04-23-2024 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
APR IL 23, 2024
5:00 P M
C all to order
1.C ity C ouncil and D irectors quarterly meeting to review proposed policy and program requests for possible
inclusion in 2024 or 2025 workplans.
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. 13
WORK SESSION
4/23/2024
RE P O RT P RE PA RE D B Y: K atie Rodriguez, C ity Manager
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
4/17/2024
I T E M F O R WO RK S E S S IO N:
City Council and Directors quarterly meeting to review proposed policy and program requests for
possible inclusion in 2024 or 2025 workplans.
E X E C UT IV E S UM M ARY:
This work session is the second quarterly 2024 City Council-Director meeting and focuses on considering
Council Policy Requests.
I n order to better prioritize and manage City workplans given that there are limited financial and staff
resources, Council submits additional policy topic requests to be considered prior to the annual budget
process. I n general, the policy consideration process is to determine inclusion in the following year workplan
in conjunction with the budget. Staff have already started to assemble workplans for the 2025 budget which
will be presented to council later this year. I f the council policy request is for 2024, staff will likely need to
adjust current workplans. The 2024 workplans are attached to this report. The workplans generally do not
include business-as-usual work, but projects that represent continuous improvement in processes, programs
and technology, or new policies and programs. The projects also include progress on strategic initiatives.
After City Council submits a request, relevant staff provide additional information including possible
challenges to implement, approximate costs and staff time, possible next steps along with the impact on
existing workplans and progress on the Strategic Plan.
City Council members submitted five policy topics to consider and staff have added additional information
which are attached to this report.
The policy topic requests to be discussed include:
Branding and Website
Decarbonation Program for Residential Buildings
Downtown Name
Liquor Store Names
Short-term Rental Regulation
D IRE C T I O N NE E D E D:
Consider the five policy topics to determine if they are a priority to add to 2024 or 2025 workplans and,
if needed, determine existing workplan or Strategic Plan projects that will need to be deferred.
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
The C ity C ouncil adopted the 2023-2026 S trategic P lan in S eptember 2022. The P lan included 5 priorities
and 15 desired outcomes. In order to make progress on the outcomes the C ity C ouncil and staff leadership
meet quarterly to review progress on the S trategic P lan, teambuilding, long-term financial plans and budgets,
and workplans.
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
The policy topics may advance desired equity outcomes, details will be included on the individual request
forms.
The policy request process is a comprehensive and transparent consideration of adding to or changing
workplans and should result in more focused C ity leadership. The more formal approach to considering
additional projects should also result in a more sustainable workload which builds healthy C ouncil-staff
relationships. B oth goals are desired outcomes in the S trategic P lan.
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:
S taff are creating their 2025 workplans in preparation for the 2024-25 budget process which begins in May
2024.
E .F IN AN C IAL IMPAC T:
E stimated financial impacts may be included in the individual policy requests, and would be finalized if the
policy is prioritized and added to future budgets.
F.L E GAL C ON S ID E R AT ION:
L egal consideration may be included in the individual policy requests.
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
P olicy P roposal-B randing and Website C over Memo
P olicy P roposal-D ecarbonization P rogram for Residential
B uildings C over Memo
P olicy P roposal-D owntown Name C over Memo
P olicy P roposal-L iquor S tore Names C over Memo
P olicy P roposal-S hort-term Rental Regulation C over Memo
2024 Workplan C over Memo
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
Staff Response:
Branding:
A full rebranding process, inclusive of community input, is estimated to cost a minimum of $50,000,
with high-end estimates ranging more than $100,000. This effort would labor-intensive, and pull
staff away from current efforts around engagement, communications with diverse audiences and
continued work to grow existing channels/platforms. In addition, implementation costs for the new
brand would be extensive and impact all departments.
Staff proposes to focus on implementing tighter brand standards with the existing set of
logos/colors/fonts, and to formalize those efforts through training, education and oversight.
Beginning in the summer of 2024, Communications Staff will be working on a Strategic
Communications Plan for the division, which could further explore the need for broad rebranding.
Website:
The industry-standard for government websites is to refresh/rebuild websites every 5 years. The
city last issued an RFP in 2019, and the new website was launched in late 2020 (following a delay
due to COVID).
Per that schedule, the city of Richfield will be issuing an RFP in early 2025, with the hopes of
launching a new website in early 2026. Estimates for the new website range from $50,000 to
$100,000. Funding has been identified to pay for this one-time investment in a modern, highly
functional and adaptable website.
Staff proposes to work with the city’s website editors to provide additional training, conduct an audit
of the content currently housed on the website, and work to improve accessibility. Each department
has several users tasked with updating content for their departments, but no staff person is
dedicated solely to the website. All website work comes in addition to regular duties and is subject
to staff availability.
Additionally, staff seeks to hire a consultant to assist with troubleshooting the existing website,
preparing an RFP for the future website, and assisting staff with the migration of existing web
content onto a new platform.
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 lowe r 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 ener gy-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 Energ y 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 eventual ly 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 bene fit 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:
As mentioned above, emissions related to residential gas usage are a significant part of the
climate conversation and an area that the City has begun to work more on recently. The
regional, state, and federal landscapes are constantly changing with new funding opportunities
currently in development. Richfield looks to align future related staff work plan actions with our
Strategic Plan priorities, Climate Action Plan items, and external opportunities. Currently, it is
not feasible for Richfield to independently administer any decarbonization programs for
residents. The City would benefit from waiting to scale decarbonization efforts and education
until more is known about regional efforts and state and federal funding.
Over the past year, staff have signed on to multiple regional coalition applications in an effort
to put Richfield in the best position to benefit from federal grant dollars that can be awarded
for decarbonization/electrification efforts. Through these coalitions, the City can partner with
others who are more adequately staffed to run programs while still helping Richfield residents
access money and resources to put towards weatherization and electrification efforts. These
grant application coalitions include the MPCA’s Climate Pollution Reduction Grant (CPRG)
application, the City of Minneapolis’ CPRG coalition application, St. Paul’s awarded Energy
Futures application, and the Metropolitan Council’s CPRG application.
While CPRG awards have not yet been announced, St. Paul was awarded their Energy Futures
planning grant, which Richfield will continue to partner on. This project will involve statewide
partners working to create a financial/educational program “for a cold-climate residential
energy transition that can be tailored to local circumstances and implemented at the
community level...With Energy Futures funding, our team seeks to explore ownership structures
and financing mechanisms that take full advantage of federal programs to make rooftop solar,
energy storage, weatherization, and electrification accessible for income -qualified households in
cities and tribal communities across the state.”
Staff agree that promoting existing HRA programs as an avenue for residents to finance heat
pumps or weatherization projects is a good strategy in working towards achieving these goals.
HRA program expansion would require further exploration by CD and Sustainability staff to
ensure its feasibility and determine what adjustments the programs would need. More
background research is needed to determine what the City can allow re: existing programs and
what other resources are out there for residents to pursue that aren’t through the City (i.e.
state and federal grants and rebates). Relatedly, many of the state opportunities and programs
have yet to be finalized. Delaying this work until more details are available would be beneficial
for clear communication to residents.
