HomeMy WebLinkAboutX-E-01 Strategic Initiatives Quarterly Report and Next Steps
City Council Memorandum
To: Mayor Fasbender & City Councilmembers
From: City Administrator Dan Wietecha
Date: October 17, 2022
Item: Strategic Initiatives – quarterly report
Council Action Requested:
No action necessary. 3rd Quarter Report is presented for review, discussion, and feedback. We
should also begin considering next steps to continue the planning process.
Background Information:
Over several months during spring and summer 2021, the City Council and Management Team
developed a set of Strategic Initiatives to help guide efforts and. The Strategic Initiatives were
approved by the City Council on September 7, 2021.
1. The approved plan includes eight Strategic Initiatives. These are the primary goals of the
plan, and we have reported their progress quarterly.
2. It also includes a Future Topics section (which we have affectionately nicknamed the
“parking lot”) to ensure other good ides (and potential future Initiatives) are not
forgotten. Where there has been progress in these areas, we have also reported it.
3. And the plan included an Additional Initiatives & Efforts section in recognition of other
significant projects planned the City. These need to be balanced in terms of time and
budget with decisions about other Initiatives. Their progress status is also reported.
Next Steps:
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. We are now nearing the end of 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 at least two new Councilmembers in January.
Preliminary considerations and preparation should begin in the coming months. We should
consider the process: the development, implementation, and reporting of the initiatives. For
example, do we work with a facilitator or handle the development process in-house? Do we hold
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a single day-long retreat, a series of shorter meetings, or something in-between? To what extent
should we continue and build on the existing priorities, and to what extent should they be new?
Has the reporting been clear and effective?
These and similar considerations do not need to be answered now; however, they should be part
of our conversations as we wrap up the current cycle and preparation for the next year.
Financial Impact:
Not applicable
Committee Discussion:
Not applicable
Attachments:
3rd Quarter Report
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CITY OF HASTINGS STRATEGIC PRIORITIES
2021-2023
Adopted by the Hastings City Council on September 6, 2021
2022 Q3 PROGRESS REPORT
VISIT HASTINGSMN.GOV/STRATEGICPLANNING FOR PRIORITIES & QUARTERLY REPORTS
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Q3 2022 EXECUTIVE SUMMARY
Strategic Priority Initiative Accomplishments
People, Processes,
Infrastructure, and
Finance
1.1 Multi-Year Financial
Model
✓ Updated CIP/CEP through 2027.
✓ Used in development of 2023 Budget.
1.2 Diversity, Equity,
and Inclusion
✓ Hearing Assist equipment in Council
Chambers.
✓ CIF funding for BR4R project. Charette
held 9/23. Presenting to City Council in
Nov.
✓ Comp & Class Study ensures
compliance with pay equity.
✓ 2023 Budget includes employee
engagement survey.
✓ Demoing new self-paced, online
“Advancing Racial Equity in
Government” seminar from GARE.
Community Image
and Public
Engagement
2.1 Strategic
Communications Plan
✓ Talking points and press releases for
2023 Budget and PFAS.
2.2 Tourism ✓ Chamber Tourism Board study of visitor
demographics, PACER program.
✓ Chamber Tourism Board presented
annual update to City Council 9/19.
Parks and Public
Spaces
3.1 Parks and Public
Space Beautification
✓ Parks Commission working on Parks Five-
Year Plan.
✓ 2023 Budget includes many park
improvements across entire City.
3.2 Vermillion Street
Corridor Plan
✓ MNDOT presentation to City Council
7/5.
✓ MNDOT open houses with Chamber
and with public 8/24.
✓ MNDOT online survey.
3.3 Lake Rebecca/Lake
Isabel Parks
Renovations
✓ 14 acre land donation from Flint Hills.
✓ LCCMR approved action plan.
✓ Budget amendment and contract
approved by City Council 7/18.
✓ Contractor Preconstruction meeting
8/29.
✓ Contractor coordinating
undergrounding of powerlines.
Housing and
Economic
Development
4.1 Downtown Special
Service District
✓ Continued meeting with downtown
businesses.
*Future Topics
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People, Process,
Infrastructure, &
Finance
Continue to Improve
environmental
sustainability of City
operations.
✓ Partner delaying potential EV stations
until next year.
✓ HPD hybrid vehicle coming in Oct.
✓ HFD new engine has diesel idle reduction.
✓
Develop an internal
communication strategy
focused on
council/staff
communications
✓
NEW: Prepare for likely
health advisory due to
PFAS.
✓ MDH presentation to City Council 9/6.
