclusion..................................................................16 Future Topics for Consideration...............................................................................................................17 44 Additional City Initiatives and Efforts.......................................................................................................19 Initiatives Timelines and Objectives.........................................................................................................22-2-- Multi-Year Financial Model..................................................................................................................22-2-- Strategic 2Strate is Communications Plan...........................................................................................................23 Tourism Funding..................................................................................................................................24 -24 Parks and Public Space Beautification..................................................................................................25-24 Vermillion Street Corridor Plan............................................................................................................26 Lake Rebecca Lake Isabel Parks Renovations.....................................................................................27 Downtown Special Service District.......................................................................................................28 Conclusion...............................................................................................................................................29 Error!Hyperlink reference not valid.latFAd'GtiAR ............................Error!Bookmark not defined. 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Strategic Priorities The priorities are essentially categories for focused and continuous improvement: • People,Processes,Infrastructure and Finance • Community Image and Public Engagement • Parks and Public Spaces • Housing and Economic Development Each is described as follows. People,Processes,Infrastructure,and Finance Cities grow stronger through continuous improvement. This includes developing and improving management processes and leadership teams,and pursing a shared strategic direction established through this planning process. Our staff teams can become more diverse and inclusive,reflective of Hastings. The City can develop better planning and financial management tools to guide governance and to assure fiscal sustainability. Through these means we can promote excellent public stewardship of resources along with excellent services. Community Image and Public Engagement Hastings is a fantastic City. We can continue to improve how we tell our story,and how we build relationships that contribute to community vitality. This includes everything from stimulating business and tourism to stimulating participation in City government,especially among members of underrepresented communities. It also includes the City being a trusted,primary source for immediate and accurate information about City events and civic issues. Parks and Public Spaces Public impressions of Hastings are influenced in part by people's experience of our public spaces,including the parks that area source of community pride. This justifies continued investment in the appearance and day-to-day maintenance of parks and other public spaces,and in projects to improve selected City spaces and amenities. Pursuing this priority may include renovation,expansion,development of new parks or amenities,and/or consolidation of some facilities. It may also include broader initiatives such as the Vermillion Street Corridor project. Housing and Economic Development Our continued success as a City requires that the public and private sector work together to assure that those who want to live in Hastings find attractive housing options here. Long-range vitality may also hinge on maintaining and creating good jobs within the community. Listening to the needs and wishes of the community,the City of Hastings supports balanced growth and economically sustainable municipal operations. DRAFT—City of Hastings 2021-2022 Strategy Page 6 From Priorities to Initiatives In a sense,these strategic priorities are categories that each encompass a broad range of potential goals. Each of the strategic initiatives presented below aims to achieve goals associated with at least one of these strategic priorities: Strategic Priority Initiative People,Processes,Infrastructure,and Finance 1. Multi-Year Financial Model Community Image and Public Engagement 2. Strategic Communications Plan 3. Tourism Funding Parks and Public Spaces 4. Parks and Public Space Beautification 5. Vermillion Street Corridor Plan 6. Lake Rebecca/Lake Isabel Parks Renovations Housing and Economic Development 7. Downtown Special Service District The benefits of most initiatives will extpRt extend beyond the above specific priorities,as well. Initiative 1: Multi-Year Financial Model Create a multi-year operational financial model encompassing projected expenses,investments,and revenue streams. Strategic Priority:People,Processes,Infrastructure,and Finance. A multi-year financial model provides organizations with a tool for planning beyond the next fiscal year. The biggest benefits are to help avoid investments that are not sustainable,and to spread larger expenses across multiple years where possible. An example of larger expenses would be capital equipment or capital projects. Building this model as a management tool begins with the most recent adopted budget. We will back out any one-time items that were included in this budget. From there,we will use inflationary increases for out years to project these ongoing expenses. Salary and fringe costs,and health insurance are cost categories that will continue to increase annually. A realistic model will also reflect inflationary increases for other operating costs,such as motor fuel,electricity,etc. Any known or planned expenses,such as capital or debt issuances can be added in the year planned(or desired). For example,the model may reflect the purchase of a fire engine in year two,and an ambulance in year five. These would be one-time capital costs that we add for the appropriate year and would be removed the following year. Revenues and expenses are to be