Sustainability staff do not believe it is feasible for the City to hire more staff (either as city
employees or a consultant) to help residents individual ly determine the feasibility of home
projects/electrification efforts on a site-by-site basis. Area non-profits and other entities
currently work to provide some of these services already and have seen mixed results on
adoption. There is also a labor shortage in this field that would make it hard to implement such
a program. A few nearby cities have partnered on related initiatives like Electrify Everything,
which has significant costs associated with basic education and outreach efforts, let alone more
significant resident assistance.
Staff has identified a potential consultant for grant writing services, but a contract has not been
executed given departmental concerns over the capacity needed to implement and manage
additional grant funds. Presently, the Sustainability Specialist is managing two federal grants in
addition to other sustainability and solid waste duties. Staff are in the process of creating a new
staff position that would take over day-to-day solid waste management duties. This would free
up capacity for the existing sustainability staff position to submit and manage more grant
applications, as well as develop a long -term plan to guide grant funding searches based on the
prioritized CAP actions and other opportunities.
If Council decides to prioritize this policy request and request s more significant action than
what staff have already taken, or to accomplish this work before 2025, it will come at the
expense of other planned work for Sustainability efforts (i.e. fleet electrification, resident
education/outreach, and other Strategic Plan priorities).
CD Info: We have made several changes to our housing programs to incentive greener choices
and would like to continue and expand these opportunities. Housing staff turnover has delayed
our Strategic Plan work to comprehensively evaluate our existing programs. This work is
anticipated in 2024-2025. Following the conclusion of this evaluation, we anticipate discussions
with the HRA to consider how our programs may need to change and sustainability will be a
piece of this work. This work can be added to the 2025-2026 work plan.
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.)
2024 Actions:
- Use “downtown” or “downtown Richfield” in new documents when appropriate.
- Lakes at Lyndale will continue to be used only when connected directly to that planning
document (e.g. redevelopment in/around Richfield Lake) or to specific language in the
Comprehensive Plan.
- Delay or install more generic/temporary wayfinding signage in 65th and Lyndale area
(current mockups include “Lakes at Lyndale”) until additional decisions are made.
- Apply for grant funding to assist in branding effort for downtown in 2025. As part of 2025
budget process, consider availability of general levy funds to complete project if grant
application is unsuccessful.
2025 Efforts:
- Undertake strategic creative brief process (similar to what is done for advertising or
marketing projects) for downtown with grant funding or other source, if identified.
- Carry branding through to wayfinding and marketing of downtown area.
2025-2027:
- Build on branding efforts and existing concept plan for 66th & Nicollet to develop small area
plan for entire downtown area (current Lakes at Lyndale + 66th and Nicollet). Consider
whether work can be incorporated into Comprehensive Plan update or if work should
happen separately (system statements expected summer 2025).
- Consider designation of boundaries as part of small area planning process; may be a
variety of boundaries within an overall downtown district.
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:
- Staff input and suggestions were noted from the staff meeting on (03/13/2024). The idea
of designating a “district” title to each Richfield Liquor location was discussed and
resulted in the following titles:
- 6444 Lyndale
o Richfield Liquor Downtown
o 6444 Lyndale Ave South
o Richfield, MN 55423
- 6600 Cedar
o Richfield Liquor Cedar Point
o 6600 Cedar Ave South
o Richfield, MN 55423
- 6444 Penn
o Richfield Liquor Penn Central
o 6444 Penn Ave South
o Richfield, MN 55423
- 7700 Lyndale
o Richfield Liquor Shops
o 7700 Lyndale Ave South
o Richfield, MN 55423
- Since no physical branding or signage is necessary in the implementation of this option
the turnaround time and cost will be minimal once approved. The only foreseen updates
would include: employee email signatures, business cards and any marketing media.
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:
Request Part 1: An ordinance to address short-term rentals (STRs) can be incorporated into the
2025 work plan.
- By 2025, the new licensing system will have collected a one-year cycle of data and the
Council will be able to evaluate the scope of the issue and make policy adjustments
commensurate with that data. Citizenserve is allowing us to document:
o Approximate number of STRs;
o Prevalence and types of complaints at STRs.
- In the meantime, a number of the particular issues mentioned are code violations under
current ordinances and problems can be addressed through current reporting processes.
If the item is a high priority and needs to be addressed in 2024, we will need to shift other
ordinance work to 2025 and will be asking the Council to make decisions without relevant data.
Ordinance work related to new cannabis laws cannot be shifted to 2025 and must be completed
by the end of the year, preferably sooner based on proposed changes by the Legislature.
- Work that could be shifted to 2025 and implications:
o Parking reductions: The 2023 Policy Request Process prioritized an examination
of certain parking requirements. A work session with the Planning Commission
and City Council was held earlier this year and staff is working to finalize a
proposal for consideration this summer. Significant work has been done with the
current Planning Commission and Council. If shifted to 2025, an additional work
session may be required if there is turnover in elected/appointed positions.
o MR-2/MR-3 Zoning Revisions: Work to modernize zoning districts that primarily
include “missing middle” housing types has been a priority since the adoption of
the Comprehensive Plan in 2018. An application for grant funding to hire a
consultant to help with this work has been submitted to the Metropolitan Council
and a consultant is lined up to assist. Funding awards will be made in June and
the City will have two years to complete the work. It had been our hope to
address these changes while the market was slower in order to be ready when it
picks back up. Work was planned to begin in the fall, following cannabis and
parking, and be completed in 2025.
Request Part 2:
Staff will continue to monitor investor ownership as best we can (see 2023 memo for discussion
of challenges). Staff will monitor Legislative actions, including HF0685 which seeks to limit
corporate ownership and includes the creation of a statewide database to assist in tracking.
Given the City Attorney’s concerns about the constitutionality of these regulations and the
difficulty in monitoring with current data and resources, staff recommends holding off on local
limits.
Action step Priority/O
utcome
Process
Improvem
ent?
Assigned to Status Notes
Develop Capital Replacement Schedule for City Hall 3 Administrative Services -
Buildings
2024 Starting to put together long-term replacement costs.
Security Camara Replacement for City Hall and New
Cameras for Public Works
3 Administrative Services -
Buildings
2024 We have our kick-off meeting 11-30-23 to discusss needs and changes.
Develop Data Management System - City Wide 1,3,4 Y Administrative Services - City
Clerk
2023 With Granicus shutting down Novus in the near future, conversations between the City Clerk and the Executive department have begun for a switch in agenda management software. Previous work was
done to test Laserfiche as a potential agenda management application and that work will be revisited.
Agenda Packet Tool (also see Executive item)1c Y Administrative Services - City
Clerk
2024 Q1 With Granicus shutting down Novus in the near future, conversations between the City Clerk and the Executive department have begun for a switch in agenda management software. Previous work was
done to test Laserfiche as a potential agenda management application and that work will be revisited.
Grow social media reach, especially on YouTube and
Instagram
1c, 5c Administrative Services -
Communications
2024
New Resident Guide 5a, 5c Administrative Services -
Communications
2025 Explore options for providing comprehensive information to new residents, via a website, print product, event or other medium.
Re-Establish Web Team 1,4 Administrative Services -
Communications
2024 Q2 Convene remaining members of original web team. Recruit and train new members. Outline roles and responsibilities for website management.
