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02-06-89 agendaCITY OF RICHFIELD, MINNESOTA Study Session Letter No. 4 Agenda February 6, 1989 Issue Statement: Discussion of Council liaison appointments for 1989. Background• Members of•the City Council represent the City on a variety of boards, commissions, and agencies. Each year the Council makes liaison appointments to these various agencies and commissions. Council Members have expressed a desire to discuss these appointments prior to this item being placed on a Council agenda. A list of the appointments is attached. Recommendation: Discuss which Council Members should represent the City on these various commissions and agencies. Basis for Recommendation: 1. This will give Council Members an opportunity to discuss these appointments individually prior to their confirmation at a subsequent Council meeting. Discussion/Decision Mode: If the Council is in agreement on the appointments, the item will be placed on the February 13, 1989 City Council agenda for Council confirmation. Respectfully submitted, James Prosser City Manager JDP/ej a CONMISSION-LIAISON APPOIN'IMEN'I5 1988 LIAISON ASSOC. ME'IItO MUNICIPALITIES (AMM) Steve Quam Orve representativve, one alter. Edwina Garcia, Alt Meets: Annual Mtg. + Various CATV CQMYI2SSI0N James Prosser, Dir. Two directors, two alternates Ivan Ludeman, Dir. Meets: First Wednesday, 7:30 P.M. Starve Quam, Alt. January-April-June-Octobex Steven Devich, Alt. LEAGUE OF MINNESdrA CITIES (IMC) Ivan Ludesilan, Rep. One representative, one alternate Edwina Garcia, Alt. Meets: Annual Mtg. June + Various MASAC Two representatives two alter. Meets: Fourth Tuesday, 7:30 P.M. Edwina Garcia, Rep. Dan Priebe, Rep. Michael Sar~dahl, Alt James Prosser, Alt. NOISE RICHFIELD SCHOOL DISTRICT One delegate, oane alternate Meets: First and Third Moan, 7:00 P.M. Michael Sandahl,Rep Steve Quam, Del. Michael San~dahl, Alt STOREFROIVT/YOUTH ACTION, INC. Steve Quam, Lia. One liaises, one alternate Jack ~-sl~*~, Alt. Meets: Fourth Tuesday, 7:30 A.M. SUBURBAN RATE AtJ'I'HORITY One director, one alternate Meets: As Needed Michael Sandahl,Dir James Prosser, Alt. ADVISORY BOARD OF HEALTH One liaison, oaze alternate Meets: Third Monday, 7:00 P.M. Martin Kirsch, Lia. Edwina Garcia, Alt. 1989 LIAISON 1988 LIAISON 1989 LIAISON COMMUNITY SERVICES AIJVVISORY COMMISSION Michael Sarx3ahl, Lia. One liaison, one alternate Ivan Ludeman, Alt. Meets: Seao~xi Tuesday, 7:00 P.M. IIVERGY AViIAF2IIVE5.S Al7VISORY COMMISSION Edwina Garcia, Lia. One liaison, one alternate Michael Sandahl, Alt. Meets: Third Tuesday, 7:00 P.M. HUMAN RIGHTS COMMISSION Steve Quam, Lia. One liaison, owe alternate Edwina Garcia, Alt. Meets: First Tuesday, 7:00 P.M. HUMAN SERVICES OONMISSION Martin Kirsch, Lia. One liaison, one alternate Ivan Ludeman, Alt. Meets: Second Thursday, 4:30 P.M. PLANNING COMMISSION Martin Kirsch, Lia. One liaison, one alternate Edwina Garcia, Alt. Meets: Fourth Tuesday, 7:30 P.M. SISTER CITY INTIIZNATIONAL James Prosser, Lia. One liaison, one staff member Steve Quacn, Alt. Meets: Seooayd Thursday, 7:00 P.M. % ,`~ Q ..2% ~^" CITY OF RICHFIELD, MINNESOTA Study Session Letter No. 3 Agenda February 6, 1989 Issue Statement: Review of 1989 tax capacities and net taxes payable for Richfield residents. Background: (See attached Council Memorandum). Property tax statements are now being mailed to Richfield. property owners. The impact of the new tax law and the City's 1989 tax capacity rate will be reviewed by the Administrative Services Director to provide an information background on the process. Recommended Motion: None. Discussion/Decision Mode: With the timeliness of property tax statements, now is an excellent opportunity to briefly review this subject matter. It should provide insight to Council Members on telephone calls they may receive from Richfield residents concerning their property tax statement. Res lly submitted, Jame p. Prosser City~~anager JDP:eja CITY OF RICHFIELD, MINNESOTA Office of City Manager January 31, 1989 Council Memorandum No.4 The Honorable Mayor and Members of the City Council City of Richfield Subject: Tax Capacities and Estimated Real Estate Taxes for 1989 Council Members: Tax statements for 1989 are now being mailed to Richfield residents. The following data is provided for your information. Table #1 This table projects what the net tax payable (homestead credit deducted) for Richfield residential properties would be for 1987, 1988 and 1989 if the estimated market value did not change. The tax law changes for 1989 appear to favor properties with a value in excess of $70,000. In fact, with a constant estimated market value of $69,200, net property taxes would remain level from 1988 to 1989. Any constant value below $69,200 would show an increase, while