categorized when entered into the model. We will have major categories such as salaries,fringes,services,debt,capital,etc. Within these major categories we can also include more detailed expenses,such as health insurance within the fringe costs. In future years,we may add specific items,like the aforementioned fire engine,and capture that cost in a Capital category. An inflationary increase for revenues must also be included in this plan. Some items,such as local government aid(LGA),that are dependent on legislative approval,would not be consistent and predictable. In these cases,we will update the funding level every two years,after the state adopts the funding levels for DRAFT—City of Hastings 2021-2022 Strategy Page 7 the coming biennium. Once all the data is entered for five years,we can develop various tables and graphs to show our projected financing and spending for the coming five years. There will undoubtedly be a gap between expected revenues and spending. By staying current with looming operating,debt,and capital needs,the City will be better able to plan for the future,while remaining fully aware of at least most fiscal pressures. Planning should include revenues. One possibility would be levying for large capital needs over a period of years both to save for the coming expenses and to avoid steep levy increases. Another benefit of a revenue plan would be that it allows departments to plan for available grant applications as a funding mechanism for projects such as Park renovations. The Finance Department will have the lead role in developing this model;however,all departments will contribute to building it,and all departments will use it. Finally,a multi-year,city-wide planning model will help elected officials avoid making decisions"in a vacuum." For instance,public safety will always be a priority,so those needs cannot simply be set aside while considering options for programs or capital purchases in other areas of the City's operations. Usually, decisions require not funding some items in order to fund others. These decisions typically come down to a judgement concerning priorities. This tool will provide officials with a complete picture of fiscal pressures and will allow for informed discussions during each year's budget process,with the expectation of keeping the City's finances on a sustainable path,while funding agreed-upon priorities for our community. DRAFT—City of Hastings 2021-2022 Strategy Page 8 Initiative 2:Strategic Communications Plan Engage Council and Staff in a strategic communication planning process. Strategic Priority:Community Image and Public Engagement The purpose of a Strategic Communication Plan is to address measurable objectives for Citywide strategic communication that helps support and build the city's communications infrastructure and which better shares the City's story with its various stakeholders. That infrastructure,in turn,will enable the City to achieve numerous other objectives,from disseminating accurate information in emergencies to promoting economic development and community vitality. The City s capacity to share its story with stakeholders likewise serves multiple purposes,from community economic development to connecting with underserved or underrepresented populations in the City. The Strategic Communications Planinclude the following aspects: • Defining and building the Citydstory,beyond its visual identity system,to include defining the city's stGry @Rd key messages for various audiences.This entails identifying important community history and assets to be highlighted,and defining strategic communications goals,target audiences, key messages,means and tactics,necessary funding,and other resources to fulfill the plan. This iaeandiRg-story-telling effort will equip city staff,council,and community leaders with messages to develop a shared understanding of what defines Hastings,so they can better serve as ambassadors for the city. Depending on the scope of audiences involved in b4:@ tort/development,a marketing consultant with experience in diversity and inclusion could be hired to facilitate focus groups and research. Whether developed internally or with an external resource,the strategic communications plan would include identifying the best methods and tactics to tell the Hastings story to diverse audiences. • An internal communications strategy that fosters effective Staff and Council interaction and information sharing will help enable the effectiveness of the external communications strategy.To achieve this goal,the staff proposes regular council workshops to update elected officials on departmental operations.Progress updates toward strategic goals will also be reported regularly. Communication processes will also include annual reports,quarterly updates,and other practical tools such as talking points,fact sheets or executive summaries on key plans and initiatives. Together these resources will provide the Council with up-to-date information to enable council members to inform and educate constituents on city operations. All departments will wt;F„ ith the 9rdiA@t9F W GF@ft messages Ra rn strive for content that uses plain, consistent language totha •y 'a�equip Council ambassadors. • Assessing and building an external communications strategy that defines appropriate tools and tactics for effectively reaching the City's many stakeholder groups,including diverse audiences. Goals for this aspect of the strategy include increasing the diversity of those engaged with the City, e.g.,on commissions and committees. DRAFT—City of Hastings 2021-2022 Strategy Page 9 • Assessing and building an emergency management/crisis communications plan that includes defining a Public Information Officer(PIO)for the City.This project will develop an emergency information plan that alerts,informs,and updates the maximum number of citizens when critical events occur. The plan will include measurable objectives and timelines,as well as appendices that outline the City's website and social media plans and policies,overall content strategies and editorial calendar,and media relations policy.The plan will also include processes and procedures that support a vital strategic communications function and clearly define roles and responsibilities,as well as levels of authority and decision-making. DRAFT—City of Hastings 2021-2022 Strategy Page 10 Initiative 3:Tourism Funding