02-13-2024 WS City Council Agenda W O R K S E S S IO N
R IC H F IE L D MU N IC IPAL C E N TE R, B AR TH O LO ME W R O O M
F E B R U ARY 13, 2024
5:00 P M
C all to order
1.P resentation of the 2023 S trategic P lan P rogress Report.
A djournment
Auxiliary aids for individuals with disabilities are available upon request. Requests must be made at least 96
hours in advance to the City Clerk at 612-861-9739.
AGENDA SECTION:Work Session Items
AGENDA ITEM #1.
STAFF RE P ORT NO. 04
WORK SESSION
2/13/2024
RE P O RT P RE PA RE D B Y: C hris S wanson, Management A nalyst
D E PA RTME NT D IRE C TO R RE V IE W:
O THE R D E PA RTM E NT RE V IE W:
C ITY MA NA G E R RE V IE W: K atie Rodriguez, C ity Manager
2/7/2024
I T E M F O R WO RK S E S S IO N:
Presentation of the 2023 Strategic Plan Progress Report.
E X E C UT IV E S UM M ARY:
I n the fall of 2021, staff started a process to draft a 4 (four) year strategic plan for Richfield. Based on
feedback from the community, elected officials and city staff, 5 (five) specific measurable priorities, issues of
high importance to the City Council, will guide decisions for the next 4 years.
T he five priorities identified are:
• Operational Excellence
• Community Development
• Sustainable I nfrastructure
• High Quality Workforce
• Equity and I nclusion
To successfully accomplish the strategic priorities and achieve the intended outcomes expressed in the
performance targets, it's necessary to have a focused set of actions. This includes detailed implementation
steps to guide organizational effort.
Richfield will accomplish their strategic priorities through a set of initiatives. Strategic initiatives are broadly
described, but narrowly focused activities that are aligned with the priorities and targeted to the achievement
of outcomes expressed in the targets.
The attached 2023 Strategic Plan Progress Report captures the progress made on the strategic plan by staff
over the past year. This review also included researching and refining some targets and key outcome
indicators to ensure they align with the goals of the plan.
Staff wishes to update the Council on progress on the strategic plan and is available to answer any
questions.
The interactive dashboard on the city's website has also been updated to reflect this progress.
D IRE C T I O N NE E D E D:
Review the 2023 Strategic Plan Progress Report
B AC K G RO UND INF O RM AT I O N:
A .H IS TOR IC AL C ON T E X T
B .E QU ITAB L E OR S T R AT E GIC C ON S ID E R AT ION S OR IMPAC T S
Strategic Consideration:
This report shows progress on the city's strategic plan.
Equity Considerations:
One of the strategic priorities is E quity and Inclusion. This plan helps direct the city's work on equity.
C .P OL IC IE S (resolutions, ordinances, regulations, statutes, exc):
D .C R IT IC AL T IMIN G IS S U E S:
E .F IN AN C IAL IMPAC T:
F.L E GAL C ON S ID E R AT ION:
ALTE R N AT IV E(S):
P R IN C IPAL PAR TIE S E X P E C TE D AT ME E TIN G:
AT TAC H ME N T S:
D escription Type
2023 S trategic P lan P rogress Report B ackup Material
P olicy Topic Request 2024 B ackup Material
2023 Strategic Plan Progress Report
Richfield Strategic Plan
Jan 01, 2023 - Dec 31, 2023
Report Legend Priority No Update Overdue
Overall Summary
%
On Track 40.65
Some Disruption 10.57
Upcoming 18.7
Completed 30.08Status
0 100
Strategic planning is an organizational management activity used to set priorities, focus energy and resources, strengthen
operations, ensure that employees are working towards common goals, helps establish agreement around intended
outcomes/results, and assess and adjust the organization's direction in response to changes in the community.
Richfield's Strategic Plan consists of FIVE strategic priorities which are established by the City Council. These priorities are
supported by a series of Key Outcomes and underlying Performance Measures, which describe desired outcomes and are a metric
in measuring success.
The five priorities identified are:
1.Operational Excellence
2.Community Development
3.Sustainable Infrastructure
4.High Quality Workforce
5.Equity and Inclusion
Strategic planning is a continual journey, and our plan is modified every year to ensure that it is up to date and reflects the
changing dynamics of our community.
This report provides the 2023 annual updates. The updates are included in the boxes below the listed outcomes and Initiatives. An
overall summary of the progress on the strategic plan is included above.
#
Progress
40%
%#
On Track 34.48 10
Some Disruption 3.45 1
Upcoming 41.38 12
Completed 20.69 6
Operational
Excellence
Operational Excellence An organization that delivers results.
Operational Excellence Targets 80% of Strategic Plan targets
completed by 2026 Stable funding for essential services in place by
2026 O ice 365 implemented by 2023 Improvement in each
department implemented annually Essential service ...
%#
On Track 24.0 6
Some Disruption 20.0 5
Upcoming 20.0 5
Completed 36.0 9
Community
Development
Community Development Creating a community where all can thrive.
Community Development Targets 500 new downtown housing units
by 2026 15 new businesses in downtown by 2026 Diversified Tax Base
12% increase in commercial/industrial tax base from 2023-2026. 20%
increase in multifamily tax base from...
%#
On Track 59.26 16
Some Disruption 14.81 4
Upcoming 3.7 1
Completed 22.22 6
Sustainable
Infrastructure
Sustainable Infrastructure Infrastructure that meets community
needs. Sustainable Infrastructure Target Adopted comprehensive
asset management plan by 2025 Adopted comprehensive funding
strategy for infrastructure by 2026 2 highest priority Climate Action
Plan projects completed by 2025 Infrastru...
%#
On Track 46.15 6
Upcoming 30.77 4
Completed 23.08 3
High Quality
Workforce
High Quality Workforce A stable, well-trained workforce. High Quality
Workforce Target 95% of all employees meet or exceed baseline
training by 2026 Maintain 95% fully authorized strength Annual
retention rate increase of 2% for all employees until maintaining 90%
retention Senior leadership team...
%#
On Track 41.38 12
Some Disruption 10.34 3
Upcoming 3.45 1
Completed 44.83 13
Equity and
Inclusion
Equity and Inclusion A diverse, inclusive and thriving hometown.
Equity and Inclusion Targets Progress on reducing racial inequities
measured by citywide metrics by 2025 Our sta and commissioners
represent the diversity of our community: 3% annual increase -
underrepresented leadership 3% annua...