values above that mark would show a decrease. The decrease is greater as the value of the property is greater. It should also be noted that even at the breakeven point of estimated market value, the resident would have experienced a 12.87$ reduction in the City only portion of their-net tax bill if the market value stayed constant. (See Attachment 1). Table #2 Table #2 shows some actual examples of net tax payable (homestead credit deducted) for 1988 and 1989. This table reflects what actually happened to these selected properties both in terms of estimated market value changes and net taxes payable. It is interesting to note that on the two highest valued properties, market value increases of 6.25$ and 5.63$, respectively, resulted in virtually no change in taxes. While on the lowest valued property, a 5.45$ market value increase resulted in an 8.07$ net tax payable increase. Anyone whose property taxes increased be more than 10$ and whose tax increase was greater than $40 may be entitled to a property tax refund. Details are in the yellow booklet, "1988 Minnesota Property Tax Refund". Table #3 Table #3 shows the breakdown of the total tax capacity rate. The table goes on to show the estimated taxes for 1989 on different market values ranging from $40,000 to $170,000. Summary The new tax law appears to be most favorable to properties which are valued over the $70,000-$80,000 mark. Lower valued. properties may see the highest percentage tax increases in the City. The new tax law formula and the City's 1989 budget are responsible for the decrease in the City's share of a resident's tax bill. However, one should not forget that the City was the benefactor of a significant increase in Local Government Aids for 1989. The direct result of this aid increase was a diminished burden of Richfield homeowners. Finally, it should also be noted that the homestead credit maximum increased from $700 in 1988 to 5725 in 1989. However, the formula for calculating the credit remained the same, 54$ of tax on the first $68,000. This information will be reviewed on February 6 during the City Council Study Session. Respectfully submitted, James D. Prosser City Manager JDP : e~ a cc:~ Steven Devich, Administrative Services Director TABLE ~~1_ CITY OF RICHFIELD Residential Homestead Tax And Assessed Value EST TAX* EST TAX* EST TAX* MARKET VALUE 1989 (1) .1988 (2) 1987 (3) 50,000 480 469 447 60,000 576 562 537 70,000 - 743 7.50 715 80,000 984 1074 1018 90,000 1224 1398 1320 100,000 1465 1721 1623 110,000 1782 2045 1925 120,000 2100 23.69 2228 130,000 2418 2692 2530 140,000 2735 3016 2832 150,000 3053 3339 3135 160,000 3370 3663 3437 170,000 3688 3986 3740 *School District #280 Watershed #3 Residential Homestead (1) 1989 Tax Capacity 96.232 (Maximum Homestead Credit $725) (2) 1988 Mill Rate 119.864 (Maximum Homestead Credit $700) (3) 1987 Mill Rate 108.027 (Maximum Homestead Credit $700) TABLE #2 CITY OF RICHFIELD Sample Values And Taxes ESTI:~'iATED 1988 I ESTI~'IATED 1989 MARKET VALUE TAX I MARKET VALUE TAX I 42200 395.55 I 44500 427.46 44300 415.24 I 46500 446.66 48800 457.42 i 51000 490.02 55700 522.10 ~ I 59100 567.50 61100 572.75 1 65100 634.75 66100 646.90 I 70000 743.50 71300 792.42 I 75300 871.48 75500 928.34 I 80100 986.96 80200 1080.44 I 82800 1051.44 84900 1232.56 I 89500 1213.10 92500 1478.52 I 94500 1333.40 96100 1595.02 I 99000 1441.18 106500 i 1931.65 I 1 111900 1843.42 120100 2371.74 I 126100 2293.78 133200 i 2795.76 I 140900 2764.37 144000 3145.22 I 153000 3148.32 163400 3773.12 I _- 172600 3770.95 TABLE ~~3 1989 RESIDENTIAL TAX ESTIMATES CITY OF RICHFIELD Tax Capacity Rate = 96.232 ~ W.S. #1 = .351 Total Tax Capacity Rate City of Richfield School- Dist #280 Vocational School County Misc. W.S. #3 Market Value 16.420 45.616 1.223 27.101 5.797 .075 96.232 Mid-year Homestead Tax Homestead Tax W.S. #3 = .075$ Non- Homestead Tax $ 40,000 $ 384. $ .865 $1,347 45,000 432 974 1,516 50,000 480 1,082 1,684 52,500 504 1,136 1,768 55,000 528 1,190 1,852 57,500 552 1,245 1,937 60,000 576 1,298 2,021 62,500 600 1,353 2,105 65,000 632 1,411 2,190 67,500 .685 1,479 2,273 70,000 743 1,550 2,358 72,500 803 1,622 2,442 75,000 863 1,695 .2,526 77,500 924 1,767 2,610 80,000 984 1,839 2,695 82,500 1,044 1,911 2.779 85,000 1,104 1,983 2,863 87,500 1,164 2,056 2,947 90,000 1,224 2,128 3,031 92,500 1,284 2,200 3,116 95,000 1,345 2,272 3,200 97,5.00 1,405 2,344 3,284 100,000 1,465 2,416 3,368 105,000 1,624 2,580 3,536 110,000 1,782 2,744 3,705 115,000 1,941 2,907 3,873 120,000 2,100 3,070 4,042 125,000 2,259 3,234 4,210 130,000 2,418 3,398 4,379 135,000 2,576 3,562 4,547 140,000 2,735 3,725 4,715 145,000 2,894 3,889 4,883 150,000 3,053 4,052 5,052 160,000 3,370 4,380 5,389 170,000 3,688 4,706 5,725 ATTACHMENT #4 Est. Mkt Value Assessed Val