Find new funding streams to stimulate tourism in partnership with Tourism Bureau/Chamber of Commerce. Strategic Priority:Community Image and Public Engagement. Background—Promoting Tourism in Hastings For over 20 years,the City and Chamber of Commerce have partnered to fund a Tourism Bureau for the purposes of marketing and promoting Hastings as a tourist destination.This partnership is permitted under State Statute 469.190 and also permits the City to impose a 3%lodging tax to fund these efforts.As required under the statute,95%of the gross proceeds received from the lodging tax go to support the Tourism Bureau;the amount is approximately$56,000. There are three categories of action items for this initiative:Alternative Revenue Sources,Leverage Partnerships,and Maximize Return on Investment.In general,progress should be able to proceed in each of these areas within 3 to 6 months;beyond this time frame should be for ongoing efforts. Alternate Revenue Sources The number one action item is to research how other municipalities support tourism and the revenues they use.This research may be through Explore Minnesota,University of Minnesota Extension,League of Minnesota Cities,or other organizations.Whatever revenue options might be considered,fundraising should not take staff time away from tourism promotion. A few potential sources might be: • ARPA—One of the stated eligible uses of the recent American Recovery Plan Act funding is support for the hospitality and tourism industry(though details in the eligibility guidelines may change).At this time,the City has not determined specific uses of the funds,but there seems to be general consensus to focus on City projects first.This is one-time money,so any use should be for one-time projects,not ongoing initiatives. • Pull tabs—City Code 110.17 regulates lawful gambling in Hastings(also see Minnesota Statutes, Chapter 349).Hastings currently has 11 approved premises permits for pull tabs;several of which are for organizations located outside of Hastings.Under the ordinance,a licensee must spend at least 50%of proceeds within Hastings or adjacent townships(local market area).Two specific action items are to review and update the ordinance itself and for the Hastings Tourism Bureau to seek a license for its own revenue. • Raffle Packages—Staycation travel packages(Family Friendly,Golf,Date Night,etc.)could include purchased services(hotel,dinner,activity,gift cards)from local businesses and then raffled off ($250 package with 100 tickets at$10 each would net$750).This would both support local business and earn profit.Ticket sales could be focused during events such as Rivertown Days or Rotary Concert when many out-of-town visitors are here.If possible,email addresses(lead generation) should be collected as part of the ticket sales. DRAFT—City of Hastings 2021-2022 Strategy Page 11 Leverage Partnerships Aside from direct money,there may be existing marketing or communications that could be utilized to support Hastings tourism.For example: • Trade Shows—The Chamber could inquire of its members about opportunities to piggyback on their marketing efforts.For example,if the Confluence is attending a bridal show to advertise its venue,it could also distribute a general Hastings tourism brochure. • City of Hastings—The City can continue to support tourism-related efforts by using its communications channels to help promote City assets and amenities,such as promoting day trip ideas using the City's kiosks,or social media to promote joint initiatives like the Eagle Watch Bike Tour and Rivertown Days.The Strategic Communications Plan(see separate initiative)will outline these types of ideas and others in collaboration with feedback from the Tourism Bureau. #ams • Tourist In Your Own Town—Lansing,MI,annually had a Tourist In Your Own Town catered to locals with a"passport"advertising attractions,events,and special rates for one week and generated a lot of free media publicity.This type of event(which would take a lot of staff time)could be replicated with Chamber partners across Dakota County or East Metro. Maximize Return on Investment Aside from simply looking at more money,this initiative should also examine getting the greatest value for the dollars spent on tourism.The City will work with the Tourism Bureau to explore ideas,partnershipsand marketing effectiveness with the goal of using our mutual resources and skills to showcase Hastings. • Send Chamber/Tourism staff to Explore Minnesota annual conference in February/March in order to network and learn from peers and industry professionals. • Utilize free resources such as press releases,online event calendars,or online ratings(Yelp,Trip Advisor). • Lead generation to build email database for future marketing. • After using resources such as Explore Minnesota or Extension,consider hiring a tourism consultant to help develop new revenue sources or to maximize the effectiveness of our marketing efforts. DRAFT—City of Hastings 2021-2022 Strategy Page 12 Initiative 4: Parks and Public Space Beautification Improved beautification and maintenance of parks and public spaces. Strategic Priority:Parks and Public Spaces. This initiative is proposed in response to Council concerns about the aesthetic quality of some pizarks and public spaces,and a shared desire among elected and appointed leaders that residents and visitors take pleasure and pride in Hastings'many public spaces. The Parks Department will lead this initiative with support from Public Works,Community Development, contractors,and other partners such as local athletic associations and larger,organized user groups and civic organizations. The initiative's objectives focus on a sustained and timely attention to parks&public spaces maintaining a high level of aesthetic quality in those areas with priority given to high-profile and high-use locations. A continued,consistent investment in facilities,buildings,park equipment,and the trail system will also be necessary to achieve these goals. In 2020,we implemented a new staffing approach to park maintenance. To maintain high aesthetic standards overall,we intend to pursue the following tactics: • We will need to add staff,both seasonal and full-time,to deliver a higher standard of service. • We intend to continue utilizing the existing adopt-a-park and volunteers to build a spirit of community pride and reduce costs. • We