Plan Summary
Progress 29%
Status
Progress 47%
Status
Progress 34%
Status
Progress 30%
Status
Progress 55%
Status
Create Strategic Plan for Richfield
Create a Strategic Plan for Richfield in 2022. Once plan has been created, develop public dashboard to track
progress. The dashboard will be created in 2023. The dashboard will be updated quarterly therea er.
Owner: Katie Rodriguez
%#
Completed 100.0 2
Financial capacity to deliver essential services
Council annually adopts an operating and capital budget and a levy for the upcoming year as well as revising
the current years budge. The adopted gross tax levy for taxes payable 2023 is $26,784,573.
The gross tax levy represents a 6.60% increase from the 2022 gross levy.
The Cityʼs tax capacity rate is anticipated to decrease from 53.68% to 50.84%.
Included in the 2023 gross levy is a levy to fund the purchase of rolling stock and technology equipment
of $868,400, a levy to fund the Economic Development Authority of $579,096, and a debt service levy of
$4,100,600.
Owner: Kumud Verma
%#
On Track 22.22 2
Upcoming 77.78 7
Update provided by Chris Swanson on Jan 30, 2024 21:57:01
The plan was updated in June 2023 to provide more details on the target to measure progress on the desired outcome Climate Resiliency is a
Priority.
The updated target is now to complete the following Climate Action Plan projects by 2025. Continue and fully implement recommendations from
the municipal building energy audits (CAP Action 1.2.2);
Conduct an Electric Vehicle Suitability/Fleet Assessment (CAP Action 1.3.2), and continue evaluating fleet for EV/PHEV replacement
opportunities; and
Establish a coordinated communication and education campaign for all sections of the CAP (aligned with Strategic Plan initiative 3.3.1 and
multiple CAP actions).
Update provided by Chris Swanson on Oct 30, 2023 14:28:46
The adopted gross tax levy for taxes payable in 2024 is $28,363,158. Cityʼs tax capacity rate is anticipated to increase from 50.84% to 52.13%. Gross
2024 tax levy include a a levy to fund the purchase of rolling stock and technology equipment of $1,208,000, a levy to fund the Economic
Development Authority of $599,364, and a debt service levy of$4,113,543. The gross tax levy represents a 5.89% increase from the 2023 levy.
Initiative 1.1.1 Progress 100%
Desired Outcome 1.2 Progress 3%
Tax Capacity Rate
Owner: Kumud Verma
Last Update: Feb 10, 2023 15:30:48
Levy Vs. Total Tax Capacity
Owner: Kumud Verma
Last Update: Mar 07, 2023 22:32:43
Local Government Aid-2022
Last Update: Jan 31, 2024 18:30:31
Annual Capital Improvement Budget (CIB)
Last Update: Feb 07, 2024 22:31:02
Richfield's Tax Capacity Rate
Fiscal YearTaxable tax capacity60.99%60.99%60.99%57.73%57.73%57.73%54.08%54.08%54.08%52.3%52.3%52.3%
Tax Capacity Rate201620172018201920202021 2022202320240%
50%
100%
Levy Vs. Total Tax Capacity
Fiscal YearLevy Vs. Total TaxCapacity$25,580,324$25,580,324$25,580,324
$33,767,365$33,767,365$33,767,365 $37,567,917$37,567,917$37,567,917
$44,709,509$44,709,509$44,709,509
$21,059,411$21,059,411$21,059,411 $23,934,632$23,934,632$23,934,632 $26,784,573$26,784,573$26,784,573
Taxable tax capacity Certified City Levy20162017201820192020202120222023 2024$0
$20M
$40M
$60M
Local Government Aid
2024's Aid Spend
$3,392,552
$1,353,841.0 Increase in Local
Government Aid from Previous Year
Annual Capital Improvement Budget (CIB)
YearCIB Total$11,186,000$11,186,000$11,186,000
$26,575,000$26,575,000$26,575,000
$5,197,500$5,197,500$5,197,500
$28,381,500$28,381,500$28,381,500
$11,767,000$11,767,000$11,767,000
CIB Total
2021 2022 2023 2024 2025 2026 2027 2028
$0
$20M
$40M
Develop long-term financial plans for capital and operations
Owner: Kumud Verma
%#
On Track 66.67 2
Upcoming 33.33 1
Establish essential service delivery plan
Owner: Katie Rodriguez
%#
Upcoming 100.0 6
Create organization-wide continuous improvement plan
Executive sta will prepare an annual report that summarizes those workplan projects that are process or
technology improvements. The report for the previous year will be shared in the following first quarterʼs report
on the Dashboard.
Owner: Chris Swanson
%#
On Track 42.86 3
Upcoming 57.14 4
Increase in General Fund Expenditures
Last Update: Mar 07, 2023 22:36:41
Update provided by Chris Swanson on Feb 06, 2024 15:37:17
Sta are currently finalizing the scope of services with Ehlers Incorporated to provide a Financial Management Plan. The work will be completed in
Q2 2024 in time to help guide 2025 budget decisions. The Financial Management Plan will be much more comprehensive than the current Key
Financial Strategies. It will also still be a flexible planning document and guide future financial scenario analysis and decision making.
Update provided by Sack Thongvanh on Jul 27, 2023 14:59:08
Sta is expecting to begin to identify existing processes in each department and create a list of what is essential in Q1 2025. This base information
will help sta develop milestones and establish an essential service delivery plan in 2025.
Update provided by Chris Swanson on Jan 30, 2024 21:59:16
Percent Increase in General Fund Expenditures
YearGeneral FundExpenditures3.65%3.65%3.65%3.81%3.81%3.81%
2.26%2.26%2.26%
4.23%4.23%4.23%4.99%4.99%4.99%5.09%5.09%5.09%4.24%4.24%4.24%3.86%3.86%3.86%
6.76%6.76%6.76%
Percent Change20162017201820192020 20212022202320240%
5%
10%
Initiative 1.2.1 Progress 8%
Initiative 1.2.2 Progress 0%
Initiative 1.3.1 Progress 14%
Develop organization-wide tech plan
Owner: Sack Thongvanh
%#
On Track 66.67 4
Upcoming 16.67 1
Completed 16.67 1
Update development review process and procedures.