Tax Capacity Local Mills Local Tax Capacity Local Tax Local Share of TAX CALC -II 1988 1989 $69200 $69200 11884 1506 23.76 0.1642 $282.36 $247.29 Homestead Crdt X140.00 123.25 Net Local Tax $142.36 $124.04 INC/(DEC) - ---------------- -12.87$ ------------------------------ ------------------ Mill Rate 119.86 Tax Capacity Rate 0.96232 Total Tax $1424.42 $1449.25 Homestead Credit $700.00 $725.00 Net Tax $724.42 $724.25 $ Incr/(Decry -0.02 ~~,~u CITY OF RICHFIELD, MINNESOTA Study Session Letter No. 2 Agenda, February 6, 1989 Issue Statement: Review of recommendation to improve Fire Division ability to fire response capability. Background: Since the late 1960's, the City of Richfield has utilized off- duty firefighters to augment the on-duty strength at structural fires. This practice afforded the City a cost-effective method of fire protection. The typical fires, however, today are more challenging. Fires now are faster-growing and hotter as a result of the abundance of synthetic materials that are more common in our modern environment. This challenge has been intensified by the fact that we have depended upon City-resident firefighters for our off-duty response but the number of available off duty firefighters has steadily dwindled. The scope of the problem and a recommendation for resolving it are contained in the enclosed report titled Analysis of Fire Division Manning Alternatives. It includes data showing the following: * The probability of property damage and casualty due to fire is greater now in Richfield than it was in the past. * The availability of off-duty firefighters has steadily decreased at the same time that the risks from fire have been increasing. The data included in the analysis show that the response of off- duty firefighters now exceeds generally accepted standards for over one third of the calls. Within the next two years three city-resident firefighters retire. At that time the probability of adaquate response will drop to zero. The analysis measures our fire protection strength against national standards and federal regulations. It shows that the present staffing level and organization of the fire division is below national standards, and also is less than our surrounding neighbors of Bloomington, Edina and Minneapolis. The data for the attached analysis was compiled in a yearlong study of the various options available for correcting our fire protection problems. The following four options have been selected for review: 1. Option 1 -Changing the trend in the firefighter living pattern by requiring, through negotiation, that new firefighters live in or near the City. 2. Option 2 - Recruiting paid-on-call firefighters to respond in place of the off-duty career firefighters. 3. Option 3 - Recruiting college students from the ranks of volunteer firefighters, providing them with college expenses and living quarters for their work as firefighters when not at school. 4. Option 4 - Hiring more career firefighters. The analysis compares those options based on the following set of factors which measure the costs and effectiveness of each: 1. Response Reliability. 2. Response Effectiveness. 3. Initial Training Requirements 4. Continuing Training Requirements. 5. Effectiveness Time Lag. 6. Operating costs. The factors are defined in the analysis on Page 13. Detailed cost breakdowns for each option are included in Part 4 to show their entire cost. Different parts of .the analysis refer to comparisons between Richfield and its neighboring cities. Part 5 is related to those comparisons, and is a discussion of Edina's experience with using paid-on-call (POC) firefighters. Recommendation City staff has concluded from the analysis that the positive features of the college student/firefighter option make it the superior choice for improving the fire division capability. The attached analysis contains a detailed description of the recommended program, along with graphic comparisons. To summarize, the program would operate in two phases. In Phase One, we would recruit 12 qualified volunteer firefighters who have been accepted as full-time students at a metropolitan college. Four students would be assigned to each shift, raising the on- duty strength from a minimum of six to ten. They would report for duty at 5 pm on school days and work the regular 24 hour shift on other days, giving us an increased on-duty strength nearly 80~ of the time, and always during the time when fires are more likely,. between 5 pm and 1 am. Phase Two is the creation of the PSC program at Richfield High School. A cooperative effort between the City and school system, the PSC program is designed to: 1. Provide the training necessary to qualify for the college .student/firefighter program. 2. Give the PSC students priority for openings in the college student/firefighter program. 