will transform some underutilized spaces over time to lower-maintenance areas,which will reduce demand on staff time and other resources. This change will also have a beneficial environmental impact. • We are prepared to help community leaders understand the elements of the parks&trail system, and the work of the park maintenance division. This can build alliances for support of our effort and help community members to better appreciate their natural spaces. To sustain this initiative,we will need ongoing funding for maintenance,seasonal&full-time staff, equipment,and vehicles. We will also seek continued funding for ongoing and future restoration projects in natural and open spaces. The obstacles we face include the large acreage of parks&public spaces,the geographic spread of these spaces,and the obvious seasonal challenges. We have recently experienced some difficulty filling seasonal positions and lack city staff to manage a greater number of volunteers. There is competition and differing priorities from different user groups and rental customers for high profile/high use parks. DRAFT—City of Hastings 2021-2022 Strategy Page 13 Initiative 5:Vermillion Street Corridor Plan. Assure that the Enhancements to TH 61(Vermillion Street)are consistent with the goals and measures of the Council-adopted Vermillion Street Corridor Plan. Strategic Priority:Parks and Public Spaces. The Vermillion Street Corridor Plan was adopted by the City Council in April 2018 to create a roadmap for the economic redevelopment and revitalization of Vermillion Street.The Plan subdivides the corridor into five specific geographic areas and provides recommendations to improve each of areas by identifying improvement recommendations and development opportunities and characteristics.The Plan is used as the foundation for decision-making matters pertaining to the Vermillion Street Corridor,as it includes a working plan to guide the City in implementation and potential partnerships,as well as the appropriate role of the City in development of the Corridor. Since adoption of the Vermillion Street Plan,MN DOT has begun preliminary planning for improvements to the TH 61(Vermillion Street)corridor. MN DOT will hire a consultant for its corridor study in summer 2021, with completion of its study in 2022.The extent of the improvements has yet to be developed but may likely include roadway,intersection,and streetscaping enhancements to improve the visual quality and safety of the corridor. The project is expected to include preliminary design work with the City and stakeholders (similar to the Mississippi Bridge project). Construction of improvements may take place within the next five-plus years. Because Vermillion Street serves as a major transportation and commercial corridor for the City while containing existing properties that are ripe for redevelopment,the City's objective is to ensure economic vitality of the corridor and present a more pleasing visual image. The Vermillion Street Corridor Plan includes detailed action steps to foster economic development(see separate document attached). Specific quarterly milestones would be established to track progress on remaining items. Full realization of a vision for the Vermillion Street Corridor involves some challenges: • Being strategic in our pursuit of redevelopment. Specific sites and roles need to be established in order to be effective. • The role of the City in pursuing streetscaping and visual enhancements to the corridor will require clarification. We will need to determine whether the City will work in conjunction with MN DOT's planned improvements,or on a separate timeframe. • Staff turnover and vacancies in the Economic Development Coordinator position have slowed the progress in implementing the plan to date. We look forward to a renewed effort in implementing this important priority. DRAFT—City of Hastings 2021-2022 Strategy Page 14 Initiative 6: Lake Rebecca/Lake Isabel Parks Renovations Pursue two separate projects,restoring parks at Lake Rebecca and/or at Lake Isabel,contingent upon pending funding proposals. Strategic Priority:Parks and Public Spaces. This initiative combines two separate projects,each of which is the subject of a pending grant request. Beyond that,the projects are distinct—and quite different—from one another. The Lake Rebecca Park Restoration project is the subject of a$2M grant request pending with the State of Minnesota LCCMR. Current circumstances may make approval ofthat grant more likely this year than in future years;if approved,it would fund an extensive renovation of Lake Rebecca Park. If that grant is not approved,the City does not have immediate plans for that project. The Lake Isabel Park project is the subject of a$250,000 grant request with the Minnesota DNR,which is a match of funds currently committed by the City and by the Neighborhood Homeowners Association for improvements to that park. If the DNR grant is approved,that project will proceed with a budget of approximately$500,000. If it is not approved,the City must decide whether to scale back or defer aspects of that project or fund it in full at the expense of other planned projects. DRAFT—City of Hastings 2021-2022 Strategy Page 15 Initiative 7: Downtown Special Service District Establish a special taxing district in downtown area. Strategic Priority:Housing and Economic Development. Special service districts(SSDs)are established at the request of the persons who will pay for the increased level of service. The SSD collects additional tax revenue from commercial and industrial properties within a defined area(residential properties excluded)to provide for identified service and maintenance within the area. The support of at least 25%of impacted properties is necessary for establishment. The operations of SSDs are regulated under Minnesota State Statutes 428A and have been established in a number of Minnesota cities including Stillwater,White Bear Lake,and St.Louis Park. aa Downtown's mix of historic architecture,outdoor spaces,riverfront views,and unique shopping and dining establishes Hastings as a special place. The objective of ensuring a high-level experience is important to maintaining downtown's position as magnet for citizens and visitors. Establishment of an SSD would provide revenue for enhanced maintenance and services for Downtown Hastings. An outline of proposed steps