Owner: Jan Youngquist
%#
On Track 20.0 1
Some Disruption 20.0 1
Completed 60.0 3
A vibrant downtown
Owner: Julie Urban
%#
On Track 16.67 1
Some Disruption 16.67 1
Upcoming 50.0 3
Completed 16.67 1
Develop a downtown strategy.
Owner: Julie Urban
%#
On Track 16.67 1
Some Disruption 16.67 1
Upcoming 50.0 3
Completed 16.67 1
Each city department highlighted 1-3 technology or process improvements completed or started in 2023. Major upgrades include going live with the
new dispatch so ware, permit and licensing so ware, embedding strategic plan and equity considerations into sta reports, updating the RFD
response time requirement and numerous improvements in the Finance Department to tighten internal controls and move to electronic records.
Update provided by Sack Thongvanh on Feb 06, 2024 14:36:38
The IT Sta are currently in the second phase, prioritizing recommendations from the results of the Lo ler Security and IT analysis. Currently
prioritizing recommendations based on their potential impact on security and departmental e iciency. Focus on addressing critical issues first.
2024 budget include funds for a new ticketing system and potential the use of LOGIS's Security for Service.
Update provided by Julie Urban on Jan 24, 2024 20:59:31
All but two divisions have been transitioned to the new so ware system. The work has taken longer than originally anticipated, but all divisions will
be using the so ware by the end of the first quarter of 2024.
Update provided by Jan Youngquist on Jan 29, 2024 22:03:18
Four new businesses opened in downtown in 2023, including Michoacana Tasty Ice Cream and Burgers, Tobacco and Vape, Tous les Jours Cafe, and
Lito's Burritos.
Downtown also welcomed the Lynvue in 2023, which added 161 new housing units, including 10 units that are a ordable to households earning
60% of the area median income.
Update provided by Jan Youngquist on Feb 01, 2024 22:26:14
Sta has compiled an inventory of businesses, housing, and other amenities in downtown and is working on incorporating them into GIS mapping.
This information will be used to identify assets and opportunities and develop a strategy to market downtown and attract desired uses.
Initiative 1.3.2 Progress 17%
Initiative 1.3.3 Progress 82%
Desired Outcome 2.1 Progress 47%
Initiative 2.1.1 Progress 47%
Diversified tax base
Owner: Julie Urban
%#
On Track 25.0 3
Upcoming 16.67 2
Completed 58.33 7
Sta engaged with the community at Penn Fest on September 17 and the Mayor talked with people at the Farmer's Market on October 7 to find out
what types of businesses they would like to see in Richfield. The nonscientific survey gathered 124 responses.
Types of Businesses
Last Update: Jan 29, 2024 19:56:56
Update provided by Jan Youngquist on Feb 01, 2024 20:53:15
Single family residential properties currently make up the majority of the City's tax base. Growth in commercial/industrial and multi-family property
values will help diversify the tax base. The following actions have been taken to grow the tax base through helping bring new businesses and
housing options to Richfield.
In October 2023, the Economic Development Authority approved a Small Business Sewer Availability Charge Assistance Program to help
eligible small and expanding businesses launch, by providing financial assistance to help o set some of the fees associated with connecting
to the regional sewer system.
The Richfield Business Bulletin, a quarterly e-newsletter was launched, which provides information and resources to support local
businesses. Find more information and subscribe here.
City sta meets with entrepreneurs and developers on an on-going basis and evaluates development opportunities and projects to help
meet identified City goals.
What Type of Businesses Would You Like to See in Richfield?
Most frequent responses from feedback received at Penn Fest (9/17/2023) and the Farmer's Market (10/7/2023). Nonscientific poll, n=124Number of Responses323232
272727
131313 131313
777
555
Restaurants Brewery Coffee Shop Grocery Small businesses Bakery
Type of business
0
10
20
30
40
Desired Outcome 2.2 Progress 60%
Establish strategy for pooled Tax Increment Financing (TIF).
Owner: Julie Urban
%#
On Track 16.67 1
Completed 83.33 5
Estimated Market Value by Property Type
Last Update: Jul 24, 2023 16:33:33
Share of Tax Base by Property Type, 2022
Last Update: Jun 27, 2023 14:38:00
Share of Tax Base by Property Type, 2023
Last Update: Jun 27, 2023 14:38:15
Update provided by Jan Youngquist on Feb 01, 2024 20:57:44
In 2022, the Housing and Redevelopment Authority (HRA) adopted a Spending Plan for unobligated TIF. The plan was based o of a review and
analysis conducted by Ehlers, the City's financial consultant, for the HRA. In order to implement the Spending Plan, sta continues to have
discussions with developers and evaluate opportunities and projects that meet identified goals on an on-going basis.
Estimated Market Value by Property Type
Source: Hennepin County Assessor's O ice
YearEstimated MarketValueSingle Family Multi-Family
Commercial/Industrial
2020 2021 2022 2023
0
2.5G
5G
Share of Tax Base by Property Type, 2022
Source: Hennepin County Assessor, 2022
Single FamilySingle Family - - 69.46%69.46%Single Family - 69.46%
Multi-FamilyMulti-Family - - 16.03%16.03%Multi-Family - 16.03%
Commercial/IndustrialCommercial/Industrial
--14.51%14.51%
Commercial/Industrial
-14.51%
Share of Tax Base by Property Type, 2023
Source: Hennepin County Assessor, 2023
Single FamilySingle Family - - 68.33%68.33%Single Family - 68.33%
Multi-FamilyMulti-Family - - 17.10%17.10%Multi-Family - 17.10%
Commercial/IndustrialCommercial/Industrial
--14.57%14.57%
Commercial/Industrial
-14.57%
Initiative 2.2.1 Progress 88%
Develop comprehensive redevelopment plan for Housing and Redevelopment Authority (HRA) sites.
Owner: Julie Urban
%#
On Track 33.33 2
Upcoming 33.33 2
Completed 33.33 2
Maintain Richfield as an a ordable place to live
Owner: Julie Urban
%#
On Track 28.57 2
Some Disruption 57.14 4
Completed 14.29 1
Update provided by Jan Youngquist on Feb 01, 2024 21:01:40
The Housing and Redevelopment Authority owns and holds various properties in Richfield for future redevelopment projects. In December 2023,
the HRA authorized the sale of its property at 6613-25 Portland Avenue for development of Aster Commons, a 38 unit supportive housing project.
Sale of the land will not occur until the project has received all of its financing.
