1. Strategic Plan Report Card
POSITIONING FOR GROWTH
First Year Actions
Utility Rate Study
The City Council commissioned Ehlers to conduct a rate study, which was completed during 2020.
The outcomes of the rate study were incorporated into the 2021 budgeting process, most recently
with the rates for 2021 being approved in February. The new rates will go into effect with the March
2021 billing.
City staff will continue to maintain 10‐year financial projections using assumptions from the rate
study along with year‐end actuals and future year budgets. Assuming growth continues at its current
pace, the rate study should be updated every 3‐5 years; however, if growth were to slow, the useful
life of the rate study may extend for additional years.
Conduct Community Survey
City staff has had virtual meetings with two firms who conduct surveys. Each firm conducts surveys
via phone calls, and they recommend 300‐400 surveys be conducted depending on the accuracy level
needed. Each firm differed on the number of questions, with one firm recommending 35 questions,
with the other firm being more flexible.
The Administrative Subcommittee received a verbal update at their February 2021 meeting for staff
to obtain direction on next steps. City staff will be working to obtain proposals from each firm, which
will be presented to the City Council for consideration, likely in April.
Evaluate Sewer Capacity
Upon completion of the Wastewater Master Plan in 2018, it was an outcome that City staff would
need to closely monitor the capacity of the Wastewater Treatment Facilities. Through the
combination of tracking actual flows, estimating flows for final platted lots not yet contributing
flows, and projecting future development, City staff recommended funding within the 2021 budget
to initiate the West Liquids Phase 1 project outlined in the Master Plan.
The City Council has since approved design services agreements with AE2S. The design and
permitting stages of the project are expected to be completed in early 2022 with construction
beginning in 2022 and expected into 2023.
Develop Scope of Services for Comprehensive Plan Update
The Strategic Plan included undertaking an update of the Comprehensive Plan, last adopted in 2012,
to evaluate and ensure that the goals and policies of the Comprehensive Plan for the type, location,
and rate of development is consistent with community preferences. The City Council directed during
budget discussions for 2021 that the Comprehensive Plan update be delayed until 2022 due to the
COVID‐19 pandemic. Delaying the Comprehensive Plan on year is also advantageous to allow for
release of 2020 US Census data for a more accurate social profile and completion of a community
survey in 2021.
Complete Changes from Multifamily Housing Study
The City Council approved a study of Multiple Family Housing as recommended by the Planning
Commission on 14 September 2021. The Planning Commission has reviewed draft changes to the
text and Future Land Use Plan of the Comprehensive Plan and recommendations on Zoning
Ordinance amendments to implement the study. A public hearing to consider the Comprehensive
Plan and Zoning Ordinance amendments would include notice to surrounding property owners of
properties where land uses changes are proposed. Scheduling the public hearing is pending as the
Planning Commission requested that this be the only item on the agenda.
Identify Land Requirements for City Needs
Over the past few years, the City has developed master planning documents for Water and
Wastewater utilities, Parks and Recreation, and Fire Station Locations. The City has recently chosen
to work with Wold Architects to evaluate the City Hall and Public Works building for future expansion
projects. Each of these documents will aid the City in identifying future land requirements.
2‐Year Results
Yes No
Maintained AA+ Bond Rating
Statutory Authority for Transportation Fee
500 Additional Dwelling Units
Updated Comprehensive Plan
CIP Budget for Facilities Planning Study
ENGAGING STAKEHOLDERS
First Year Actions
Proactively Communicate Growth
The City currently uses a variety of communication tools, including but not limited to: Otsego View
Newsletter; Facebook; Twitter; Instagram; City Website; MyCivic Mobile App; and the Star News.
City staff would like to further discuss this action item.
Expand Joint Powers Agreement with ISD 728 Community Education
The City and School District are currently working on an expanded Joint Powers agreement that
would essentially have the two entities cooperating when it comes to non‐duplicated programming,
facility space, and ballfield maintenance. Currently, the City is hosting its Adult Women’s Volleyball
League at Prairie View Elementary and instead of paying a facility charge the City is doing a facility
exchange with the School District for an ECFE programming they are running out of the Prairie
Center on Fridays. Also, both groups are currently working on proposing a maintenance agreement
where the School District would pay the City to maintain their playfields that are located within the
City of Otsego.