Update and enhance existing Carousel infrastructure to
provide up to date information on public info screens
at City Hall.
1c Administrative Services -
Communications
2024 Q2 Need staffing support for this initiative.
Evaluate need for an virtual engagement platform 1c, 5a, 5b Administrative Services -
Communications
2024 Q3
Re-Establish Employee Engagement Committee 1,4 Administrative Services -
Communications
Complete
and ongoing
The committee met twice in 2023 and will meet again in early 2024.
Offer more city-generated content in Spanish in print,
social media and online forms.
5a Administrative Services -
Communications
Ongoing
Refine the website to make information more
accessible to the community.
1c Administrative Services -
Communications
ongoing New website was launched in December 2020. Ongoing work is done to maintain, update and enhance the current website, as staff time permits. Utilize Monsido tool to check for accessibility standards and clarity of language.
Provide internal training on branding, social media,
website management and other communications-
related efforts.
1,4 Administrative Services -
Communications
ongoing Public speaking training, as related to the Local Sales Tax Initiative.
Launch an engagement vehicle for pop-up events in the
community, specifically in areas with low-income,
BIPOC populations.
5a Administrative Services -
Communications /
Community Development
2024 Q2 In planning stages. Vehicle is secured via PWs. Will be able to travel on trail or street. 2023 Update: Due to supply chain challenges, vehicle was required by PWs for the summer. Will reconnect in early 2024.
Coordinate communications efforts for Local Sales Tax
initiative
1b, 3a,
3b, 5a, 5c
Administrative Services -
Communications / Executive
2024 Q1-3
Support State of the City event planning and execution 1a & 5a Administrative Services -
Communications / Executive
2024 Q2 Work with the mayor and council to host a state of the community in the spring. Opportunity to communicate information on the upcoming sales tax referendum.
Coordinate communications efforts for speed limit
changes
5c Administrative Services -
Communications / PW
2024 Q1-2
Implement Electronic Personal Action Form (PAF)1c Y Administrative Services - HR 2024 We have moved to completing this electronically and using Adobe to accommodate workflow/electronic signatures. This will be the process until we migrate to Oracle in 2025.
Worker Compensation Program 1c Administrative Services - HR 2024 Explore alternatives to our self insurance with LMCIT
Organizational culture training 4 a,b Administrative Services - HR 2024 Continue the training for all staff (will depend on the capacity of the internal trainers)
Safety Pays Program 4a Administrative Services - HR 2024 We discussed bringing the program back for 2023 and are working on pulling together data.
Employee Survey 1, 4 Administrative Services - HR 2024 The cycle has been every two years to survey staff on employee experience, satisfaction and solicit feedback.
Implement CDL Clearinghouse processes 4a Y Administrative Services - HR 2023 Q2 Update CDL drug testing policy and procedures required by the Clearinghouse.
Stay Interviews 1,4 Administrative Services - HR 2023 Q3 Establish program for City Manager and Assistant City Manager to meet/checkin with new hires (ex. 30/60/90 days). Also implement service anniversary check-ins (one year, five years, etc...)
Create a more robust new hire orientation that
includes overall City services education
4a Administrative Services - HR 2023 Q4 We have overhauled the presentation and interaction regarding general City information and other critical first day inforamtion including benefits. We have also created efficiences for candidates when completing required
onboarding forms. The next phase will be gathering more detailed information for each department.
Compensation and Class Study 1b & 4b Administrative Services - HR 2023-2024 We are finishing up pay plans and recommended pay ranges and reviewing those with Baker Tilly.
Update our AWAIR program including a plan for Safety
Training (non Fire, Police and PW staff)
4a Administrative Services - HR 2024 Q1 This will be addressed in 2024.
Upgrade of Oracle Finance and HR software 1c Y Administrative Services -
HR/Finance
2025 LOGIS has adjusted our live date for early 2025.
LOGIS Security as a Service 1c & 3a Administrative Services - IT 2024 The importance of security and the need to have an expert with all of the quickly changing intrusions we would move to having LOGIS take on more of a role.
Microsoft365 1c & 3a Y Administrative Services - IT 2022 Q4-
2023 Q3
Completed the installation of M365 in January to all devices (ARPA project)
System-wide upgrade of AV technology in CC
Chambers, cable room, conference rooms and all TV
displays
1c Administrative Services - IT 2022-2023 The conference/meeting rooms have been completed. The digitial signage has been installed and the content is currently being created. The chambers and the cable room have been completed.
City Internal Wifi 1c & 3a T Administrative Services - IT 2024 Q1 City Internal Wifi for Server Folder Access.
IT & Secuirty Assessment-Loffler 1c & 3a Y Administrative Services - IT 2024-2025 Implement IT and Security Recommendations
Centralized Help Desk for IT/Richfield 1c Y Administrative Services - IT 2024-2025 Create a centralized Help Desk for the entire city. Tickets would be created, and all the departments would utilize the same system. This will make for a more unified environment without duplication of tasks.
Currently reviewing various ticketing systems and will narrow it down to 2 or 3 systems for quotes.
Continued M365 Services 1c & 3a Y Administrative Services - IT 2024-2025 Installation of a sharepoint server will allow us to add more M365 features for added collaboration and efficiency. For example MS Teams, OneDrive….
IT Staff will begin their training at the end of December 2023
IT Policy 1c Y Administrative Services - IT Ongoing Create an IT policy that will include the necessary security and IT requirements for users while keeping users functional and the data secure. First draft has been started with review to begin in 2024
Infastructure - Fiber Install 1c & 3a Administrative Services - IT Ongoing 2023 - Penn Liquor store will be connected to fiber, 2 well houses will be connected to fiber - The fiber has been installed to the buildings, but waiting on switch installation.
2024 - 3 well houses will be connected to fiber Fiber installed to create redundancy to the Public Works building and the Cedar Liquor Store
Continue to create redundancy in the Fiber infrastructure.
2023-2024 City of Richfield Action Steps (Workplan)
Action step Priority/O
utcome
Process
Improvem
ent?
Assigned to Status Notes
2023-2024 City of Richfield Action Steps (Workplan)
Zoning changes re: "Sacred Communities"Community Development 2023 Adopt regulations in response to legislative changes by EOY. Legislation effective Jan 1 2024. Second Reading of Ordinance Amendment scheduled for 12-12-2023
Develop an "Apartment Navigator" program to expand
connections with apartment communities.
2c, 5a Community Development 2024 Worked with SHIP to co-sponsor position, but did not get grant funding. Restarting planning after pandemic delay. Gave an ARPA grant to Conflict Mediation Center in March 2023 to work with apartment residents on
landlord/resident conflicts and offer resources. Work will continue in 2024.
Analyze multi-family (MR-2/MR-3) regulations to
ensure supportive of "missing middle" type projects
and elimate out-dated regulations.
2b,c Community Development 2024 Continuation of code update work to reflect Comprehensive Plan.
Policy Request: Parking minimums Community Development 2024 Propose minimum parking adjustments for areas already identified as problematic. Unable to address in 2023 due to workload/staff turnover. Planning to address in early 2024.
Zoning changes re: cannibus Community Development 2024 Waiting on model ordinance.