Sta has conversations with developers on an on-going basis and will evaluate the sites and proposals in relation to priorities in the Strategic Plan
and the City's Comprehensive Plan.
Update provided by Jan Youngquist on Feb 01, 2024 21:22:45
The Lynvue, located at 65th and Lyndale, opened in November 2023. Ten of the two-bedroom apartments are a ordable to households earning
60% of the Area Median Income (rents below $1,676).
In November 2023, the City Council issued land use approvals for Aster Commons, a 38-unit supportive housing development proposed at 6613
Portland Avenue. Additionally, the City received a $1 million grant from the Metropolitan Council for the Aster Commons project.
Cost-Burdened Households
Owner: Julie Urban
Last Update: Jan 26, 2024 16:30:29
Housing A ordability: Rental Housing
Last Update: Feb 05, 2024 21:25:39
Initiative 2.2.2 Progress 33%
Desired Outcome 2.3 Progress 25%
Cost-Burdened Households
Households experience housing cost burden when their housing costs are 30% or
more of their gross income.
Source: US Census Bureau, American Community Survey
Year
19%19%19%21%21%21%
42%42%42%38%38%38%
Owner households experiencing cost burden
Renter households experiencing cost burden
2021 2022
0%
100%
Housing A ordability for Rental Units in Relation to Area
Median Income
Source: Metropolitan Council and the American Community Survey
YearNumber of Units1,8711,8711,871 1,6541,6541,654
2,1932,1932,193 2,7422,7422,742
1,5451,5451,545 1,7501,7501,750
≤ 30% AMI 31-50% AMI 51-60% AMI
61-80% AMI > 80% AMI
2021 2022
0
5k
10k
Create community a ordability strategy.
Owner: Julie Urban
%#
On Track 28.57 2
Some Disruption 57.14 4
Completed 14.29 1
Create comprehensive asset management plan
Owner: Scott Kulzer
%#
On Track 62.5 5
Some Disruption 25.0 2
Upcoming 12.5 1
Housing A ordability: Ownership
Last Update: Feb 01, 2024 22:48:38
Update provided by Jan Youngquist on Feb 01, 2024 21:14:28
In October 2023, the metro area sales tax for a ordable housing took e ect. Richfield anticipates receiving $453,000 in 2024 for a ordable housing
e orts and has begun planning for how those funds can/will be spent.
The City received a $1 million grant from the Metropolitan Council for Aster Commons, a 38-unit supportive housing development proposed for
6613 Portland Avenue.
Update provided by Scott Kulzer on Jan 30, 2024 21:22:46
Pilot project focused on inventory and condition assessment of park assets began in fall 2023 and will resume in spring 2024 when weather allows.
Housing A ordability for Ownership Units in Relation to
Area Median Income
Source: Metropolitan Council and the American Community Survey
YearNumber of Units1,8541,8541,854 2,0602,0602,060
6,0096,0096,009 5,5165,5165,516
1,3031,3031,303 1,5321,5321,532
≤ 30% AMI 31-50% AMI 51-60% AMI
61-80% AMI >80% AMI
2021 2022
0
10k
20k
Initiative 2.3.1 Progress 25%
Initiative 3.1.1 Progress 28%
Create comprehensive capital funding strategy
Owner: Kumud Verma
%#
On Track 50.0 4
Some Disruption 12.5 1
Completed 37.5 3
Update provided by Chris Swanson on Feb 06, 2024 16:47:07
Sta are undertaking several studies to inform a comprehensive strategy.
Sta are currently finalizing the scope of services with Ehlers Incorporated to provide a Financial Management Plan. The work will be completed
early in Q2 2024 in time to help guide 2025 budget decisions. The Financial Management Plan will be much more comprehensive than the current
Key Financial Strategies. It will also still be a flexible planning document and guide future financial scenario analysis and decision making.
Sta recently completed a utility rate a ordability assessment and the asset management plan is targeted to begin later in 2023. In addition, the city
is seeking alternate funding sources.
The city recently secured $3M in federal funding and was awarded $12M in state funding for a new Wood Lake Nature Center (WLNC) Building in the
recent budget passed by the legislature.
The city was successful in seeking legislative approval to ask voters to implement a local sales tax (LST) for the WLNC building, improvements at
Veteranʼs Park and a new community center. The proceeds of this LST must be used to pay the capital and associated interest and financing costs
for Wood Lake Nature Center; Veterans Park Complex; and the Richfield Community Center project. The city will bring the proposed tax to the voters
for approval at the November 2024 general election.
PW applied for 2 grants through MnDOT's Safe Routes to School program. The two grants were a "Design Assistance" grant, to perform an
engineering study at Sheridan Hills Elementary, Richfield Middle School, and Richfield High School, and an "Infrastructure" grant to construct
pedestrian and bicycle infrastructure on 70th Street outside the STEM and RDLS elementary schools. The Design Assistance grant was successful,
and the study will take place over 2024. Results for the Infrastructure grant will be released later this spring
PW also submitted 5 grants to the for federal capital construction funding for five projects through the Metropolitan Council's Regional Solicitation.
Those projects are listed below.
76th Street Reconstruction (Xerxes to Sheridan Aves)
73rd Street Multiuse Bridge and Trail Connections
76th Street & Knox Avenue Intersection Improvements
73rd Street Sidewalk Gap (Portland to Bloomington Aves)
64th Street Sidewalk (Lyndale to Portland Aves)
Initiative 3.2.1 Progress 50%
Climate resilience is a priority
In 2020, the City Council voted to approve Richfield's Climate Action Plan which guides the Cityʼs internal and
external sustainability e orts. The CAP identifies 6 goals (Develop and Promote Energy E iciency E orts,
Promote Renewable Energy Installation and Purchasing, Encourage Sustainable Design and Building Practices,
Strengthen and Expand Natural Resource Management, Reduce Waste Generated, Improve Access to Local and
Healthy Food) which encompass 80 actions.
A er working with paleBLUEdot LLC, on June 13, 2023, Council approved the prioritization of 4 CAP actions and
incorporated them in the strategic plan. These actions include:
1) Council direction and guidance for all city departments to participate in and support the e orts of the Climate
Action Plan;
2) Implement the recommendations from municipal building energy audits;
3) Conduct an electric vehicle suitability/fleet assessment and use results to evaluate fleet for EV/PHEV
replacement opportunities; and
4) Establish a coordinated communication and education campaign for all sections of the Climate Action Plan.