is below. Specific quarterly milestones would be established to track progress. Completion of all the steps may take one year. • Research-Learn further about the mechanics of establishing an SSD and the experiences of others in establishing and operating an SSD. • Outreach-General Idea-Discuss the concept of establishing an SSD with downtown property and business owners to determine support,obstacles,and areas for potential funding of a future SSD. Establishment of an SSD requires the support of 25%of impacted property owners. Establishing an SSD must have strong buy-in from the business community and not be viewed as imposed by the City • Draft Plan-Prepare a draft list and budget for potential service and activities that may be provided as part of an SSD. • Outreach-Draft Plan-Discuss the draft plan of potential items with downtown property and business owners. This may include multiple meetings to incorporate changes and concerns. • Ordinance and Plan Adoption-Develop the ordinance amendment and SSD Plan for official public hearing and consideration by the City Council. There would be some challenges. The establishment of an SSD requires the support of at least 25%effected property owners. Expectations for the level of service and specific items to be funded would need to be agreed upon between the City and property owners. DRAFT—City of Hastings 2021-2022 Strategy Page 16 A Strategic Commitment to Diversity, Equity and Inclusion This stra%egy prgGess.s.n%end .., The City of Hastings is committed to enhancing ^�^ ^a diversity, equity,and inclusion in the composition and operation of City Staff,in pa4im� civic life and government beyond staff and elected officials,and in the demographics and experiences of our communities. The City's commitment to these values and outcomes is explicitly included in Strategic Initiative 2:Strategic Communications Plan and will further inform other initiatives and ongoing efforts. For example,with the recent addition of a new assistant city administrator also focused on human resources, the City will increase its efforts to recruit and hire highly qualified candidates who also increase the diversity of city staff,at all levels. Council can also consider including an additional s�F initiative prepared by staff that directly addresses diversity,equity,and inclusion. A draft of that potential initiative is being presented alongside this draft strategy document for council's consideration. DRAFT—City of Hastings 2021-2022 Strategy Page 17 Future Topics for Consideration As noted above,some of the ideas put forward by council members have not yei:been developed into strategic initiative concepts. These ideas are not lost;rather,they remain as viable options for strategic initiatives that could be developed into concepts upon direction of Council. One intended outcome of this condensed strategy development process is the creation of a set of ideas that can be developed in the future. As individual Ccouncil members(or staff members)propose ideas,these could be advanced by approval of the full Ceouncil or be held for future consideration in this list of ideas. The first set of ideas are listed below by Strategic Priority. Ideas Related to People,Processes,Infrastructure,and Finance 1. Improve environmental sustainability of City operations. While not developed into an initiative concept at this time,staff can still present current environmental sustainability efforts,and articulate how this value factors into operational decisions. Examples presented in the Council discussion included electric vehicles,building enhancements,and process improvements. 2. Increase diversity and inclusion(gender,racial,and cultural)in city staff. As noted above,staff will continue to seek diversity in recruiting and hiring and will promote inclusion and equity in staff and team development efforts. Ideas Related to Community Image and Public Engagement 1. Engage the city's underrepresented groups to encourage members to serve on city commissions and in other civic leadership roles. While not a standalone initiative concept,this objective will be addressed in Concept 2:Strategic Communication Plan. 2. Develop an internal communication strategy focused on council-staff communication. Aspects of this idea are being addressed by Concept 2:Strategic Communications Plan. In particular, staff supports conducting regular Council work sessions focused on City operations and updates on the progress of strategic initiatives. 3. Develop policy for public recognition. In recent Vears,the City has received increasing number and tVpes of requests for public reco nitio and awareness campaigns such as proclamations,colored lights,and social media.A policy would ensure consistent responses. DRAFT—City of Hastings 2021-2022 Strategy Page 18 4. Incorporate elements of the HPAAC Arts&Culture Plan into City goals and initiatives. HPAAC's Arts&Culture Plan contains a number of recommendations to foster the creative economy and demonstrating Hastings as a destination for arts and culture. Much of the plan's recommendations should be led by other community partners. Ideas Related to Parks and Public Spaces 1. Expand Hastings's status as a trail hub to drive tourism and awareness of Hastings. The City can continue to work with Dakota County,Goodhue County,and Red Wing in the normal course of trail development. Further investment in trails and in marketing Hastings as a trail hub could be pursued in the future as a strategic initiative. 2. Develop a plan for a new multipurpose indoor sports field. Council discussion of this idea ultimately centered on preparing preliminary plans for opportunities such as this,so that if a specific opportunity arises,the City is in a position to capitalize on it. This approach to planning would be an excellent topic for a future Council work session. _'• _ Formatted: No bullets or numbering Ideas Related to Housing and Economic Development 1. Stimulate job creation in Hastings. Council discussion focused on the creation of career-oriented position. If advanced as a strategic initiative,one first step may be a study of job creation,current and potential,in Hastings. The Chamber of Commerce would be a potential partner in such an initiative. 