Restart In-Person Events like Richfield Home Tour &
Realtor Workshop
2b Community Development 2023-2024 Home Tour was held on October 7, 2023. 350-400 people visited 6 remodeled homes. Realtor workshop was cancelled in 2023 due to lack of capacity at the Minneapolis Association of Realtors. Will try again in 2024.
Model the type of development and investment that
we want to see in the Community: Develop pilot
projects on HRA-owned lots: target one duplex and one
energy-efficient home. Facilitate
preservation/affordability of Woodlawn Terrace.
2b, 2c,3c Community Development 2023-2024 HRA approved sale of two lots to buyers to construct duplexes through the Richfield Rediscovered Program. Building permits must be approved prior to closing.
Update housing work plan. Develop appropriate
continuum of affordability, identify tools to address
unmet needs and investment and preservation of
NOAH rental housing.
2c Community Development 2023-2024 Goals/targets updated as part of Strategic Plan. Next steps - review current programs and develop spending strategy/priorities for affordable housing trust fund. Priorities for trust fund were adopted. Program evaluation
planned for winter 2023-2024, assuming full staff capacity. New state-level funding anticipated in 2024. Planning for those funds is beginning and will continue into 2024 and be reflected in 2024 revised budget. First payment
expected in July 2024.
Award additional social service ARPA funds.2c, 5a Community Development 2023-2024 The program is a competitive application process to provide services to the community focused on rental assistance, domestic abuse, mental health, job training, food insecurity. 2023 awards complete. Check-ins/survey
planned with 2023 award recipients. Based on results of those check-ins, will plan for how to spend remaining funds.
Review process of bringing a development to
Council/residents. Foster a better understanding of
"vested entitlements" granted in the zoning code,
develop recommendations for developer's community
engagement, and research other cities' approaches.
Community Development 2023-2024 Planning Commission training scheduled held in April. Planning staff to evaluate commications improvements (e.g. email subscriptions, engagement, Esri storymaps) Added link to development plans to public notices for land
use cases.
Policy Request: Renter protections Community Development 2023-2024 Memo regarding status of renter protections in other communities. Anticipated January 2024 completion.
Policy Request: Begin investor owner research Community Development 2023-2024 Preliminary look at data 2023; memo by end of year. Memo to be submitted to Council in December 2023.
Policy Request Adjacent: Short-term rentals tax
collection and identification
Community Development +
Exec/Finance
2023-2024 Exec. Staff investigating how to collect tourism tax and collecting information on other community regulations. CD staff included "check box" in rental license renewal paperwork - renewals sent out beginning 11/28.
Create economic development plan within budget and
staffing constraints; including the development of an
inventory of tools to assist existing businesses, an
identification of potential new tools, a small businesses
directory (in association with the Chamber) and an
identification of benefits and challenges of doing
business in Richfield.
2a,b Community Development/
EDA
2023 and
beyond
Consultant hired to conduct Business Assistance Assessment - completed April 2023. Hired Economic Development Mgr April 2023; onboarding through 2023. Conduct downtown business inventory --completed summer 2023.
Work has begun to create an inventory of businesses city-wide. A Business Subsidy Policy was adopted in October 2023. The cost of Sewer Availability Charges (SAC) was identified as a challenge for new businesses; a SAC
Assistance Program was established in October 2023. A quarterly e-newsletter for businesses (RIchfield Business Bulletin) was launched in November 2023.
Implement electronic plan review and new city-wide
permitting system to improve efficiency in
permitting/plan review
1c Y Community
Development/several other
departments
2022-2024 ARPA funded. Began data transfer to vendor 2022; full implementation 2023. 2023/2024 update all templates/SOPS to reflect new system. Building permits converted to new system in spring 2023, Point of Sale and planning &
zoning converted in June 2023, Code enforcement conversion completed in fall 2023, conversion of rental licensing in process, conversion of engineering/Public Works and busines licensing anticipated in early 2024.
Document commission processes in a manual. Provide
training for commissioners and chairs. Obtain and
track demographic information for all applicants.
Survey for better recruitment and retention.
1a & 5b Y Executive 2023 Draft of the manual to be available by the end of the year and all other items completed.
Community survey (last completed in 2020)1c & 5a Executive 2024 Contracted with Polco (purchased National Research Center)
Create customer service rating increase strategy 5a Executive 2025 Assist Admin Services in their customer service rating process and expand to other departments in 2025 or future years.
Recruit and hire an Equity Coordinator to provide
citywide coordination of programs, education and
outreach in the areas of equity & inclusion.
5 a-c Executive Complete Brittany Bartlett started in July 2023.
Create and launch a public equity and Inclusion
webpage.
5a Executive / CAREs Team 2024
Create Equity Plan framework and support
departments in creating their specific equity workplans
5a Executive / CAREs Team 2024
Create equity tool kit and support departments in the
continued use of the tool kit.
5c Executive / CAREs Team 2025
Create equity lens and integrate in staff reports, train
and support all departments on how to use the equity
lens.
5c Executive / CAREs Team Complete Training and implementation in 3Q 2023.
Evaluate the options for agenda management system
to improve staff report workflow for public meetings.
1c Y Executive/Admin Serv 2024 Research Dec 2023, target implementation in 2024.
Develop and implement training program 5a Executive/Admin Serv 2024 Will add some training opportunities in 2024 and continue to build the program in 2025.
Report progress on equity plan metrics to staff, council
and community annually
5a Executive/Admin Serv 2024 Baseline data will be incorporated into the newly created equity plan. The city contracted with the Center for Economic Inclusion on a citywide equity assessment, the city will be in the first cohort of cities being evaluated.
Host a State of the Community Event 1a & 5a Executive/Admin Serv 2024 Q2 Work with the mayor and council to host a state of the community in the spring. Opportunity to communicate information on the upcoming sales tax referendum.
Update and create HR processes/policies that align
with equity and inclusion goals.
5b Y Executive/Admin Serv 2024-2025 This work will begin in 2024 and extend into 2025.
Create Public strategic plan dashboard to track and
report performance targets. Update the progress on
the strategic plan quarterly.
1a Executive/Admin Serv Complete
and ongoing
Dashboard has been added to the website and will be improved and updated on an ongoing basis.
Embed strategic plan mission, vision, values and
strategic priorities in communications and city
processes.
1a Y Executive/Admin Serv Completed
and ongoing
Strategic plan summary was highlighted via multiple channels including the Annual Report and is tracked and communicated on an ongoing basis through the dashboard (see below). The priorities and outcomes are also tracked
as part of the budgeting process. Finally, staff will incorporate strategic plan outcomes into staff reports for applicable topics.
Partner with local legislators, state agencies and
regional partners to advance key city priorities.
1 & 3 Executive/All Departments Ongoing Secured $12M in state funding and $3M in federal funding for WLNC . Also, obtained the authority to bring a local sales tax request to voters in 2024. A bill to add local standards to EMS services had a hearing in the House and
discussions are ongoing to create a task force. Working with Public Works and Fire on potential top priorities in 2024, which include funding for Nicollett, limiting local funding for county and state projects and EMS reform.
Action step Priority/O
utcome
Process
Improvem
ent?