Owner: Rachel Lindholm
%#
On Track 63.64 7
Some Disruption 9.09 1
Completed 27.27 3
Create CAP education strategy for sta and public
Owner: Rachel Lindholm
%#
On Track 66.67 4
Some Disruption 16.67 1
Completed 16.67 1
Implement prioritized CAP initiatives
Owner: Rachel Lindholm
%#
On Track 60.0 3
Completed 40.0 2
Update provided by Rachel Lindholm on Mar 21, 2023 14:25:32
A er working with paleBLUEdot LLC, on June 13, 2023, Council approved the prioritization of 4 CAP actions and amending them into the strategic
plan. These actions include:
1) Council direction and guidance for all city departments to participate in and support the e orts of the Climate Action Plan;
2) Implement the recommendations from municipal building energy audits;
3) Conduct an electric vehicle suitability/fleet assessment and use results to evaluate fleet for EV/PHEV replacement opportunities; and
4) Establish a coordinated communication and education campaign for all sections of the Climate Action Plan.
Update provided by Rachel Lindholm on Jan 19, 2024 19:37:44
Sta continues to identify informal educational opportunities to share CAP-related information. This has been most successfully implemented as a
regular part of the Richfield Recap newsletter.
Update provided by Chris Swanson on Aug 01, 2023 21:52:28
Desired Outcome 3.3 Progress 27%
Initiative 3.3.1 Progress 17%
Initiative 3.3.2 Progress 40%
A well-trained workforce
Owner: Sack Thongvanh
%#
On Track 66.67 2
Upcoming 33.33 1
Enhance professional development plan
Owner: Sack Thongvanh
%#
On Track 66.67 2
Upcoming 33.33 1
Sta capacity to meet service demands
The labor market has been the most competitive in Minnesotaʼs history recently with unemployment at a record
low. In addition, there continues to be a lot of turbulence in the market leading to turnover which has been
disruptive. The city has implemented several initiatives to improve recruiting, retention and better plan for
upcoming retirements.
Owner: Sack Thongvanh
%#
On Track 60.0 3
Upcoming 40.0 2
Pale BLUE dot LLC has worked with sta for over 6 months on conducting the inventory, analyzing results, and working together to identify high
priority actions. These focus on both emission reduction and feasibility of implementation from a sta /city perspective.
These actions include:
1) Council direction and guidance for all city departments to participate in and support the e orts of the Climate Action Plan;
2) Implement the recommendations from municipal building energy audits;
3) Conduct an electric vehicle suitability/fleet assessment and use results to evaluate fleet for EV/PHEV replacement opportunities; and
4) Establish a coordinated communication and education campaign for all sections of the Climate Action Plan.
Update provided by Chris Swanson on Feb 06, 2024 16:48:18
We are finalizing a survey for Directors and supervisors to understand training needs for sta . This survey will be sent in Q1 2024 and sta hope to
have training opportunities identified Q2 or 3 of this year.
Update provided by Sack Thongvanh on Feb 02, 2024 18:01:51
We continue to work on the survey for training needs and will address AWAIR and others sometime later in the year.
Update provided by Chris Swanson on Feb 06, 2024 16:56:27
The labor market has been the most competitive in Minnesotaʼs history recently with unemployment at a record low. In addition, there continues to
be a lot of turbulence in the market leading to turnover which has been disruptive. The city has implemented several initiatives to improve
recruiting, retention and better plan for upcoming retirements.
No formal plan for sta capacity has started. Due to the tight labor market, specifically the lack of workers in the finance sector, there is some
disruption in this work as HR is focused on stabilizing other city functions.
Desired Outcome 4.1 Progress 0%
Initiative 4.1.1 Progress 0%
Desired Outcome 4.2 Progress 16%
Conduct compensation & classification study
Owner: Sack Thongvanh
%#
On Track 100.0 2
Establish departmental succession plans
Owner: Sack Thongvanh
%#
On Track 33.33 1
Upcoming 66.67 2
Authorized Sta - Total Retention
Percentage of BIPOC Employees
Update provided by Sack Thongvanh on Feb 02, 2024 16:36:34
Finalizing grade assignments and beginning review of implementation plans.
Update provided by Jamie Haefner on Feb 01, 2024 20:49:53
Total Authorized Sta ing for Richfield
Target: Maintain 90% fully authorized strength.
This is the total number of budgeted positions. This includes full time and part
time.
*This represents the current numbers of openings Q1 2024
YearNumber ofEmployees151515 555555
236236236 244244244 242242242 248248248
Open Positions Total
2021 2022 2023 2024*
0
200
400
Retention
Target: Retention rate increase of 5% to 10% from 2023 to 2026.% of BIPOC Employees84%84%84%78%78%78%85%85%85%
87%87%87%88%88%88%
85%85%85%86%86%86%
89%89%89%
BIPOC Employees All Employees
2020 2021 2022 2023
0%
50%
100%
Percentage of BIPOC Employees
% of BIPOC Employees16%16%16%18%18%18%20%20%20%22%22%22%
7%7%7%9%9%9%
13%13%13%
9%9%9%
All Employees Leadership
2020 2021 2022 2023
0%
10%
20%
30%
Initiative 4.2.2 Progress 40%
Initiative 4.2.3 Progress 0%
Healthy Council-sta relationships
Owner: Chris Swanson
%#
On Track 20.0 1
Upcoming 20.0 1
Completed 60.0 3
Develop Council-sta relationship/work plan process
Owner: Chris Swanson
%#
On Track 20.0 1
Upcoming 20.0 1
Completed 60.0 3
Reduced racial inequities and barriers for traditionally excluded groups
The city continues to work on addressing racial inequities and barriers for traditionally excluded groups.
Owner: Brittany Bartlett
%#
On Track 50.0 10
Upcoming 5.0 1
Completed 45.0 9
No formal plan has started. Due to the tight labor market, specifically the lack of workers in the finance sector, there is some disruption in this work
as HR is focused on stabilizing other city functions.
Update provided by Chris Swanson on Jan 30, 2024 22:11:05
Continue to meet quarterly; the first quarter focuses on the previous year's progress on the Strategic Plan, the second quarter focuses on Council
policy proposals and work plans, the third quarter focuses on budget and the fourth quarter is an annual retreat focused on e ective governance.