✓ Press release.
✓ Multiple meetings with co-trustees of 3M
Settlement.
✓ MPCA hired Wood to analyze potential
connection between Hastings water supply
and contamination.
✓ Meetings with state legislators.
Community Image
and Public
Engagement
Incorporate elements of
the HPAAC Arts &
Culture Plan into City
goals and initiatives.
Incorporate elements of
the HPAAC Arts &
Culture Plan into City
goals and initiatives.
✓ 2023 Budget includes public art
project.
✓ Planning Committee meetings 7/13,
8/23, and 9/28.
✓ Recommendation for 2-year
commission to City Council 10/17.
Install new welcome
sign on Hwy 55
✓ 2023 Budget includes welcome sign.
Parks & Public
Spaces
Hastings as Trails Hub ✓ Parks Commission discussion about
wayfinding signs.
✓ 2023 Budget includes trail reconstruction
by Roadside Park.
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✓ Dakota County planning trail alongside
Ravenna road project.
Housing and
Economic
Development
Stimulate job creation in
Hastings.
✓ Intek Plastics expansion to create 46 jobs
Complete a full housing
inventory analysis to
guide development
strategy.
✓
NEW: Impact Studies ✓
*Denotes ideas put forward by City Council members as important, but not yet added to
the strategic initiatives.
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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.
Accomplishments:
Q3 2022
✓ Updated CIP/CEP through 2027.
✓ Used in development of 2023 Budget.
Milestone Responsible
Leader(s)
Date Status
Analyze preliminary budget Finance Manager Sept
2021
Completed
Identify inflationary increases Finance Manager 4Q21 Completed
Identify one-time capital expenditures Finance Manager 4Q21 Completed
Identify projected revenue Finance Manager 4Q21 Completed
Update model with final budget Finance Manager Dec
2021
Completed
Identify looming operating, debt, and
capital needs.
Management Team 1Q22 Capital &
Operating
done
Report model to Finance Committee Finance Manager 1Q22 Ready
Update projections prior to annual budget
cycle
Finance Manager May
2022
Completed
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End state: A Hastings city government and community that honor, respect, and practice
diversity, equity, and inclusion as lived values.
Accomplishments:
Q3 2022
✓ Embedded Social Worker JPA approved 8/1.
✓ Hearing Assist equipment in Council Chambers.
✓ CIF funding for BR4R project. Charette held 9/23. Presenting to City Council in Nov.
✓ Comp & Class Study ensures compliance with pay equity.
✓ 2023 Budget includes employee engagement survey.
✓ Demoing new self-paced, online “Advancing Racial Equity in Government” seminar
from GARE.
Milestone Responsible
Leader(s)
Date Status
Create a Workplace Culture that Prioritizes
Equity and Inclusion
• Increase diversity in hiring
• Increase retention of employees
• Increase DEI training for staff and
officials
Human
Resources
Department
Heads
Ongoing In Progress
Engage More People Who Are Not Often
Heard
• Solicit feedback and input from
diverse audience
• Create opportunities for advisory and
commission engagement by diverse
residents of the City
Department
Heads
Ongoing In Progress
Increase Experience of Hastings as
Welcoming for All
• Continue strategic partnerships with
community organizations
• Create marketing campaign to
promote diverse perspectives
Department
Heads
Ongoing In Progress
1. PEOPLE, PROCESSES, INFRASTRUCTURE & FINANCE
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• Increase public art, culture and
history projects focusing on diverse
communities
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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.
Accomplishments:
Q3 2022
✓ Talking points and press releases for 202 Budget and PFAS.
Milestone Responsible Leader(s) Date Status
Define the story, key audiences and
messaging for each
Management Team
and Communications
Coordinator
2Q22 In Progress
Review metrics and analytics to evaluate
content and channels
Communications
Coordinator
2Q22
and
ongoing
In Progress;
and ongoing
Assess and build internal communications
processes and procedures
City Council,
Management Team,
and Communications
Coordinator
3-4Q21 Completed
Assess and build an external
communications strategy (strategies for
target audiences)
Communications
Coordinator
3Q22 Not Started
Assess and build an emergency
management/crisis communications plan
Public Safety and
Communications
Coordinator
TBD In progress
Assess and build strategy for under-
represented populations
Communications
Coordinator with
partners
3Q22 Not Started
Assess and improve the user experience
with the City’s website
Communications
Coordinator
Ongoing In Progress
Review and amend communications-
related policies and procedures (web,
social media, media relations, event
policies, and processes)
Communications
Coordinator
4Q22 In Progress
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End state: New funding sources for promoting tourism leads to a measurable increase in
tourism over pre-COVID levels.