Assigned to Status Notes
2023-2024 City of Richfield Action Steps (Workplan)
Develop 5 and 10 year financial plans. Research and
present options for additional revenues to council
1b & 3b Executive/Finance 2023-2024 Improved the long-term financial plan document, Key Financial Strategies, as part of the 2023 budget process. Exploring additional state and local revenues and have secured grants and federal funding for projects. Will
continue this work into 2024.
Review and document methodology of allocating
administrative cost to all funds and departments
3b Finance 2023 Review current allocation of administrative costs to ensure the detailed methodology for the cost allocation is reasonable and appropriate. The allocation methodologies should be thoroughly documented for transparency
purposes, and updated periodically in accordance with best practices.
Drive and schedule training and learning initiatives 1c, 4a Finance 2023 Q2 Design and offer a budget training to employees that are new to or need refreshing on MS Access budget software. Employees will learn how to enter personnel and non-personnel cost, how to dive into budget numbers for
reconciliations, how budget funding is structured, allocation of overhead cost etc.
Improvements to internal policies and processes 1b, 1c Y Finance Completed (i)Purchasing policy revised and approval thresholds were changed to streamline and better match approvals with responsibility level. (ii)Paycheck day moved from Thursday to Friday to gain an additional processing day to
ensure an accurate payroll run. (iii) Updated city credit card authorization process authorizing the Finance Manager and the City Manager to designate which employees, may use a city issued credit card to make purchases. (iv)
Cell phone reimbursement rates revisions supported by cost benefit analysis. Reimbursements are now handled through payroll and will be reported as taxable income on employee W-2. Consistent with best practices and
eliminates submission of phone bills.
Lean the process to gain efficiencies using EDMS 1c Y Finance Completed Starting 2023 Finance is doing all of the journal entries electronically eliminating the printing, filing, scanning and storage of paper entries
Optimal staffing to meet service demands. Support
recruitment and retention, maintain workforce
capacity
1c, 4b Finance Ongoing Staffing continues to be one of the primary challenges Finance is facing. Tight labor market has generated more challenges in our attempts to hire staff. Recently Payroll Accountant announced her transitioning from City to
advisory services and we are working on knowledge transfer to enusre payroll continues to run with least interruptions. Finane is exploring new and different apporoaches to attract candidates and fill open positions. We are
looking to hire summer intern to help with budget and it could set up a direct pipeline for future full time employee.
Implement Electronic Timecards 1c Y Finance/Admin Serv 2023-2024 A pilot program to be launched in 2023 to eliminate the need for exempt employees to submit timesheets. Transition to electronic time cards will start when we migrate to the new Oracle system.
Upgrade of Oracle Finance and HR software 1c Y Finance/Admin Serv 2024 Q1 LOGIS has confirmed a planned live date in May, 2024.
Update the Response Time Residency requirement 1c, 4b Y Fire 2023 Q1 Worked with firefighters to find a balance for response and moved residency to 20 minutes with a new policy and MOU with L1215
Organizational Development/Succession Planning 1a-c, 4a Y Fire 2023-2024 Worked with outside OD specialist to build organizational Code of Conduct and 360 reviews of command staff
Strategic Visioning with area Fire Departments 1c, 4a-b,
5a-c
Fire 2023-2024 Working with area departments to determine best ways to implement; Fire Cadet Program, EMS Delivery Strategy, and other current trends
1 Internal promotion from CSO and 2 hired that are bi-
lingual in Spanish/BIPOC. Hire 1 additional CSO due to
workload and opportunity to promote internally to fill
police officer vacancies. Still have officer vacanies due
to retirements and anticipate we will need to fill 3 to 4
vacancies in 2023
1a,4,5a-c Public Safety 2024 Hired 3 BIPOC officers and 1 female in 2022. Additional CSO hired 2023 (Completed)
Organizational and Staffing Study with the Axtell
Group
1, 3, 4, 5 Public Safety 2024 Contracted with the Axtell consulting group to conduct a 6 month organizational and Staffing study for Public Safety that should be completed in March 2024.
Continue to use Everbridge as our main emergency
notification system and begin promoting dashboards
containing information about our department on our
websites.
1a-
c,3,4,5a/b
Y Public Safety 2022 Q4-
2024
Have used everbridge consistently for the Civil Unrest and some Covid-19. Dash board completed for COVID-19, Updates to Police Use of Force, and extensive FAQ page completed on new City Website. Completed the Disparity
Analysis in Fall of 2022 and Tyler Technologies is online in March of 2023. Moving to the new data analytics program within the next several months and should be up and running for late 2023 to early 2024. We are still
working out issues as it relates to the Data Analytics program.
Strengthen community partnerships through the JCPP
and other programs. Partnering with 30 civic
organizations and hosting 21 community outreach
events. While our flagship programs are Safety Day,
Nite to Unite, Unity and the Community, and Heroes
for Helpers we are looking to create more diversity in
our outreach by teaming up with new community
organizations.
1c ,3a
,4,5a-c
Public Safety 2022 Q4-
2026
Worked with non-profits and volunteer organizations on back to school event and Nite to Unite. We have also worked with many non-profits and volunteer groups with Special Olympics and have partnered with our Richfield
Buisness community to do this. Added Drivers License for all training and completed 2 classes.
Have achieved 20 percent or our sworn staff as woman
police officers. This percent is above the national
average for law enforcement agencies. We are also
over 23 percent officers of color.
1a,3a-
c,4,5a/b
Public Safety 2022-2026 Exceed the national average and are one of the more diverse departments in our state.
Support Services will continually evaluate properties
and perform similar inspections, as single family
homes, to make sure the properties are well
maintained and in compliance with the code. We will
also be reviewing and amending code in Support
Services.
1,3a-c,4,5 Public Safety 2023 Q4-
2025
We worked with numerous properties and home owners concerning property maintenance. We have maintained a 95 percent compliance rate for the past 5 years. There are several codes that need to be changed over the
next couple of years. Implementing policies and programs following legislative action on adult-use cannabis, will also present ordinances to ban flavored tobacco and limiting tobacoo licenses. Adult-use cannabis will be a
heavy lift for public safety. Moved on implementing edibles in the community, passed an adult use cannibis ordinance on smoking, eliminated favored tobacco and licenses with an ordinance.
Hire 1 additional Social Worker to add to our
embedded Social Worker program. Move to
Alternative Response model with Edina.
1a-c 3,4,
5a-c
Public Safety 2023-2024 This Social worker would be utilized through all the departments and compliment our current Social Worker to improve our response with Mental Health needs and quality of life issues in the community. This is currently in
process as the agreement with the county is done and has been signed by the City Council. We are waiting for interviews to begin and the hiring to take place. The Public Safety Department would then have two embedded
Social Workers with the additon of this position. Taking one of our Social workers and moving to an alternate Response Teams Model in 2024 with Edina Police and Fire
Instituited 20 police reform measures that were passed
by the Legislature and the POST Board on mandated
policies. Trained and implemented new policies as
they relate to case law both at the local, state, and
federal level. We anticipate additional reforms that
will be put into place this year and into 2023/2024.
1,3,4,5 Public Safety 2023-2024 We will work internally to complete and process new reform measures through development, training, and education and implementation of equipment. The 2023 legislative session has several bills pending regarding police
reform that will add time for the police department to implement, if passed. The legislature has additional reform measures planned for the next two sessions. Worked through and completed updated POST Board Mandates,
ERPO, and working on other legislative mandates for 2023 and 2024.
