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HomeMy WebLinkAboutVIII-09 Strategic Initiatives - 2022 Fourth Quarter Report City Council Memorandum To: Mayor Fasbender & City Councilmembers From: City Administrator Dan Wietecha Date: January 17, 2023 Item: Strategic Initiatives Council Action Requested: No action necessary. Quarterly informational report. 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. Staff is preparing a final report covering the past 6 quarters to present to the City Council in February. Financial Impact: n.a. Committee Discussion: n.a. Attachment: City of Hastings Strategic Priorities: 2022 Q4 Progress Report VIII-09 1 CITY OF HASTINGS STRATEGIC PRIORITIES 2021-2023 Adopted by the Hastings City Council on September 6, 2021 2022 Q4 PROGRESS REPORT VISIT HASTINGSMN.GOV/STRATEGICPLANNING FOR PRIORITIES & QUARTERLY REPORTS VIII-09 2 Q4 2022 EXECUTIVE SUMMARY Strategic Priority Initiative Accomplishments People, Processes, Infrastructure, and Finance 1.1 Multi-Year Financial Model ✓ Completed earlier in year 1.2 Diversity, Equity, and Inclusion ✓ BR4R “Breaking the Silence: Remembering Brown’s Chapel AME” 10/23 ✓ LMC “Exploring Race Equity” seminar 11/1 ✓ Panel Discussion “Homelessness in Hastings” 11/16 ✓ Embedded Social Worker starting 12/7 ✓ Opened interest forms for new Arts & Culture Commission Community Image and Public Engagement 2.1 Strategic Communications Plan ✓ Developed key message pyramid for key audiences ✓ Reviewed web, social media and e- newsletter analytics and developed report ✓ Attended MAGC conference and developed plan for enhanced social media strategies for 2023. ✓ Built external communications strategies for reaching target audiences. ✓ Developed strategies for reaching underrepresented populations. ✓ Developed strategies for improving the user experience for website visitors, to be implemented with the next web redesign. ✓ Developed a web governance strategy for web maintenance. 2.2 Tourism ✓ Levee Park Programming: 31 programs, over 8,300 attendees, increased marketing ✓ Big Belly trash/recycle bins ordered for downtown with frames for poster ads ✓ CIF project: partnered with DBA for new holiday lights ✓ Launched Restaurant Week promotions Parks and Public Spaces 3.1 Parks and Public Space Beautification ✓ Parks Commission working on Parks Five-Year Plan. ✓ Parks Commission reviewing VIII-09 3 underutilized spaces. ✓ Partner with Dakota County for MRRT and VRGT 3.2 Vermillion Street Corridor Plan ✓ HEDRA Façade Grant Program: $44K to 11 projects, leveraged $76K private investment ✓ MNDOT and City outreach to businesses in corridor. ✓ Produced video with HCTV highlighting façade improvement grant project results. 3.3 Lake Rebecca/Lake Isabel Parks Renovations ✓ Lake Isabel Park construction started 10/19/22, completion by 6/30/23 Housing and Economic Development 4.1 Downtown Special Service District ✓ Held meetings with downtown property and business owners ✓ Provided information on proposed cost of activities ✓ Awaiting further questions or petition to begin consideration from business\property owners. *Future Topics People, Process, Infrastructure, & Finance Continue to Improve environmental sustainability of City operations. ✓ Held an annual office cleanup day and diverted the following amounts from the landfill by bringing them to the Recycling Zone in Eagan: 756 lbs. of electronics, 52 fluorescent light bulbs, and 61 lbs. of batteries. Develop an internal communication strategy focused on council/staff communications ✓ Completed earlier in the year. VIII-09 4 Prepare for likely health advisory due to PFAS. ✓ MPCA hired Wood for Phase One environmental review, completion due 1/6/23 ✓ Meetings with state legislators ✓ WSB to provide quotes as consulting engineer 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. ✓ City Council approved 2-year Arts & Culture Commission 12/5 ✓ Promoted call for new comm Install new welcome sign on Hwy 55 ✓ Parks & Public Spaces Hastings as Trails Hub ✓ Housing and Economic Development Stimulate job creation in Hastings. ✓ HEDRA hired Rokos Advisors for industrial park marketing 7/14 Complete a full housing inventory analysis to guide development strategy. ✓ Impact Studies ✓ *Denotes ideas put forward by City Council members as important, but not yet added to the strategic initiatives. VIII-09 5 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: Q4 2022 ✓ Completed earlier in year 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 VIII-09 6 End state: A Hastings city government and community that honor, respect, and practice diversity, equity, and inclusion as lived values. Accomplishments: Q4 2022 ✓ BR4R “Breaking the Silence: Remembering Brown’s Chapel AME” 10/23 ✓ LMC “Exploring Race Equity” seminar 11/1 ✓ Panel Discussion “Homelessness in Hastings” 11/16 ✓ Embedded Social Worker JPA starting 12/7 ✓ Opened interest forms for new Arts & Culture Commission 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 • Increase public art, culture and history projects focusing on diverse communities Department Heads Ongoing In Progress 1. PEOPLE, PROCESSES, INFRASTRUCTURE & FINANCE VIII-09 7 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: Q4 2022 ✓ Developed key message pyramid for key audiences ✓ Reviewed web, social media and e-newsletter analytics and developed report ✓ Attended MAGC conference and developed plan for enhanced social media strategies for 2023. ✓ Built external communications strategies for reaching target audiences. ✓ Developed strategies for reaching underrepresented populations. ✓ Developed strategies