2. Complete a full housing inventory analysis to guide development strategy. The intent of this idea is to look at the overall inventory of housing units,available and occupied, considering demographic trends such as older residents moving into long-term care settings. City staff has already done related research under the auspices of HEDRA and will share these findings with Council. DRAFT—City of Hastings 2021-2022 Strategy Page 19 Additional City Initiatives and Efforts CTA CC�4 AV APP T_Q WR RFPI AC;F T-WF C;QNTCNT QP T-W'q CFC;T-1 PI The initiatives presented above should not be read in a vacuum.In many areas,the City is already undertaking aspects of the initiatives.For example,last year HEDRA completed a housing study,this spring the City funded extra seasonal staff to assist with a new"dedicated team"approach to park maintenance, the CIP/CEP have been updated which is an essential step toward the multi-year financial model,the City has conducted utility rate studies which will inform the multi-year financial model,for several years City officials and staff have been active with the DEI efforts of THRIVE,this winter the City joined GARE which will serve as an additional DEI training resource,the City has partnered with Dakota County to augment the Mississippi River Trail,City staff have met with MN DOT and prospective consultants to ensure awareness of our Vermillion Corridor Plan is reflected in MN DOT's upcoming corridor study,and HEDRA is updating its goals and planning for economic development. Looking forward 6 to 18 months the City already has many initiatives that support each of the four Strategii Priorities of this report.And these need to be balanced in terms of time and budget with decisions about new initiatives. PEOPLE,PROCESSES,INFRASTRUCTURE,and FINANCE • Accounting Software—Current software is outdated not user friendly,and has limited functionalit in remote-work environment.2021 Budget includes funds to hire consultant to assist with vetting needs and options.With budget amendment for new system,this could be implemented in Oct 2022. • Multi-Family Utility Billing—In summer/fall 2021,Finance Department will be updating process for calculating utility bills on multi-family accounts. • 2021 Audit—Annual independent financial audit monopolizes Finance Department time for several weeks in February.April,and June 2022. • 2021 Bond Issue—$2.235M bond issue is scheduled for August 2 2021 for the 2021 Neighborhood Project. • Update Personnel Policy—The last significant amendment to the City's Employee Handbook was in 2012.It needs to be updated to reflect policy and law changes since then as well as ensuring it meets operations needs now and going forward. • Employee Engagement Survey—The City will be conducting a survey to gauge employee satisfaction,performance,and perspective about the City as an organization.Information will provide insights into areas for organization improvement and baseline data for future comparison. • Compensation&Classification Stud —The City last conducted a comprehensive compensation an classification study of all positions in 1999-2000.There have been periodic updates since then with the last significant review in 2006-2007.Updating the study now would help with recruiting and retaining employees as well as maintaining internal consistency.Hiring a consultant is estimated at $15-20K;implementation may be phased in over a couple years. DRAFT—City of Hastings 2021-2022 Strategy Page 20 • Union Contracts—5 collective bargaining agreements expire at the end of the year.Negotiation for renewal contracts begins in July/August. • Photocopier/Printer Lease—Current lease expires at the end of the year and replacements need to be decided by end of September.IT staff has asked for input from all departments before soliciting quotes. • City Hall Boilers—At 30+years,the boilers have exceeded their lifespan and are requiring more frequent repair.Replacing them with high-efficiency model is anticipated in 2022. • LeDuc Security Cameras—DCHS has requested security cameras.MNHS requires a study prior to approving camera installation.Staff has solicited quotes for study anticipating cost will be covered by a grant. • Fire Department Study—The City is issuing an RFP for a consultant to review staffing model, workload,service calls and their impact on Department performance. • Ice Arena Refrigeration System—The CIP anticipates a$1.5M project in the next couple years to upgrade the refrigeration system from R-22 to an ammonia-based system.We have requested state bonding support for this project. • Police Hiring—2 long-time officers are retiring in Oct/Nov 2021.The hiring process for these positions can easily take 3 months. • Plan for 2022 Neighborhood Project—Design and engineering work for the 2022 Neighborhood Project actually begins in the summer of 2021,so it is ready to bid early in 2022. COMMUNITY IMAGE and PUBLIC ENGAGEMENT • Administrative Citations—City Council has approved the concept of administrative citations as a streamlined mechanism for responding to property maintenance and similar code violations.This would require changes to the City Charter and City Code.We are presently seeking individuals to serve on the Charter Commission to start the process. • State of the City—All City departments,particularly Communications,have considerable time in preparing this annual presentation in February. • National Night Out—During National Night Out in August. • Fire Department Open House—During National Fire Prevention Week in October. • Machinery Hill—During Rivertown Days in July. • Police Week—During National Police Week in May. • Party in the Park—During National Parks&Recreation Month in July. PARKS and PUBLIC SPACES • Mural—Contract with the artists and HFS has been extended for the mural to be painted in mid- August to early September.Communications is planning a press release and other publicity. • City Hall Dome Prosect—The City has hired architects from Miller Dunwiddie for repair/renovation of the City Hall dome,as well as HVAC and climate control systems.Updated cost estimates and DRAFT—City of Hastings 2021-2022 Strategy Page 21 construction documents are anticipated in fall 2021,with construction planned for 2022.This project has$2M in state bonding support. • No Wake Ordinance—Washington and Dakota County Sheriff Departments are studying appropriate riverspeeds over the summer and expect to make recommendations to their res ectiv boards in fall 2021. • Flint Hills Land Donation—The Parks Department is working