Continue to engage with community via social media
and train/assign staff to manage. We have increased
our facebook followers to 8,100 and our Twitter
numbers have increased to 3,200. We have also
transitioned to Tyler Technology this Spring and are
working to launch "Socrata" in the next month which
will provide us dashboards and allow community
members to sign up for live alerts.
1,4,5 Public Safety 2023-2025 While this will be mostly ongoing we expect to plan for large strides in the next few years.
Emergency Management/Response for continued
support of COVID, addition training, preparation for
man-made and natural disaters. Outreach to
underserved communities.
1,3,4,5a-c Public Safety 2023-2026 Awarded $150k in ARPA funding to achieve our goals of emergency planning over the next 3 years. Planning is taking place to move this forward.
Action step Priority/O
utcome
Process
Improvem
ent?
Assigned to Status Notes
2023-2024 City of Richfield Action Steps (Workplan)
Looking to build past the 1,700 hours of Community
Oriented Policing. Expand our programming to reach
the varied demographic populations within the city.
Continually review what we are providing with
Bloomington Public Health and survey what the
communities needs are for services and support.
1,3a-
c,4,5a/b
Public Safety 2023-2026 Continue and expand on public safety programing to our underserved populations. The opioid settlement money will be planned and spent over the next 18 years.
Established an Officer Wellness Program addressing
spiritual, physical, and financial health to help officers
with stress management and resiliency. Program will
also provide better resources to cope after crticial
incidents.
1,4, 5 Public Safety 2024-2025 We have presented several topics through our in-house department training. This will be an ongoing process as we evaluate what is working through meeting with staff. Looking at a new firm to provide an in-house wellness
program to come out quarterly to meet with officers to do base line testing.
Public Safety Aid Money 1,3,4,5 Public Safety 2024-2029 City Manager, Public Safety and Fire met to draft criteria for future projects, including recruitment and retention.
Work with building managers and property owners to
inspect properties and provide reports on how to lower
crime through crime prevention of the property as in
Crime Prevention through Environmental Design,
“CPTED”. Performing security assesments based on the
number of "Active Shooter" incidents occurring around
the country. Working with Charter Schools and
Daycares on Safety Protocols for critical incidents.
1,3,4,
5a/c
Public Safety 2025 Q1 We have worked this last year with Richfield Towers and Seasons Park on Building maintenance and security issues along with Landlord Tenant concerns. Since Uvalde Texas incident our schools and buisness are requesting
this to be completed and we are working in collaboration to perform these. We are getting alot of requests still to do assesments for schools and businesses on their emrgency plans, ect. We are working with several schools
and businesses over the next two years.
Improve our ability to communicate with our
customers (e.g. remove language barriers).
1, 3, 5 Public Safety/Fire 2023-2024 We continue with Spanish language training, PS also hired 3 additional employees who are bi-lingual. More are to be hired in Q4 2022 and 2023
Assist Building Managers with Data based analysis to
assist in helping theme to abate problems occurring on
the property while improving the quality of life for the
residents.
1,3,4,5 Public Safety/Fire 2023-2024 We have worked with the multi-housing complexes and some of the other multi-housing units to abate issues to improve their properties and improve the quality of life for residents.
Successfully complete the 65th Street Reconstruction 2a, 3a Public Works 2023 On schedule. Construction began summer 2022 with completion expected in the spring of 2024 (originally fall 2023). Spring work will be limited toprimarily punch list and landscaping items.
Successfully complete the city-wide water meter
replacement program by the end of 2023.
3a Public Works 2023 Project delayed initially due to COVID, experienced supply chain issues related to meter aquistion in 2022. If meters can be obtained, project will complete in 2024.
Successfully complete the 77th Street Underpass
construction.
3a, 5a Public Works 2023 Substantially Complete.
Investigate reducing residential speed limits 5c Public Works 2022-2024 Discussion and approval path has been vetted with Council, approvals are in process. Implementation is targeted for 2024.
Finalize an Active Transportation plan to guide multi-
modal improvements and develop an implementation
and funding plan for elements identified in the Active
Transportation Plan.
3a, 5c Public Works 2023-2024 Completing public engagement in spring 2023 and developing final plan through 2023/early 2024. Anticipate City Council consideration in Q1 2024.
The City needs a new Public Works storage facility.1c, 3a Public Works 2023-2025 In 2023, staff began working with a consultant to assess the old Motel 6 remnant site. If this site proves feasible, the 2024 goal will be to identify funding and complete design and public engagement for construction in 2025.
Inventory and condition assessment of PW buildings,
park assets, utility infrastructure, fleet, & roadway
elements
1c, 3a, 3b Public Works 2023-2025 Utilities inventory completed. A Utilities focused Asset Management Team has been formulated. The team is underway with data gathering and model updates to update the Risk Scoring for the water and sewer utilities.
Storm sewer will be the primary utilties focus targeted for Q4 2025 completion. Street inventory/assessment was completed in the fall of 2023. Park inventory is ongoing and is on track to be completed Summer 2024.
Collaborate with state officials to examine the
equitability of regional cost share policies
2c, 3b Public works 2023-
ongoing
Highlighting the issues with Metro Cities and collegues has been successful in getting movement on the topic. 2024 legislative session is current window to have legislation drafted and identify champions at the Capitol.
Utilize "Richwater" campaign to promote high quality
of Richfield water and the "one water" ethos.
3a, 3c Public Works 2023-
Ongoing
Campaign/branding strategy developed and soft rollout began summer 2022. Will continue to use branding where applicable including CCR report and utilities direct mailings.
Update Inflow/Infiltration (I&I) ordinances in
accordance with the Sanitary Sewer Comprehensive
Plan and adopt and implement a Fats, Oils, and Grease
(FOG) ordinance
3a Public Works 2024 Q4
Richfield staff is actively participating in MCES’s task force for the development of policies and programs relating to FOG.
Explore the opportunity to sell water to other cities 2c, 3b Public Works Completed Edina does not have an interest in purchasing water from Richfield. Bloomington already buys water from Minneapolis. We are no longer looking at this opportunity.
Design and begin administration of EAB Ash Removal
Assistance Program
2c, 5c Public Works Completed Program is underway, applications are coming in and approvals/payments are being made.
Conduct a utility rate affordability analysis 2c, 5c Public Works Completed Final report distributed to City Council Q1 2023.
Continue to address inequities in the public right-of-
way by utilizing the Public Works Public Engagement
Process and Guiding Principles when designing
reconstruction and improvements.
3a, 5c Public Works Ongoing The City's process has been identified for Hennepin County's design team for the Nicollet Avenue Reconstruction project, scheduled to begin the process in 2023.
Expansion of skate park at Augsburg Park 5a,c Recreation Services 2022-2024 Construction is planned to start in April 2024
Construct a splash pad adjacent to the Richfield Pool
that will be a free amenity and a cooling site.
3c, 5a,c Recreation Services 2023-2024 This project will be funded through ARPA funds and help adapt to the rising temperatures experienced through climate change. Construction is planned to start pring 2024
Develop a timeline and complete funding plan for a
new $24M nature center.