Accomplishments:
Q3 2022
✓ Chamber Tourism Board study of visitor demographics, PACER program.
✓ Chamber Tourism Board presented annual update to City Council 9/19.
Milestone Responsible
Leader(s)
Date Status
Review existing marketing and
communications
City and
Chamber/Tourism
4Q21 Completed
Review U of M tourism study City and
Chamber/Tourism
4Q21 Completed
Identify alternate revenue sources City and
Chamber/Tourism
1Q22 and
Ongoing
Ongoing
Continue using free resources such as
press releases, online event calendars, or
online rating
Chamber/Tourism
staff
Ongoing Ongoing
Continue lead generation to build email
database for future marketing.
Chamber/Tourism
staff
Ongoing Ongoing
Send Chamber/Tourism staff to Explore
Minnesota annual conference
Chamber/Tourism
staff
Feb 2022 Completed
Annual report (including occupancy rate
at local hotels) to City Council.
City and
Chamber/Tourism
staff
Sept 2022 Completed
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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.
Accomplishments:
Q3 2022
✓ Parks Commission working on Parks Five-Year Plan.
✓ 2023 Budget includes many park improvements across entire City.
Milestone Responsible
Leader(s)
Date Status
Identify priority list of high-profile and
high-use locations
Parks Dept and
Parks
Committee
1Q22 In Progress
Maintain high-profile and high-use
locations using team structure
Parks Dept Ongoing In Progress
Identify underutilized spaces to convert to
lower-maintenance areas
Parks Dept and
Parks
Committee
1Q22 In Progress
Approve additional staff, both seasonal
and full-time (may be phased in over
several years)
City Council Ongoing In Progress
Sustain existing adopt-a-park and
volunteers
Parks Dept 2022 Ongoing
Educate the community on the elements
of the parks & trail system and the work
of the park maintenance division
Parks Dept and
Communications
Coordinator
2022 Not Started
3. PARKS & PUBLIC SPACES
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End state: Implement the Vermillion Corridor Plan for economic revitalization of the TH
61 corridor. Ensure MN DOT enhancements are consistent with the plan.
Accomplishments:
Q3 2022
✓ MNDOT presentation to City Council 7/5
✓ MNDOT open houses with Chamber and with public 8/24.
✓ MNDOT online survey.
Milestone Responsible
Leader(s)
Date Status
Continue participation in joint planning
with MN DOT
Public Works
Director
Ongoing Ongoing
Consultant begins corridor study Consultant 4Q21 Completed
Completion of corridor study Consultant 1Q23 In Progress
Final design and cost estimates MNDOT 2023-2025 Not Started
Hwy 61 construction begins MNDOT 2026 Not Started
Communicate to council any updates to
MN DOT planning
Public Works
Director
Ongoing Ongoing
Identify priority areas for redevelopment Community
Development
Director
Ongoing Ongoing
Meet with property owners to determine
likelihood for redevelopment and the
extent to which HEDRA would play a role
Community
Development
Director
Ongoing Ongoing
Meet with interested redevelopment
partners to determine interest and
identify obstacles
Community
Development
Director
Ongoing Ongoing
Determine any HEDRA resources to spur
development
Community
Development
Director
Ongoing Ongoing
3. PARKS & PUBLIC SPACES
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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.
Accomplishments:
Q3 2022
✓ 14 acre land donation from Flint Hills.
✓ LCCMR approved action plan.
✓ Budget amendment and contract approved by City Council 7/18.
✓ Contractor Preconstruction meeting 8/29.
✓ Contractor coordinating undergrounding of powerlines.
Milestone Responsible
Leader(s)
Date Status
LAKE REBECCA PARK:
Monitor progress of grant for Lake
Rebecca
Parks Dept 3Q21 Approved
If funded, RFP and complete plan for
Rebecca restoration
Parks Dept and
consultant
3Q22 – 2Q23 Pending
If funded, approve plan for Rebecca
restoration
Parks
Committee and
City Council
3Q23 Approved
If funded, begin construction at Lake
Rebecca
3Q23 – 2Q24 Pending
If funded, complete work at Lake Rebecca Pending
If not funded, consider plan for future
restoration
Parks Dept and
consultant
2022 Not Applicable
If not funded, appearance/security
improvements (e.g.: remove back parking
lot)
Parks Dept 2022 Not Applicable
LAKE ISABEL PARK:
Grant approved for Lake Isabel Park DNR July 2021 Completed
Complete D&E plan for Isabel restoration ISG, Parks Dept 4Q21 Completed
Approve plan for Isabel restoration Parks
Committee and
4Q21 Coompleted
3. PARKS & PUBLIC SPACES
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City Council
Final grant authorization NPS Sept 2021 Completed
Bid construction project Late
2021/Early
2022
Completed
Begin construction at Lake Isabel May 2022 Pending
Complete work at Lake Isabel Summer 2022 Pending
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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.