As part of the retreat, the Council-Director Team complete a survey that includes 10 questions on behaviors related to e ective governance
including trust, role definition, communication, shared vision, strategy and being able to e ectively respond to conflict. In the October 2023 survey,
the Council-Director Teamʼs average response of 87% means that the team believed they demonstrated these behaviors most of the time. The
previous survey average was 73% reflecting a 14% increase. The most recent survey average exceeds the target of 85% by 2024.
Update provided by Chris Swanson on Jan 30, 2024 22:18:31
The Council-Director Team meet quarterly to focus on the following strategic priorities:
The first quarter meeting focuses monitoring progress on the Strategic Plan initiatives and targets.
The second quarter focuses on integrating council policy proposals into sta work plans.
The third quarter focuses on long-term financial plans and budgets.
The fourth quarter focuses on team-building and e ective governance.
Update provided by Brittany Bartlett on Jan 24, 2024 15:34:25
The Equity Coordinator will work with departments to create an internal citywide equity plan by the end of 2024. The Equity Coordinator will begin
to plan for an external equity plan a er the completion of the internal plan.
Desired Outcome 4.3 Progress 62%
Initiative 4.3.1 Progress 62%
Desired Outcome 5.1 Progress 54%
Develop strategy to hire DEI Coordinator
Owner: Chris Swanson
%#
Completed 100.0 7
Create Equity Plan
Owner: Brittany Bartlett
%#
On Track 83.33 5
Completed 16.67 1
Create customer service rating increase strategy
Owner: Chris Swanson
%#
On Track 71.43 5
Upcoming 14.29 1
Completed 14.29 1
Sta , Boards and Commissions reflect the diversity of the community.
Owner: Kelly Wynn
%#
On Track 100.0 1
Update provided by Chris Swanson on Oct 30, 2023 15:43:26
The city has recently hired Brittany Bartlett for the Equity Coordinator position. She began her work in July of 2023.
Update provided by Brittany Bartlett on Jan 24, 2024 14:50:38
We have received and discussed REDI results with council at the January 23rd work session. The Equity Coordinator will begin working with
departments on their equity goals in order to create an equity plan by the end of 2024.
Update provided by Chris Swanson on Oct 30, 2023 16:13:38
Sta plans to begin review of comments from past surveys and focus groups in Q1 2024. This work will be done in partnership with the Equity
Coordinator.
Sta is finalizing a contract for a community survey to be conducted in 2024. This survey will help local o icials, community leaders, and sta
understand the changes taking place in their communities. The results will help us better understand the needs of the community.
Update provided by Brittany Bartlett on Jan 24, 2024 15:51:39
The City has increased outreach and has seen a significant increase in youth commissioner applications. The Equity Coordinator is collaborating
with the Communications team in order to strategize ways to increase more diverse participation during applications/interviews in late 2024.
The Executive team is going to review HR policies and processes related to equity in 2024, and strategize how we can both hire and retain employees
that are more representative of the community. The REDI through CEI helped make the team aware some gaps in demographic data collection and
tracking in regards to diverse representation among sta . The Equity Coordinator is in the process of increasing the City's participation in local job
fairs that are targeted towards underrepresented communities, and strategizing how we can nurture diverse participation in the city ongoings.
Initiative 5.1.1 Progress 100%
Initiative 5.1.2 Progress 32%
Initiative 5.1.3 Progress 28%
Desired Outcome 5.2 Progress 50%
Percentage of BIPOC Employees
Last Update: Feb 13, 2023 21:01:40
Race of Richfield Residents
Last Update: Feb 03, 2023 21:31:05
Age of City Commissioners- 2023
Owner: Chris Swanson
Last Update: Oct 25, 2023 20:54:37
Self Identified Race of Commissioners- 2023
Owner: Chris Swanson
Last Update: Nov 30, 2023 14:30:22
Percentage of BIPOC Employees
% of BIPOC Employees16%16%16%18%18%18%20%20%20%22%22%22%
7%7%7%9%9%9%
13%13%13%
9%9%9%
All Employees Leadership
2020 2021 2022 2023
0%
10%
20%
30%
Race of Richfield Residents
2020 Census
OtherOther - - 0.7%0.7%Other - 0.7%
Multi-RacialMulti-Racial - - 5%5%Multi-Racial - 5%
Black or AfricanBlack or African
AmericanAmerican - - 9.7%9.7%
Black or African
American - 9.7%
Hispanic orHispanic or
LatinoLatino - - 18.4%18.4%
Hispanic or
Latino - 18.4%
White, non-White, non-
HispanicHispanic - - 59%59%
White, non-
Hispanic - 59%
Asian/ PacificAsian/ Pacific
IslanderIslander - - 6.7%6.7%
Asian/ Pacific
Islander - 6.7%
Age of City Commissioners- 2023
18-2418-24 - - 2%2%18-24 - 2%
25-3425-34 - - 25%25%25-34 - 25%
35-4435-44 - - 38%38%35-44 - 38%
45-5445-54 - - 10%10%45-54 - 10%
55-6455-64 - - 10%10%55-64 - 10%
65+65+ - - 13%13%65+ - 13%
Prefer notPrefer not - - 2%2%Prefer not - 2%
Race of Richfield Commissioners (2023)
*All commissioners that identified as "Other" considered their ethnicity as Hispanic,
Latino/a/x or Spanish.Self IdentifiedRacePercent of Commissioners
80%80%80%
2%2%2%
5%5%5%
59%59%59%
9.7%9.7%9.7%
6.7%6.7%6.7%
24.1%24.1%24.1%
Richfield Demographics 2020
Percent of Commissioners 2023
White
Native American or Al…
Black or African Amer…
Asian
Other
0%10…25%50%75%
Sta reflects the diversity of the community
The city is continuing to look at ways to increase the diversity of their candidate and ultimately employee pool.
Owner: Brittany Bartlett
%#
On Track 100.0 1
Equity-based framework is applied to decision-making.
The city has been working to create an Equity toolkit to be used by sta when looking at city decisions. The
Equity toolkit will ensure our city's actions are targeted to achieve equitable outcomes. This will be done by
ensuring historically excluded communities, particularly communities of color, are in involved in decision-
making. The Equity toolkit will help highlight existing disparities and how cityʼs actions impact these
disparities. The toolkit will use data to identify current racial disparities.