3. Recruit minority students. 4. Assess each student's deficiencies in qualifying for a public safety career. 5. Custom-design a skills-building program to help each student overcome any deficiency which might prevent them from meeting the criteria for employment in Richfield as a police officer or firefighter. Basis of Recommendation: 1. The Public Safety Department has submitted data showing that the level of fire protection in Richfield has deteriorated. The analysis includes extensive research on our options for augmenting the strength of the fire division. Four options were selected for comparison, and the college student/firefighter program was selected as the most cost-effective solution for restoring our fire protection to its former level. 2. The college student/firefighter program will also provide an opportunity for qualified Richfield High School students to receive a free college education. The proposed Public Safety Career program will provide the high school students with the necessary training and experience to qualify for the program, and in addition will be an extremely desirable affirmative action program for the City. The Public Safety Director and Fire Chief have discussed the PSC program with Mr. Richard Maas, Principal, and Mr. James Hare, Director of Eduction. They expressed enthusiasm for the program and are willing to work toward its implementation for the coming school year. Alternate Recommendation: 1. The Council could postpone consider. fire division manning. Postponement college student/firefighter program recruitment needs to begin in March implemented in time for the 1989-90 3tion of any changes to would delay the until 1990, since in order to be school year. 2. The Council could suggest another option for consideration. The Public Safety Department did study other options not included in the analysis, but only retained the most cost-effective options. Decision/Discussion Mode• The Public Safety department has prepared a recommendation which would resolve the fire division manpower problem, and will discuss the recommendation at the February 6th study session. Respect ly submitted, Ja D. Prosser Ci Manager JDP:sae CITY OF RICHFIELD, MINNESOTA Study Session Letter No. 1 Agenda, February 6, 1989 Issue Statement: Consideration of strategies regarding Minneapolis/St. Paul airport. Background• The Metropolitan Council has recently adopted a dual track strategy to address airport capacity. The dual track includes the construction of a north/south runway, and an effort to initiate a search for a new airport. The Metropoltan Airport Commission (MAC) has adopted a modified version of that dual track approach. The dual track strategy appears to have a negative impact upon Richfield. Those impacts include: -Decreased quality of life within Richfield due to noise from airport .operations. -Loss of tax base. -Economic disinvestment caused by the potential increased airport noise. -Decreased economic investment due to the potential of the loss of the airport as an economic center. -A public perception that Richfield may not be a good place to live in the future because of the increase in noise and the loss of the airport as an economic attraction. The City Council has previously adopted policies relating to the dual track strategy. The policies include the following basic elements: -Richfield does not believe that the need for a new runway or a new airport has been clearly established. Without a clearly established need, planning for a new runway or airport causes adverse impact upon Richfield without good cause. -The north/south runway is an environmentally unsound alternative to increase airport capacity and should be dropped as an alternative to increase capacity. Should the need for increased capacity be demonstrated other alternatives need to be reviewed. One such alternative would be the construction of the far parallel runway. Given the damage to Richfield because of the uncertainity for planning a new airport without a demonstrated need, a new airport site should not be selected. The City Council has authorized staff to initiate a strategic planning process regarding the airport. A Richfield Airport Strategy Group has been formed. The group includes the following: David Braslau, an environmental specialist familiar with airport operations. D.J. Leary, of Media Relations Inca, a political public affairs strategist. Bill Morris, Decision Resources, Ltd., a marketing survey company. Charlie LeFevere, attorney, LeFevere, Lefler, law firm. Don Priebe, City representative MASAC. Byron Wallace, Richfield Director of Community Development. Melanie Ault, Administrative Aide, City of Richfield (part- time employee) - Staffed to the Richfield Airport Strategy