with Flint Hills Pine Bend on a land donation and conservation easement to add too ens ace of the Lake Rebecca and River Flats Par area. • EAB 2021 Implementation—Approximately 49 boulevard trees have been identified for removal and an additional 90+for mandatory treatment.The City adopted a hardship relief program to offset removal costs for eligible residents. • EAB 2022 Survey—During winter 2021-2022,Forestry staff will continue inventory of boulevard trees and identify additional ash trees for removal or treatment.This will be the second of a four- year survey. HOUSING and ECONOMIC DEVELOPMENT • Review Zoning and Development Code-Review changes to ensure consistency with the Comprehensive Plan and development standards of the market. To be completed bV summer 2022 • Shoreland and Critical Areas Ordinance-Adopt changes to the Shoreland and Critical Areas Ordinance consistent with MN DNR regulations. To be completed by summer of 2022. • Architectural Assessment of Downtown Buildings-Hire a consultant to complete an inventory of the architectural and structural conditions of historic downtown buildings. Develop a Rrant proRram for assistance. Study to be completed by end of 2021 with grant program developed in 2022. • Review Existing Incentive Programs-Review HEDRA loan,and land incentive programs to ensure they meet current needs. To be completed by the end of 2022. • Business Retention and Expansion(BR&E)Visits-Conduct at least 12 visits annually and provide survey report to HEDRA. Ongoing. • Business Drop-in Visits-Complete at least 100 unique business cop ins per year and provide semi annual updates to HEDRA. Ongoing. • Blight Identification-Proactively identify and pursue code enforcement violations. Review Revolving Loan Fund to better target towards properties. • Improvements to Development Process-Meet with at least six commercial residential developers that have completed projects in the las three years to determine any necessary improvements. DRAFT—City of Hastings 2021-2022 Strategy Page 22 Initiatives Timelines and Objectives The etien FequiFes sta4 . + The fellew ng Fefl„e+ I-,m „'s and Chad's c—rvTrvvrrr best guesses, as a stalctin To track and report progress toward achieving the strategic priorities identified in 2021,the council and staff agreed on the following milestones,responsible leaders,and completion dates as the most objective way to measure progress. The combined council and staff will review progress quarterly. The city administrator will note when the milestone is complete. If the milestone is to be continued,then staff will report quarterly on its continued status. Multi-Year Financial Model End state:A functioning multi-year operational financial model that consistently captures and communicates projected expenses,investments,and revenue streams to city leaders,staff,and citizens. Milestone Responsible Date Formatted Table Leader(s) Analyze^,.��T preliminary budget ct�#fFlnance %4�24Sept Manager 2021 Identify inflationary increases 44a#Finance 4Q21 Manager Identify one-time capital expenditures &t-@#Finance 4Q21 Manager Identify projected revenue &t-@#Finance 4Q21 Manager Update model with final budget Finance Manager Dec 2021 Identify looming operating,debt,and capital &t-a#Management 1Q22 needs. Team Report model to 'Finance Committee &t2##Finance 121��1Q22 Manager Update projections prior to annual budget cycle 424*Finance May 2022 Manager DRAFT—City of Hastings 2021-2022 Strategy Page 23 Strategic Communications Plan End state:A communications infrastructure that shares the City's story with its various stakeholders, enables the City to disseminate accurate information in emergencies,promotes economic development and reaches underserved or underrepresented populations in the City. Milestone Responsible Leader(s) Date Formatted Table Define the story, key audiences and messaging for Management Team 3Q21 each PefiR..and t4e rpt.,bola .J lwaeil itat^feeHs gF96ips @Rd Fese@Fe4Lurvey, r^^ 14aRt^'Communications ongoing interview,and hold focus group to test messaging Coordinator Review metrics and analytics to evaluate content ongoing and channels Assess and bguild internal communications City Council,Management 3-4Q21 Formatted Table processes and procedures Team,and Communications Coordinator Assess and build an external communications Communications 4Q21- strategy(possible different strategies for different Coordinator 2Q22 target audiences) Assess and build an emergency management/crisis Public Safety and TBD communications plan Communications Coordinator Assess and build strategy for under-represented Communications 1Q22 populations Coordinator with partners e Assess and improve the user experience Communications 2022 Formatted Table with the City's website @Rd s^^^I media plans @Rd Coordinator Review and amend communications-related policies Communications 2022 and procedures(web,social media,media relations, Coordinator event policies,and processes) s4ategies Rd edit .fal,..I^ Formatted Table DRAFT—City of Hastings 2021-2022 Strategy Page 24 Tourism Funding End state:New funding sources for promoting tourism leads to a measurable increase in tourism over pre- COVID levels. Milestone Responsible Date Formatted Table Leader(s) Review existing marketing and Chamber/Tourism communications Review U of M tourism study Chamber/Tourism Identify alternate revenue sources Chamber/Tourism Formatted Table staff Research how other municipalities support Chamber/Tourism tourism and the revenues they use staff cta# T t-FF 14#4,-e Identifyfree resources such as press Chamber/Tourism releases,online event calendars,or online staff rating Lead generation to build email database for Chamber/Tourism ongoing future marketing. staff Develop partnership agreements with existing Chamber/Tourism initiatives staff Send Chamber/Tourism staff to Explore Chamber/Tourism Feb Minnesota annual conferences staff 2022 Identify data to aid future marketing(eg: economic impact study of arena) A4ep#er-a Annual report includin Chamber/Tourism Sept Formatted Table occupancy rate at local hotelsl to se4Re4LLty staff 2022 Council. DRAFT—City of Hastings 2021-2022 Strategy Page 25 Parks and Public Space Beautification End state:All Hastings parks are maintained to documented standards;non-park public spaces defined in the initiative are likewise clean with landscaping well maintained and snow managed. Milestone Responsible Date Formatted Table Leader(s) Identify priority list of high-profile and high- Parks Dept and 3Q21 use locations Parks Committee !'