HomeMy WebLinkAboutX-E-01 Strategic Priorities
City Council Memorandum
To: Mayor Fasbender & City Councilmembers
From: City Administrator Dan Wietecha
Date: February 21, 2023
Item: Strategic Priorities
Council Action Requested:
Select an overall approach for the next round of strategic planning. Based on that, I will bring 1-2 specific
proposals to an upcoming meeting.
Background Information:
Over the last year-plus, we have used a set of Strategic Initiatives as agreed priorities in order to
maintain focus and progress, drive accomplishment, and ensure regular tracking and reporting.
When the City Council approved the Strategic Initiatives in September 2021, they were expected
as a guide for the next year to year-and-half. As a matter of practical effect, we are wrapping up
that cycle and should begin planning the priorities of the next cycle. As a matter of timing, this
matches well with the November election and two new Councilmembers in January.
In January 2023, the City Council had general consensus that we should develop an updated set
of Strategic Initiatives this spring. The Council had several recommendations: not meeting by
Zoom, preferring a day-long retreat, and keeping “down time” brief if the work is done over a
series of meetings.
Since then, I have discussed options with several consultants that the City has done some work in
the past. These provide a range of approaches to the Strategic Initiatives. As outlined, in the
attached “Options for Approaching Strategic Planning,” the approach may be project-focused,
comprehensive, or some blend in-between.
I believe the main questions are 1) What or how much does the City Council want to get out of
the process? and 2) How much time are the City Council and staff able to invest in the process?
In the meantime, the Management Team has developed a “Ninety Day World” action plan to
focus on key priorities and reporting over the next three months. This will help avoid a gap
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between the City Council’s two cycles, identify the degree of operational detail for initiatives,
and ensure that all departments are working toward and reporting priorities.
Financial Impact:
Undetermined
Committee Discussion:
City Council discussion 1/3/2023
Attachment:
Options for Approaching Strategic Planning
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Options for Approaching Strategic Priorities
In House Project Focused Blended Comprehensive
Description: Sessions facilitated by City
staff, likely myself. Expect
this approach would be
“Project Focused.”
Outside facilitator with
approach that
brainstorms potential
projects and key issues
then narrows to a
manageable list of
priorities for next 1-3
years.
Outside facilitator with
approach in between
Project Focused and
Comprehensive. For
example, identifying what
makes Hastings distinctive
instead of going through a
mission/vision exercise.
Outside facilitator with
multi step approach
including mission/vision and
SWOT analysis to identify
priorities across several
timeframes (1-4, 5-9, and
10+ years).
Pros: • Little/no direct budget
impact.
• Staff more familiar
with City and topics
than an outside
facilitator.
• Anticipate quicker
process than other
options.
• Priorities will be
highly implementable
and readily
measured.
• Potential to have the
“best of both worlds.”
• Identified priorities may
have greater buy-in
than in other options.
• May include listening
sessions for community
input.
• May include governance
and team building
exercise.
Cons: • Limited staff
bandwidth.
• Limited capacity to
both facilitate and
participate in the
retreat.
• Philosophical question
of overstepping City
Administrator’s role.
• Facilitator not
budgeted, but likely
less cost than other
options.
• May be viewed more
as goal setting than as
strategic planning.
• Facilitator not
budgeted.
• People may be
dissatisfied with a
“compromise”
approach.
• Facilitator not
budgeted.
• Takes longer than other
options, potentially
multiple meetings.
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