Group. James D. Prosser, City Manager, Richfield, Minnesota The meeting notices are also provided to City Council members who are invited to attend the Richfield Strategy Group meetings. As approved by the Council, the purpose of the Strategy Group is to accomplish the following: -Review developments regarding implementation of dual track strategy -Assessment of the impact of airport plans on the City of Richfield. -Recommend general policy positions to the City Council regarding airport planning. -Recommend strategies to implement policy direction determined by City Council. The Richfield Airport Strategy Group has met on two occasions since the previous Council Meeting.' A summary of those meetings is attached as an exhibit. Current assessment of the status of the dual track strategy includes the following basic elements: -The Metropolitan Commission has fully endorsed the dual track strategy as previously described. -The Metropolitan Airport Commission appears to cooperate with the dual track strategy, primarily in an effort to avoid direct confrontation with Metropolitan Council and/or the Legislature regarding planning authority for the airport. -The Legislature has not taken a clear position on the dual track strategy. It appears to be a strong indication that the Legislature will want to become more directly involved with gathering information regarding the impact of the dual track strategy. traffic. Alternative ways of enhancing the airports capacity. -Economic impact of relocation of the existing airport and the opportunities for economic growth by existing and future commercial and service business in the communities. -Interaction between the Twin Cities region and other regions with respect to demand of air travel, and the ability of each region to accomodate that demand. -The economic and environmental impacts and benefits of the north-south alternatives on the community. -The impact of creating an additional growth center around a new airport.- -Recommendation for Legislative and/or Agencies actions related to meeting future air travel needs in the Twin Cities market.- 3. The projected cost of this study is $100,000 to be .funded on a shared basis between Richfield and Bloomington. Richfield's share would be approximatly 538,000. It is expected that the survey would be initiated in early April and completed by October 1, 1989. 4. The staff will contact local Legislators and Legislators involved with this issue, and advise them of our intent to complete the Study and ask for input regarding the Study. The City would also ask that the Legislators withhold making final positions regarding the implementation of dual track strategy until our study is complete. 5. In order to avoid community disinvestment, or a concern on the part of the public that the environmental quality of Richfield is in danger, a public information brochure will be provided to residents. The purpose of that brochure will be to let the residents know what the City is doing regarding the dual track strategy and advise them of the unlikelihood of the implementation of the north-south strategy. A copy of that brochure will be separately reviewed with the City Council. 6. A representative for the City will initiate contact with major businesses that have a stake in the airport staying where it is. Those contacts would probably include visits to two or three corporations or organizations per month. 7. The City should consider conducting a public opinion survey of Richfield, Bloomington, and South Minneapolis. The purpose of the survey would be to gather information from the public regarding their opinion about the -The Metropolitan Council has delivered a final report on the Metropolitan Counci task force findings to the Legislature. A copy of that report is also attached. -Minneapolis appears to strongly support relocation of the airport. -North suburban Mayors are currently urging Minneapolis elected officials to support relocation of the airport to a North surburban location. -Minneapolis elected officials are apparently divided regarding the wisdom of supporting this effort now. Minneapolis elected officials with the exception of Steve Cramer are apparently opposing construction of a north-south runway. Steve Cramer's support for the north-south runway is apparently waivering. Recommendation: The recommendation of the Richfield Strategy Airport Group is as follows: The City Council should refine their policy regarding the airport to include the following basic elements: 1. Support keeping the airport where it is. 2. Improve as necessary - but do not construct a north- south runway. 3. Minimize environmental impact. Recommended strategies to implement these policies include the following. 