1b, 3a,b,
5a,c
Recreation Services 2023-2024 Develop project timeline and transition plan, detailed budget, secure arcitectual plans, and exhibit company to work with.
Explore additional recreation funding sources 1b Recreation Services 2023-2025 Research park dedication fees as well as create a robust educational plan for local option sales tax to be on the ballot in November of 2024.
Create CAP education and communications plan for the
CAP
3c Recreation Services 2023-2025 Council prioritized CAP goal
Implement recommendations from the municipal
building energy audits.
3b,c.Recreation Services 2023-2025 Council prioritized CAP goal
Conduct an electric vehicle sutability/assessment, and
continue evaluating fleet for EV/PHEV replacement
opportunities.
3a,b,c Recreation Services 2023-2025 Council prioritized CAP goal
Implement bike park at Taft Park 5a,c Recreation Services Complete Launch fall 2023 in partnership with Three Rivers Park District.
Expand programming at the Richfield Farmer's Market
to include more aspects of Veterans Park
1c Recreation Services Complete Capture farmer's market audiences. Added weekly classes and special events such as: Science at the Market, live music, weekly yoga, Bike to the Market, etc.
Establish a small scale community garden program 3a,c Recreation Services Complete Launch in May 2023. We have historically had a community garden program and residents would like to see it return.
Action step Priority/O
utcome
Process
Improvem
ent?
Assigned to Status Notes
2023-2024 City of Richfield Action Steps (Workplan)
Oversee a municipal building energy audit and
implement needed energy improvements that are
within our capacity.
3b,c Recreation Services Complete Part of the Climate Action Plan and funded through ARPA funds.
Prioritize Climate Action Plan Goals 3c Recreation Services Complete Work with staff and the Sustainability Commission to focus CAP work.
Develop a plan to engage the community on capital
project priorities.
3a, 5a,c Recreation Services Ongoing This will align with the WLNC Building Project, Local Sales Tax initiatives, and the recreation facility assessment.
Provide ADA/equity training to staff and review
programs/activities to ensure community events and
recreational activities are accessible and equitable to
the community.
4a, 5a,c Recreation Services Ongoing Had numerous all-staff traninings on ADA and recreation programming and facilities. Added additional accessibility notes to all event and facility web pages. Additional training for staff was done in 2021 and 2022, there have
been annual training opportunities with the Great Lakes ADA Center. We have included more accessibility and inclusion information in our recreation brochure.
Increase Climate Action Plan Education with
community and city staff
3c, 5c Recreation Services On-going Includes informal and formal opportunities. WLNC classes, Farmer's Market tabling, Eco-fair, work with Sustainbility Commission, outreach regarding CAP, etc.
Implement innovative hiring solutions to maintain a full
part-time and seasonal staffing team
4b Recreation Services On-going A full complement of seasonal staff is instrumental to operations and programming.
Assess and inventory all Recreation and Public Works
facilities for CIB/CIP planning. This will be in
conjunction with Public Works.
3a,b Recreation Services/Public
Works
2022-2025 Initial list was created in 2022 and will be refined in summer of 2023 as part of the strategic plan. Outcomes will foster future discussion and potential facility policies.
Establish project partners for the Wood Lake Nature
Center Building Project
3a,b Recreation Services/Public
Works
2023-2026 Partners will enrich the project by bringing more voices, expertise, and resources to the project.
Develop mission, vision, values, and goals
collaboratiely as a Department.
1a, 4a Recreation Services/Public
Works
Complete Working with an outside consultant to take staff through a process to develop M/V/V/and goals for the Department that will provide a foundation for the team.
Q1 2024 Quarterly Action Report
Richfield Strategic Plan
Jan 01, 2024 - Apr 30, 2024
Report Legend Priority No Update Overdue
Overall Summary
%
On Track 25.81
Some Disruption 9.68
Upcoming 29.03
Completed 35.48Status
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 a summary of updates which occurred in Q3 2023. 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
43%
%#
On Track 17.24 5
Some Disruption 3.45 1
Upcoming 58.62 17
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 de…
%#
On Track 20.0 5
Some Disruption 12.0 3
Upcoming 24.0 6
Completed 44.0 11
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 2…
%#
On Track 41.38 12
Some Disruption 20.69 6
Upcoming 17.24 5
Completed 20.69 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 Start Climate Action Plan
projects and have the first three (listed below) c…
%#
On Track 18.75 3
Some Disruption 6.25 1
Upcoming 37.5 6
Completed 37.5 6
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 teamʼs…
%#
On Track 17.5 7
Some Disruption 10.0 4
Upcoming 25.0 10
Completed 47.5 19
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% annual …
Plan Summary
Progress 29%
Status
Progress 50%
Status
Progress 33%
Status
Progress 44%
Status
Progress 49%
Status
Develop long-term financial plans for capital and operations
Owner: Katie Rodriguez
%#
On Track 33.33 1
Upcoming 66.67 2
Develop organization-wide tech plan
Owner: Sack Thongvanh
%#
On Track 25.0 1
Upcoming 75.0 3
A vibrant downtown
Owner: Julie Urban
%#
Upcoming 50.0 3
Completed 50.0 3
Develop a downtown strategy.
Owner: Julie Urban
%#
Upcoming 50.0 3
Completed 50.0 3
Update provided by Chris Swanson on Apr 23, 2024 17:57:25
Sta are working with Ehlers Incorporated to provide data for the Financial Management Plan (FMP). The work will be completed 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. Once the inventory and plan for park
and recreation assets and all buildings has been completed, these financial needs will be incorporated into the FMP. The asset inventory is
scheduled to be completed in 2025 and incorporating the findings into the FMP in 2026.
Update provided by Jane Skov on Apr 19, 2024 20:11:51
We have successfully acquired a new ticketing system. We are currently in the process of implementation and training for sta on the new system.
The tentative rollout date for sta is scheduled for June 2024.
Update provided by Jan Youngquist on Apr 17, 2024 21:17:14
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.
The Lynvue opened in 2023 at 65th Street and Lyndale Avenue, which added 161 new housing units, including 10 units that are a ordable to
households earning 60% of the area median income. The Lynvue also includes retail space on the ground floor, which is being marketed for lease.
Sta has conversations with developers and prospective business owners on an on-going basis in an e ort to bring new housing and businesses to
downtown.
Update provided by Jan Youngquist on Apr 17, 2024 21:22:25
Initiative 1.2.1 Progress 23%
Action: 3
Initiative 1.3.2 Progress 5%
Action: 4
Desired Outcome 2.1 Progress 50%
Initiative: 1 Action: 6
Initiative 2.1.1 Progress 50%
Action: 6
Diversified tax base
Owner: Julie Urban
%#
On Track 25.0 3
Upcoming 16.67 2
Completed 58.33 7
Establish strategy for pooled Tax Increment Financing (TIF).
Owner: Julie Urban
%#
On Track 16.67 1
Completed 83.33 5
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
Sta has compiled an inventory of businesses, housing, and other amenities in downtown and has incorporated the information into a GIS
database. This information will be used to identify assets and opportunities as sta develops a strategy to market downtown and attract desired
uses.