Owner: Brittany Bartlett
%#
On Track 12.5 1
Some Disruption 37.5 3
Completed 50.0 4
Homeownership Status of Commissioners-2023
Owner: Chris Swanson
Last Update: Oct 25, 2023 21:19:41
Update provided by Brittany Bartlett on Jan 24, 2024 15:50:00
The City has increased outreach and has seen a significant increase in youth commissioner applications. The Equity Coordinator is collaborating
with the Communications team in order to strategize ways to increase more diverse participation during applications/interviews in late 2024.
The Executive team is going to review HR policies and processes related to equity in 2024, and strategize how we can both hire and retain employees
that are more representative of the community. The Equity Coordinator is in the process of increasing the City's participation in local job fairs that
are targeted towards underrepresented communities.
Update provided by Brittany Bartlett on Jan 24, 2024 15:07:55
The Equity Coordinator created and trained sta on the Equity Lens, and it has been in use for sta reports for council action since Q4 2024. With
consideration for sta capacity within departments, the Equity Toolkit will be introduced for use in 2025.
Homeownership Status of Commissioners
RenterRenter - - 33Renter - 3
OwnerOwner - - 5656Owner - 56
Prefer notPrefer not - - 11Prefer not - 1
Initiative 5.2.1 Progress 50%
Desired Outcome 5.3 Progress 58%
Develop and implement equity decision-making framework
The Equity Toolkit lays out a process to guide the development, implementation, and evaluation of policies,
programs, practices, procedures, initiatives, ordinances, and budget issues ("Initiatives") to address the impacts
on racial equity and ensure that all that we do helps us to realize our equity vision.
Owner: Brittany Bartlett
%#
On Track 12.5 1
Some Disruption 37.5 3
Completed 50.0 4
Update provided by Brittany Bartlett on Jan 24, 2024 15:11:10
The Equity Coordinator created and trained sta on the Equity Lens, and it was fully implemented in sta reports for council action in Q4 2024.
Initiative 5.3.1 Progress 58%
Council Policy Topic Request
Date: January 4, 2024
Submitted by: Mary Supple
Brief description of the topic (less than 200 words):
Residents have raised concerns about short-term rentals affecting quality of life in
residential neighborhoods due to issues of traffic, noise, litter, use of intoxicants,
property maintenance, etc. A second concern has been that institutional real estate
investors and/or short-term rental investors are outbidding potential residential buyers
and reducing the stock of affordable housing for residents wishing to make their home in
Richfield.
I would like to see a prohibition on short-term rentals that are less than thirty days with a
possible exception for when the rental is also owner occupied. This would allow
someone to rent a room or section of their house (for example to a family who has a
loved one in the hospital) but would reduce the impact on the neighborhood since the
landlord would also be living there.
I would also like staff to continue monitoring the number of institutional investors, their
impact on the availability of affordable housing, and legislation on the matter at the state
level. This might also be considered as a topic for a Council/Planning Commission/HRA
work session.
How does this topic align with city strategic priorities (less than 200 words)?
This topic falls under Community Development: Creating a community where all can
thrive, specifically the outcome of maintaining Richfield as an affordable place to live.
Policies that promote quality of life in neighborhoods and remove roadblocks to
residents finding affordable housing to buy and live in and build generational wealth also
touch on our goals of Equity and Inclusion and Operational Excellence as we
proactively set up situations for success by reducing issues stemming from absentee
landlords thereby lessening the need to be reactive.
Staff information:
Council Policy Topic Request- 2024
Date: 1/20/24
Submitted by: Ben Whalen
Brief description of the topic (less than 200 words):
In a recent work session we received the study on emissions in Richfield to prioritize our CAP.
The largest source of emissions is gas used to heat buildings, heat water, cook, dry clothes, etc.
No level of government has come up with a plan to fully tackle this challenge but more are trying
- the federal IRA includes trillions of dollars in rebates/subsidies to help lower the cost of
weatherization and electric appliance conversions. Minneapolis recently started a program for
weatherizing and electrifying homes in disinvested neighborhoods. Hennepin County has a small
program doing similar work for households who are energy-cost burdened. I'd like us (maybe our
new sustainability grant writing position once hired?) to explore how we can expand our local
efforts to weatherize and electrify residential buildings in Richfield beyond our current
partnership with the Home Energy Squad. Maybe this includes promoting existing HRA
programs (like the transformation home loans) as a way for people to finance heat pumps or
weatherization projects? Maybe it is hiring/partnering with an advisor to people looking to fund
and start these projects? The first step would be figuring out what options are possible with our
local capacity & funding.
How does this topic align with city strategic priorities (less than 200 words)?
There are two strategic goals this would address: First and foremost Sustainable Infrastructure -
see my above note about the largest source of greenhouse gas emissions in Richfield. If we're
serious about tackling climate change and moving toward eventually eliminating our carbon
emissions, we can't do that without getting started on residential gas use. The second goal it
addresses is Equity, if we target our efforts toward households or neighborhoods who have the
highest energy cost burden. Without intervention, higher-income households who have the
ability to research, fund, and undertake these kinds of weatherization and electrification projects
will do so in the next several years. In this scenario, low income households will face a challenge
in 5-10 years where they are increasingly the only market for natural gas which is getting more
and more costly to mine. Their costs, often already higher than average if they live in a home
with inadequate insulation, will skyrocket while wealthier households benefit from efficient
homes using relatively cheap renewable electricity. It is already true on many fronts, and will
become more true for heating homes in the coming years, that it is expensive to be poor. We can
intervene on this.
Staff information:
Council Policy Topic Request — “Downtown Richfield” name use in official
contexts, consider establishing official boundaries.
Date: January 24, 2024
Submitted by: Sean Hayford Oleary
Brief description of the topic (less than 200 words):
“Downtown” and “downtown Richfield” have become increasingly common names in our work
sessions, meetings, and development presentations. We used it extensively in our strategic plan
to identify one of our top Community Development priorities.
However, many official references within the City still refer to the area as the “Lakes at Lyndale
District” (which specifically includes only the portion of downtown west of the railroad, exclusive
of the Hub area). Older plans use the term Lyndale-HUB-Nicollet to refer to the entire area of
66th & Lyndale to 66th & Nicollet.
Although not as widely used among the general public as more-established downtowns — such
as Hopkins — it is significantly more common to find a reference to downtown Richfield than
either “Lakes at Lyndale” or “Lyndale-HUB-Nicollet”. For example, the marketing websites of
Henley , Riley , and the Richfield VFW all use the term “downtown Richfield”.
Our continued usage of the term “Lakes at Lyndale District” is confusing, and it undermines our
ability to have a clear and consistent district identity for the public.