1. Continue to clarify City of Richfield position with Legislators, MAC, Metropolitan Council and other regulatory bodies reviewing this matter. This is accomplished primarily by, testimony at hearings, letters to appropriate officials and individual meetings with Legislators as appropriate. 2. Gather additional information to repute the basis of the dual track strategy. The City of Bloomington and the City of Richfield are working to cooperate in a joint venture to gather additional information to repute the Met Council dual track strategy. This would primarily accomplished through a study, jointly funded by the communities. The study would examine the following basic elements: -Volume and mix of air traffic which will use Minneapolis-St. Paul airport during the forecast period. -Capability of the MSP airport to accomodate that current airport location. Preliminary indications are that there is public support for the airport to stay where it is, but that efforts to reduce noise should be continued. Information which supports the airport's current location would be os strategic importance in reviewing this issue with Legislators and Minneapolis`Respresentatives. The survey would also be helpful in indicating general items of concerns of residents regarding the airport and operations. 8. Continue to examine the feasibility of redevelopment portions of New Ford Town to uses more compatible with airport operations. Basis of Recommendation: To implement strategies consistent with City policy regarding airport discussion mode. This matter will be presented for discussion at the work shop session on February 6, 1989. The Council may add, delete, modify any strategy proposals as indicated. JDP:sae Resp tf ly submitted, Jam s D. Prosser Cit Manager Strategic Planning Group January 5, 1989 Brainstorming Session Issue Airport Development Strategy Goals 1. NO North/South Runway 2. Do NOT move Airport 3. Further Airport Noise Equity 4. Oppose 422 Extension Goal 1. Current Status --A North/South runway is good for South Minneapolis. There would be no additional traffic, but it would be an inefficient use of money. --Acknowledging the need to expand is good for MAC. --Problem: StarTribune will not print Richfield's views. Where is this Strategy Likely to Go? --Richfield can continue to work with MAC, trusting they will not put in a N/S runway. --It is unwise to continue to trust MAC. Now, Richfield and MAC have a common interest. MAC however, can expand when and where they feel appropriate. --Redevelop New Ford Town. Commercial/Industrial development means more dollars in compensation if N/S runway built; would get those residents who want to move, out; communicates the. perception that a N/S runway will not be built. --Communicate the failure of a dual track system and its alternatives with: legislators, politicians, residents, extended community.. Additional Information Needed --What is the mood of the Legislature? --What does the Governor think? --Find the language in the Met Council Report that allows MAC to look into something other than the N/S runway, namely the Third Parallel. Goal 2. Current Status --Minneapolis City Officials really want a new airport, but endorse having the Dual Track System in the report. They seem to "know" that a dual track will never come to be. --Minneapolis is giving away brochures to outstate areas promoting a new airport. Where is This Strategy Likely to Go? --Minneapolis may be dividing on a N/S runway, but unite in promoting a move. Question: What if a N/S runway is built anyway? Additional Information Needed --Find out feelings of: Al Greenwood, Denny Schulstad, Steve Cramer, and Mayor Fraser. Also, get their opinions on a third parallel. Goal 3. Current Status --Experiment ends 1-31-89. --MASAC to consider an extension. Where is this Strategy Likely to Go? --Support an experiment extension. --It is largely a perception issue; residents are willing to put up with some noise, but feel they should not be "dumped" on. Keep up a sense of equity. --Debunk PRS as Airport Noise Equity. --Support Flight Track Monitoring. --Improve visibility and clout. Additional Information Needed --A Metro-Wide Survey, done scientifically, and publish it. Goal 4. Current Status --Scoping document is prepared. --E.I.S. is underway. Where is This Strategy Likely to Go? --Make sure the E.I.S. generates the information Richfield will need. --Consider capacity increase. Review the Scoping document and examine the use of extended 4-22 in the future. Additional Information --Scoping document. --E.I.S. when completed. Overall Plan --Richfield should come up with affirmative action. --Richfield should become more active and prepared. --Build a coalition and include Bloomington. --Get more FACTS. --Get someone to analyze the existing data; no new data is necessary.