In 2023, 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.
Update provided by Jan Youngquist on Apr 17, 2024 21:39:39
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 e orts are being made to bring new businesses and housing options to Richfield.
The Housing and Redevelopment Authority owns and holds various properties in Richfield for future redevelopment projects.
City sta meets with entrepreneurs and developers on an on-going basis and evaluates development opportunities and projects to help
meet identified City goals.
Update provided by Jan Youngquist on Apr 17, 2024 21:46:56
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.
Pooled TIF was also transferred to the A ordable Housing Trust Fund (AHTF). In 2023, the HRA committed $500,000 from the AHTF for the Aster
Commons project, a 38-unit supportive housing development at 6613 Portland Avenue.
Update provided by Jan Youngquist on Apr 17, 2024 21:57:15
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.
Desired Outcome 2.2 Progress 63%
Initiative: 2 Action: 12
Initiative 2.2.1 Progress 88%
Action: 6
Initiative 2.2.2 Progress 38%
Action: 6
Maintain Richfield as an a ordable place to live
Owner: Julie Urban
%#
On Track 28.57 2
Some Disruption 42.86 3
Upcoming 14.29 1
Completed 14.29 1
Create community a ordability strategy.
Owner: Julie Urban
%#
On Track 28.57 2
Some Disruption 42.86 3
Upcoming 14.29 1
Completed 14.29 1
Create comprehensive capital funding strategy
Owner: Kumud Verma
%#
On Track 50.0 4
Some Disruption 12.5 1
Completed 37.5 3
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 Julie Urban on Apr 17, 2024 21:42:28
One proposed a ordable housing development (Richfield Flats) decided not to move forward, but a new development was proposed for HRA-
owned property at 6501 Penn Avenue.
Planning has begun on how to spend the Local A ordable Housing Aid (LAHA) the City anticipates receiving from the metro sales tax for a ordable
housing. An evaluation of current housing programs has begun and will help inform decisions on how to spend LAHA funding.
Update provided by Julie Urban on Apr 17, 2024 21:30:43
On April 15, sta presented to policymakers on the Local A ordable Housing Aid (LAHA) that we anticipate receiving from the metro area sales tax.
Planning for the first money (anticipated in October of 2024) will be part of the 2024 Revised/2025 Budget process.
On April 15, JO Companies presented an a ordable housing development for 6501-25 Penn Avenue to policymakers.
MWF Properties did not receive financing for Richfield Flats, the proposed work force housing development at 7700 Pillsbury, and has decided not
to pursue the development any further.
Update provided by Chris Swanson on Apr 23, 2024 18:20:19
Sta are working with Ehlers Incorporated to provide data for the Financial Management Plan (FMP). The work will be completed 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. Once the inventory and plan for park
and recreation assets and all buildings has been completed, these financial needs will be incorporated into the FMP. The asset inventory is
scheduled to be completed in 2025 and incorporating the findings into the FMP in 2026.
The city has started the process to receive the $3M in federal funding that was awarded for the WLNC building project. The city recently created a
website providing information on the upcoming referendum asking voters to implement a local sales tax for the WLNC building, improvements at
Veteranʼs Park and a new community center. Once the local funding is identified for the WLNC building project, the city can apply to receive the
$12M in state funding which was awarded last year.
Desired Outcome 2.3 Progress 27%
Initiative: 1 Action: 7
Initiative 2.3.1 Progress 27%
Action: 7
Initiative 3.2.1 Progress 51%
Action: 8
A well-trained workforce
95% of all employees meet or exceed baseline training by 2026
Owner: Sack Thongvanh
%#
On Track 50.0 2
Upcoming 50.0 2
Enhanced Professional Development Plan
Owner: Sack Thongvanh
%#
On Track 50.0 2
Upcoming 50.0 2
PW also submitted for federal capital construction funding for five projects through the Metropolitan Council's Regional Solicitation. Project awards
will be announced in July, 2024. Those projects are listed below.
76th Street Reconstruction (Xerxes to Sheridan Aves) - Capital Improvement Program
73rd Street Multiuse Bridge and Trail Connections - Capital Improvement Program
76th Street & Knox Avenue Intersection Improvements - Capital Improvement Program
73rd Street Sidewalk Gap (Portland to Bloomington Aves) - Pedestrian Master Plan
64th Street Sidewalk (Lyndale to Portland Aves) - Pedestrian Master Plan
PW also applied for and was awarded a Safe Routes to School Design Assistance grant to study locations surrounding 3 public schools in the city for
walking and biking improvements. PW also applied for an infrastructure grant to improve pedestrian crossings on 70th Street at the Richfield
STEM/RDLS campus, with results due later this spring
Update provided by Chris Swanson on Apr 22, 2024 15:00:02
A survey of managers, supervisors, and department directors was completed in Q2 of 2024. There were 22 respondents for the 3 question survey.
Respondents ranked 10 areas of future trainings they where interested in, ranked from most important to least. The top 3 results where:
1.Supervisory Skills
2.Leadership Training
3.Conflict Resolution Training
4.Communication Skills
5.Compliance/City Procedures Training
Admin plans to have training opportunities identified in Q3 of this year with training to begin in Q4.
Update provided by Chris Swanson on Apr 22, 2024 15:01:00
A training survey was sent out and is currently being reviewed for priorities in the coming months.
Develop recruitment strategy
Owner: Sack Thongvanh
Update provided by Jamie Haefner on Apr 18, 2024 20:43:31
Desired Outcome 4.1 Progress 21%
Initiative: 1 Action: 4
Initiative 4.1.1 Progress 21%
Action: 4
Initiative 4.2.1
Conduct compensation & classification study
Owner: Sack Thongvanh
%#
On Track 25.0 1
Completed 75.0 3
Establish departmental succession plans
Owner: Sack Thongvanh
%#
Some Disruption 33.33 1
Upcoming 66.67 2
Develop Council-sta relationship/work plan process
Owner: Chris Swanson
%#
Upcoming 40.0 2
Completed 60.0 3
Create Equity Plan
Owner: Brittany Bartlett
%#
On Track 33.33 2
Some Disruption 16.67 1
Upcoming 16.67 1
Completed 33.33 2
We have reached out and plan to attend some job fairs. No formal plan has been developed yet.
Update provided by Jamie Haefner on Apr 18, 2024 20:41:53
Plans have been finalized for non-union and are going to council for approval on April 23rd.
Update provided by Jamie Haefner on Apr 18, 2024 20:43:56
No formal plan has started.
Update provided by Chris Swanson on Apr 19, 2024 16:22:57
Council and sta met in 2023 to discuss the following:
Strategic plan progress
Work plan and Council policy proposals
Budget
Standard of engagement
Council and sta will continue to meet quarterly in 2024.
Update provided by Brittany Bartlett on Apr 11, 2024 13:58:05
Initiative 4.2.2 Progress 80%
Action: 4
Initiative 4.2.3 Progress 0%
Action: 3
Initiative 4.3.1 Progress 60%
Action: 5
Initiative 5.1.2 Progress 33%
Action: 6
We are finalizing the contract with a consultant to facilitate and co-create the internal citywide equity plan, led by the consultant and the city's
Equity Coordinator. The process will be advised by an employee team that is being created.