Accomplishments:
Q3 2022
✓ Continued meeting with downtown businesses.
Milestone Responsible
Leader(s)
Date Status
Research the mechanics of establishing an
SSD
Community
Development
Dept.
3Q21 Completed
Research experiences of others in
establishing and operating an SSD
Community
Development
Dept.
4Q21 Completed
Discuss initiative with downtown property
and business owners to determine support,
obstacles, and areas for potential funding of
a future SSD
Community
Development
Dept.
1Q22 Started
Prepare a draft list and budget for potential
service and activities that may be provided as
part of an SSD
Business
Community
1Q22 Started
Hold meetings to discuss the draft plan with
downtown property and business owners
Business
Community
2Q22 Started
Incorporate changes and concerns adjusting
plan as necessary
Business
Community
3Q22 Not Started
Develop the ordinance amendment and SSD
Plan for official public hearing
City Attorney 3Q22 Not Started
Public hearing and approve ordinance City Council 3Q22 Not Started
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Future Topics - A list of items deemed important but not identified as a top priority at the time of planning.
When initiatives are complete, parking lot items will be added as new initiatives.
Future Topics for Consideration
Some of the ideas put forward by Councilmembers have not 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 at the direction of Council.
Ideas Related to People, Processes, Infrastructure, and Finance
1. Continue to Improve environmental sustainability of City operations.
✓ Partner delaying potential EV stations until next year.
✓ HPD hybrid vehicles coming in Oct.
✓ HFD new engine has diesel idle reduction.
2. Prepare for likely health advisory due to PFAS (new initiative 9/2022)
✓ MDH presentation to City Council 9/6.
✓ Press release.
✓ Multiple meetings with co-trustees of M Settlement.
✓ MPCA hired Wood to analyze potential connection between Hastings water
supply and contamination.
✓ Meetings with state legislators.
Ideas Related to Community Image and Public Engagement
1. Develop an internal communication strategy focused on council-staff
communications.
2. Develop policy for public recognition.
3. Incorporate elements of the HPAAC Arts & Culture Plan into City goals and
initiatives.
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✓ 2023 Budget includes public art project.
✓ Planning Committee meetings 7/13, 8/23, and 9/28.
✓ Recommendation for 2-year commission to City Council 10/17.
4. Install new welcome sign on Hwy 55 (new initiative 9/7/21)
✓ 2023 Budget includes welcome sign.
Ideas Related to Parks and Public Spaces
1. Expand Hastings’s status as a trail hub to drive tourism and awareness of Hastings.
✓ Parks Commission discussion about wayfinding signs.
✓ 2023 Budget includes trail reconstruction by Roadside Park.
✓ Dakota County planning trail alongside Ravenna road project.
2. Develop a plan for a new multipurpose indoor sports field.
Ideas Related to Housing and Economic Development
1. Stimulate job creation in Hastings.
✓ Intek Plastics expansion to create 46 jobs
2. Complete a full housing inventory analysis to guide development strategy.
3. Impact Studies (new initiative 10/2022).
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Additional City Initiatives and Efforts
The initiatives presented above should not be read in a vacuum. In many areas, the City is already
undertaking aspects of the initiatives. Looking forward 6 to 18 months, the City already has many
initiatives that support each of the four Strategic 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 functionality 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.
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 Study – The City last conducted a comprehensive
compensation and 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.
Union Contracts – 5 collective bargaining agreements expire at the end of the
year. Negotiation for renewal contracts begins in late summer.
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
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requiring more frequent repair. Replacing them with high-efficiency model is
anticipated in 2022. This will be part of the City Hall Dome Project (see Parks and
Public Spaces priority).
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 has issued 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 $1.8M 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 – Two long-tenured officers are retiring in Oct/Nov 2021. The hiring
process for these positions can easily take three 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.
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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 Project – 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 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 river speeds over the summer and expect to make
recommendations to their respective 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 to open space of the
Lake Rebecca and River Flats Parks 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 by summer 2022.
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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 grant program 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 last three years to
determine any necessary improvements.
Descriptions
Completed
In Progress
Behind Schedule
Delayed, Not Started
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