Renew Expiring Fire Contracts
The City contracts with three neighboring cities to provide fire protection and emergency response
services. The contracts are unique for each partner city, including the years under contract and the
methods as to how the fees are determined. The contract with Rogers allows for annual renewal
unless notice is provided by one of the parties. The contract with Elk River will expire at 12/31/2021,
with the initial contract renewal meeting having taken place on February 23. The contract with
Albertville will expire at 12/31/2022. The City Council has scheduled a special meeting for March 22
to discuss the topic of fire protection and emergency response services.
Lobby for Transportation Fee Authority
The City has not charged transportation impact fees since the Supreme Court ruling of Harstad vs.
City of Woodbury. Over the past few years, there has annually been legislation introduced that would
provide statutory authority for cities to charge the respective fees; however, to date no legislation
has been approved into law. Each year the City Council has approved a Resolution showing their
support for such legislation, which is shared with the authors of the legislation and our local elected
officials. The LMC supports this legislation, and provides updates throughout the legislative session,
including hosting bi‐weekly meetings specific to this topic, of which City staff participates in.
Work with Chambers to Improve Business Outreach
During 2019, the City increased efforts to conduct outreach meetings with the business community.
Those initial efforts, yielded only four outreach meetings being conducted. During the 2020 Strategic
Planning session, the intent was to partner with the Chambers to identify active businesses that
would be more prone to meeting with the City and target them for outreach meetings.
Unfortunately, with the COVID‐19 pandemic, these efforts have been halted.
Develop a Communication Plan
The City currently uses a variety of communication tools, including but not limited to: Otsego View
Newsletter; Facebook; Twitter; Instagram; City Website; MyCivic Mobile App; and the Star News.
City staff would like to further discuss this action item.
2‐Year Results
Yes No
New Fast‐Food/Fast‐Casual Dining Option
City Owned Industrial Lot Sold & Developed
Joint Powers Agreement with Community Education
Improved Access to DNR Properties
Statutory Authority for Transportation Fee
Increased Connection With Business Community
EMPOWERING THE ORGANIZATION
First Year Actions
Increase Employee and Supervisor Communications
A number of City leadership staff attended courses through the League of Minnesota Cities Lead
Academy, with one specific course, HR Essentials: Encouraging and Developing Others standing out
to the group. From this course, we have implemented Employee 1+1 meetings. These meetings are
between the employee and supervisor, and occur a minimum of three times throughout the year.
The general outline of the meeting is to talk about what is going well, what is not going well, and
whether we have the tools/education/training to complete our work. These meetings are not
intended to serve as an employee review; rather to generate two‐way discussions. Thus far, the
feedback on these meetings have been good.
Adopt Best Practices in Performance Reviews
Supervisors have, and continue to conduct employee performance reviews on an annual basis. Over
the past few years, City staff has worked to revise the review documentation form to ensure
consistent use within each department of the City. During 2020, City leadership staff implemented
1+1 meetings throughout the year to increase communications and offer opportunity for two‐way
discussions. The 1+1 meeting notes and the annual performance review forms are maintained within
the employee personnel file. With the Human Resource position soon to be hired, City leadership
staff will continue to focus on this topic and put in place improvements when necessary.
Establish an Employee Survey
City staff researched a number of employee engagement survey’s, ultimately choosing the Gallup
Q12 Employee Engagement Survey. This survey was sent to all full‐time employees on January 27,
with responses due by February 5. Out of 27 full‐time employees, 26 responded to the survey. The
combined score of 2.93 out of 4.00 falls between the good category (2.50‐2.90) and excellent
category (3.00‐3.40). This survey will be conducted once annually moving forward.
Establish Organization Wide‐Values
The City does not currently have any defined organization wide values.
City staff would like to further discuss this action item.
Identify Low‐Cost and/or Free Training Opportunities
The 2021 General Fund budget is $6,611,457, with funding for employee training and development
representing less than 1% ($47,714) of the total budget. This places an emphasis on finding training
that is low‐cost to ensure the funding can be stretched to its fullest extent. One example of this
approach is to find training through the League of Minnesota Cities, who offers a MemberLearn
program, which is an online learning platform, which only costs $17 per employee (2020 Rate).
Implement Policy Minimum Annual Training Requirements
The City Council approved revisions to the Personnel Policy during 2020, including a policy
requirement that each employee must complete five hours of training annually (Section 8‐1.1(G)).
2‐Year Results
Yes No
Survey Data Showing Employee Engagement and Satisfaction
Employees Understand and Feel Connected to Strategic Plan
Organization Culture, Values, and Behaviors are Clear
Improved Employee Performance Review Process