....F...... �+of L..gh p aFIIe @Rd high CA' RPil Maintain high-profile and high-use locations Parks Dept ongoing using team structure Identify underutilized spaces to convert to Parks Dept and 3Q21 lower-maintenance areas Parks Committee tt; i ...J F. I I+ Approve additional staff,both seasonal and City Council budget full-time(may be phased in over several ears Sustain existing adopt-a-park and volunteers Parks Dept 2022 Educate the community on the elements of Parks Dept and 2022 the parks&trail system and the work of the Communications park maintenance division Coordinator DRAFT—City of Hastings 2021-2022 Strategy Page 26 Vermillion Street Corridor Plan End state: Implement the Vermillion Corridor Plan for economic revitalization of the TH 61 corridor.Ensure MN DOT enhancements are consistent with the plan. Milestone Responsible Date Formatted Table Leader(s) Aaetlr+ Continue participation in a44-'oi int Public Works ongoing planning with MN DOT^l^^^i^^f^r� Director Consultant begins corridor study Consultant 4Q21 Completion of corridor study Consultant 1Q23 Final design and cost estimates MNDOT 2023-2025 Hwy 61 construction begins MNDOT 2026 Communicate to council any updates to MN Public Works ongoing DOT planning Director Identify priority areas for redevelopment C;{ completed ilCommunity Development Director Meet with property owners to determine Community ongoing likelihood for redevelopment and the extent Development to which HEDRAwould playa role Director Meet with interested redevelopment partners Community ongoing to determine interest and identify obstacles Development Director Determine any HEDRA resources to spur Community ongoing development Development Director c..II.JiA,the EGGR R;ir fleye!.....v eRt Qt.,A.JMiRir+ra+..p Formatted Table r. r,� Al..r+ Gll if nAnl PPT Makes Gha.ges City Arl..-.l..lo4ator n' Feetw I.. I..........+� PlaRS +I. nnnl p l.lir�WGFI(q Q_T� Hirertn. DRAFT—City of Hastings 2021-2022 Strategy Page 27 Lake Rebecca/Lake Isabel Parks Renovations End states:If finding is received,the Lake Rebecca Revitalization Project results in a unique amenity and asset to the community. Lake Isabel park restoration is completed consistent with available funding to restore that beloved public space to its full beauty and usefulness. Milestone Responsible Date Formatted Table Leader(s) LAKE REBECCA PARK: Monitor progress of grant for Lake Rebecca Parks Dept3Q21 If funded,RFP and complete plan for Parks Dept and 3Q22— Rebecca restoration consultant 2Q23 If funded,a,4pprove plan for Rebecca Parks Committee 3Q23 restoration and City Council If funded,b4egin construction at Lake 3Q23 Rebecca 2Q24 If funded,cC-omplete work at Lake Rebecca If not funded,consider plan for future Parks Dept and 2022 restoration consultant If not funded,appearance/security Parks Dept 2022 Formatted Table improvements(eg:remove back parkins lot) LAKE ISABEL PARK: Formatted Table IVIGAitGFppGgress Grant approved for DNR JUIV Lake Isabel Park 2021 Complete D&E plan for Isabel restoration ISG,Parks Dept July 2021 Approve plan for Isabel restoration Parks Committee Aug and City Council 2021 Final grant authorization NPS Sept 2021 Bid construction project March 2022 Begin construction at Lake Isabel May 2022 Complete work at Lake Isabel Summer 2022 „„^YY��CC '�cs-oclsc 1� DRAFT—City of Hastings 2021-2022 Strategy Page 28 Downtown Special Service District End state:A special taxing district is established in the downtown area providing enhanced maintenance and services for Downtown Hastings leading to a 10%increase in visitors to the businesses in the district. Milestone Responsible Date Leader(s) Research the mechanics of establishing an SSD Community done Development Dept• Research experiences of others in establishing Community 4Q21 and operating an SSD Development Dept• Discuss initiative with downtown property and Community 1Q22 business owners to determine support, Development obstacles,and areas for potential funding of a Dept• future SSD Prepare a draft list and budget for potential Business 1Q22 service and activities that may be provided as Community part of an SSD Hold meetings to discuss the draft plan with Business 2Q22 downtown property and business owners Community Incorporate changes and concerns adjusting Business 3Q22 plan as necessary Community Develop the ordinance amendment and SSD CitV Attorney 3Q22 Plan for official public hearing G9liA6Fi Public hearing and a,4pprove ordinance City Council 3Q22 DRAFT—City of Hastings 2021-2022 Strategy Page 29 Conclusion This document arose from a condensed planning process conducted primarily over ZOOM. It will have its greatest impact not as a static document,but as an aid to: • Articulation and preservation of new strategic concepts and potential projects. • Evaluation and prioritization of any new efforts in terms of agreed-upon priorities and in light of efforts both underway and planned. • Ongoing progress reporting on implementation from staff to Council. • Informing constituents of the City's achievements. It can serve those purposes by becoming an active repository for project status reports,future initiatives and projects,and learning from existing efforts. That process can begin with quarterly updates to council on the status of implementation. As the strategic initiatives process,the strategic thinking of Council and staff can be aided by the information gathered through this reporting process. As noted in the introduction,this document is currently in draft form,awaiting input from council on July 21, 2021. The next step in our strategy planning process will be the integration of any changes directed by Council,and the ratification of the final draft by Council. From there,staff can begin more detailed planning, implementation,and status reporting on the strategic initiatives. This document and process reflects the best thinking and concerted efforts of Hastings City Council and Staff. The team from Ethical Leaders in Action,as the facilitators of this project,wish to thank the City and its leaders for the opportunity to do this work with them. We admire the dedication and professionalism of the leaders with whom we worked and are grateful for the supporting role we were able to play in this process.