HomeMy WebLinkAboutX-E-01 Strategic Plan - 1st Quarter 2024 Report
City Council Memorandum
To: Mayor Fasbender & City Councilmembers
From: City Administrator Dan Wietecha
Date: April 15, 2024
Item: Strategic Plan Quarterly Report
Council Action Requested:
Information only, non-action item.
Background Information:
In September 2023, the City Council adopted the 2024-2027 Strategic Plan. This report summarizes the
activities of the first quarter of 2024.
A City Council workshop has been scheduled May 6 for a more in-depth discussion about the Strategic
Plan.
Financial Impact:
Not applicable
Commission Discussion:
Not applicable
Attachments:
City of Hastings Strategic Plan Report – 1st Quarter 2024
X-E-01
CITY OF
HASTINGS
STRATEGIC
PLAN REPORT
1st Quarter 2024
X-E-01
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
X-E-01
Reference Page 2 for the full plan summary.
Progress toward strategic priorities and initiatives will be reported quarterly.
Internal plan timelines will not require movement in all areas each quarter.
A timeline will be presented for the following quarter or years.
Legend:
Data Planning Deliverables
Understandingthe QuarterlyReport
Initiative Status:
Future Start On Track Delayed Complete
X-E-01
Strategic Priority: Financial
Resilience
Strategic Initiative: Alternative
Revenue Analysis
Identifying potential non-tax
revenue sources may allow the
city to minimize dependence on
the tax levy.
Researched and identified
non-tax revenue options
and assessed potential
revenue sources’ viability.
Calculated how much
revenue could be
generated from some of
the identified sources.
40% complete
Strategic Initiative: Asset
Management Funding Strategy
Developing a solid asset
management funding strategy
will allow the city to do long-
range planning for funding
capital equipment and capital
improvement projects.
Strategic Initiative: Budgeting
System Evaluation
Begins in 2025
Reviewing the City’s debt
policy.
20% complete
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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.
Worked with departments
to identify gaps in training
for all employees.
Communicated training
standards for all
employees.
Completed 1st quarter of
citywide training.
Launched new Safety
Committee. The committee
updated chemical safety
documentation and OSHA-
mandated guides.
85% complete
Strategic Initiative: Develop
Recruitment Plans for all
Departments
Filling staff vacancies has
become more challenging and
hiring tends to be reactive.
Developing recruitment plans
that can be deployed as needs
arise through attrition or
expansion will enable the City
to be more effective in the
hiring process.
Strategic Initiative: Process
Improvement Program
Begins in 2025
Personnel baselines
have been identified
for each department,
along with some
staffing gaps.
Identifying key
recruitment
methodologies is
underway.
30% complete
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Developed funding sources
for site acquisition of Block
28 downtown.
Met with developers about
Block 28 and Block 1.
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.
Developed a stakeholder
list for the Vets Park
project.
50% complete
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Completed feasiblility
report.
Continued meetings with
state elected officials.
Working with lobbyist to
develop state bonding
strategy.
Continue searches for
additional funding
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.
Project design meetings
continue.
Provided details to Council
via workshop.
Completed MCES Facility
Plan.
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.
Applied for 5 grants.
Completed project
visioning study.
25% complete
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Drafted comprehensive
communications plan
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.
Converted listservs to
Constant Contact
Held trainings on Monsido
platform for website
accessibility compliance
and error tracking.
15% complete
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