for improving the user experience for website visitors, to be implemented with the next web redesign. ✓ Developed a web governance strategy for web maintenance. Milestone Responsible Leader(s) Date Status Define the story, key audiences and messaging for each Management Team and Communications Coordinator 2Q22 Completed Review metrics and analytics to evaluate content and channels Communications Coordinator 2Q22 and ongoing Initial metrics gathered; 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 Completed Assess and build an emergency management/crisis communications plan Public Safety and Communications Coordinator TBD In progress Assess and build strategy for under-Communications 3Q22 Completed VIII-09 8 represented populations Coordinator with partners Assess and improve the user experience with the City’s website Communications Coordinator Ongoing Assessment Completed; need site overhaul Review and amend communications- related policies and procedures (web, social media, media relations, event policies, and processes) Communications Coordinator 4Q22 Completed VIII-09 9 End state: New funding sources for promoting tourism leads to a measurable increase in tourism over pre-COVID levels. Accomplishments: Q4 2022 ✓ Levee Park Programming: 31 programs, over 8,300 attendees, increased marketing ✓ Big Belly trash/recycle bins ordered for downtown with frames for poster ads ✓ CIF project: partnered with DBA for new holiday lights ✓ Launched Restaurant Week Promotions 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 VIII-09 10 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: Q4 2022 ✓ Parks Commission working on Parks Five-Year Plan. ✓ Parks Commission reviewing underutilized spaces. ✓ Partner with Dakota County for MRRT and VRGT. ✓ Communications and Parks partnered on social media posts related to parks maintenance duties. 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 In progress; ongoing 3. PARKS & PUBLIC SPACES VIII-09 11 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: Q4 2022 ✓ HEDRA Façade Grant Program: $44K to 11 projects, leveraged $76K private investment ✓ MNDOT and City outreach to businesses in corridor ✓ Worked with HCTV to produce a video featuring the façade grant project results. 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 VIII-09 12 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: Q4 2022 ✓ Lake Isabel Park construction started 10/19/22, completion by 6/30/23 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 City Council 4Q21 Completed Final grant authorization NPS Sept 2021 Completed Bid construction project Late 2021/Early Completed 3. PARKS & PUBLIC SPACES VIII-09 13 2022 Begin construction at Lake Isabel May 2022 Pending Complete work at Lake Isabel Summer 2022 Pending VIII-09 14 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: Q4 2022 ✓ 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 In progress Prepare a draft list and budget for potential service and activities that may be provided as part of an SSD Business Community 1Q22 Completed 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 In progress Develop the ordinance amendment and SSD Plan for official public hearing City Attorney 3Q22 Awaiting confirmation from business property owners Public hearing and approve ordinance City Council 3Q22 Not Started VIII-09 15 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. ✓ Held an annual office cleanup day and diverted the following amounts from the landfill by bringing them to the Recycling Zone in Eagan: 756 lbs. of electronics, 52 fluorescent light bulbs, and 61 lbs. of batteries. 2. Prepare for likely health advisory due to PFAS (new initiative 9/2022) ✓ MPCA hired Wood for Phase One environmental review, completion due 1/6/23 ✓ Meetings with state legislators ✓ WSB to provide quotes as consulting engineer Ideas Related to Community Image and Public Engagement 1. Develop an internal communication strategy focused on council-staff communications. Completed earlier. 2. Develop policy for public recognition VIII-09 16 3. Incorporate elements of the HPAAC Arts & Culture Plan into City goals and initiatives. ✓ City Council approved 2-year Arts & Culture Commission 12/5 4. Install new welcome sign on Hwy 55 (new initiative 9/7/21) ✓ Ideas Related to Parks and Public Spaces 1. Expand Hastings’s status as a trail hub to drive tourism and awareness of Hastings. ✓ 2. Develop a plan for a new multipurpose indoor sports field. Ideas Related to Housing and Economic Development 1. Stimulate job creation in Hastings. ✓ HEDRA hired Rokos Advisors for industrial park marketing 7/14 2. Complete a full housing inventory analysis to guide development strategy. 3. Impact Studies (new initiative 10/2022). VIII-09 17 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 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 VIII-09 18 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. Machinery Hill – During Rivertown Days in July. VIII-09 19 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. Money approved for Zoning Code update to be completed in 2023 Shoreland and Critical Areas Ordinance - Adopt changes to the Shoreland and Critical Areas Ordinance consistent with MN DNR regulations. To be completed by Spring of 2023. VIII-09 20 Architectural Assessment of Downtown Buildings - Hire a consultant to complete an inventory of the architectural and structural conditions of historic downtown buildings. Assessment not completed but Façade Improvement Grant initiated in 2022 and will continue in 2023 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 VIII-09