To help address this, I propose:
1. Future staff reports should use the term “downtown” or “downtown Richfield”.
2. The term should be presumed as the language to be used on any official signage
referencing the area (such as the possible wayfinding sign project previously identified)
3. As future plans are made — such as an update or replacement for the Lakes at Lyndale
Connectivity Plan — the term “downtown” should be used.
4. Future planning efforts should consider both sides of the railroad holistically.
Optional addition: Boundaries
An optional additional step would be to define official boundaries of what constitutes downtown.
This could be useful for a number of purposes, such as:
● creating standards for future street designs — e.g., broader sidewalks, more pedestrian
lighting
● maintenance standards — e.g., priority accessible sidewalk clearing
● zoning overlay district, if used in the future (as we do in Penn Central)
How does this topic align with city strategic priorities (less than 200 words)?
This most directly relates to:
Community Development – A vibrant downtown
Clarifying and being consistent about language makes clearer what we intend to prioritize with
this district, and it embraces a term already in some public usage.
Staff information:
(Note to staff from Sean: I am not clear on what steps would be necessary to implement this. I
think it could be as simple as directing that downtown boundaries be identified and later adopted
in the downtown strategy document that’s already in CD’s workplan.)
Council Policy Topic Request — Clarify and Establish Liquor Store Names
Note: related to the downtown Richfield name request.
Date: January 24, 2024
Submitted by: Sean Hayford Oleary
Brief description of the topic (less than 200 words):
Our current are liquor store names are:
● Cedar Avenue Store (6600 Old Cedar Ave)
● Lyndale Avenue Store (6444 Lyndale Ave S)
● Penn Avenue Store (6444 Penn Ave S)
● Shops at Lyndale Wine and Spirits Store (7700 Lyndale Ave S)
These store names are unintuitive — particularly the fact that we call our downtown-area store
the “Lyndale Avenue” store, when two liquor stores are located on Lyndale Ave and have
Lyndale Ave addresses.
Changing these names is a low-cost, low-effort opportunity to embrace the identity of our local
business districts. (Note: We previously branded our Richfield Fire Station 2 as the “Penn
Central” station.)
I suggest the following changes:
Existing name Suggested name
Lyndale Avenue store
(6444 Lyndale Ave S)
Downtown Richfield store
Penn Avenue store
(6444 Penn Ave S)
Penn Central store
I would embrace similar renamings for the other two stores, but have no specific suggestions.
But both the Penn and downtown locations have an obvious reason for a name change.
Renaming the 6444 Lyndale both addresses the “two Lyndales” problem and embraces
downtown Richfield district identity.
Since existing signage does not post the local store name, the only thing required for this
change would be updating marketing material, including the website, and internal references.
How does this topic align with city strategic priorities (less than 200 words)?
This most directly relates to:
Community Development – A vibrant downtown
By embracing the name “downtown Richfield” for our own retail presence in the area, we help
establish district identity — that this store is a part of a broader whole of downtown, and not
simply a building located at that address.
Staff information:
FOR DISCUSSION ONLY:
Council Policy Topic Request — Updating City Brand and Website
Date: January 24, 2024
Submitted by: Sean Hayford Oleary
Brief description of the topic (less than 200 words):
Because of existing staff demands, and the potential financial investment necessary for a
high-quality brand and website, I do not recommend we pursue this in 2024. However, I wanted
to use this opportunity to highlight existing issues and allow us to consider this as something to
pursue in 2025 or later.
Our existing Richfield branding is from 2015, and was created from a very limited process with
almost no public input. The logo itself is a recycled logo from the Richfield Bank & Trust. Its
application as a flag had the notable dishonor of being named one of the 25 “lowest-rated” city
flags in America by the North American Vexillological Association. 1 Although the City has an
existing brand guide, its implementation across departments has been inconsistent — frequently
using off-brand colors, fonts, and improper variations of the logo.
Although this may seem trivial, professional and consistent branding is important for any
organization — it conveys quality and trust, and expresses unity in communications coming
from the City.
Our website has even more obvious issues, and has been the subject of many resident
complaints. Our calendar is not kept up-to-date. Many pages appear abandoned. Pages load
slowly and do not work well on mobile devices. Responsibilities within the City are unclear:
departments are expected to maintain their own content with little or no training, without unified
responsibility for the website.
I believe we should plan for a wholesale refresh of our brand through a formal RFP process,
including specifications for public input of what is a priority to convey in a new brand. (For
example: our current brand leans heavily into our mid-century growth angle with a distinctly
1950s style. Is this what the community most wishes to express?)
We should plan for our website to be fully redeveloped by a qualified firm, either as part of the
same RFP (many firms do both types of work) or as a separate item.
For both the brand and website, internal work will be necessary for success: we will need
clearer responsibilities for individual departments’ web pages, and we will need to designate
one or more staff “webmasters” responsible for the site holistically. We will also need training on
appropriate use of branding and to train on a future brand kit.
1 https://nava.org/2022-survey
How does this topic align with city strategic priorities (less than 200 words)?
This most directly relates to:
Operational Excellence (generally)
Updating our brand and website will improve our service delivery by improving communications
with the public, reducing errors and inconsistency, and establishing greater trust in the City
name and brand.
High-Quality Workforce - A well-trained workforce
Consistent training on website and brand sets employees up for success, reducing the need to
modify or redo work on review, and creating clear expectations for all.
Staff information:
Note to staff from Sean: I intend to provide additional details / examples for council discussion
but this document is not yet prepared. But for the sake of estimating cost / impacts, here is a
possible implementation schedule it would be helpful for staff to estimate:
Short-term updates
Proactively replace in conjunction
with the new brand, <6 months
Medium-term
As budgeted or desired,
intentionally updated but not when
excessively costly. 6 months to 3
years.
Long-term
Replace only when the asset must
be updated or replaced anyway. Do
not proactively replace.
● Websites
● Social media
● Letterhead
● Business cards
● Email signatures
● Documents available
for reference to the
public (eg, application
forms, informational
handouts such as
zoning code)
● Staff reports and
council
● Vehicle decals
(non-permanent)
● City gateway signage
that is feasible to
retrofit or is low-cost
● Parks and city facility
signage
● Brand collateral (e.g.,
pens; use existing
supplies first)
● Water tower logos
● More costly city facility
signage
● More costly city
gateway signage
● Street name signs