08-20-2024 City Council WS Agenda WORK SESSION
RICHFIELD MUNICIPAL CENTER, BARTHOLOMEW ROOM
AUGUST 20, 2024
4:00 PM
Call to order
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.
1.Presentation of the 2024 Revised/2025 Proposed Budget and Tax Levy
2025 Draft Budget Book Link
2. Adjournment
AGENDA SECTION:Work Session Items
AGENDA ITEM #1.
STAFF REPORT NO.
WORK SESSION
8/20/2024
REPORT PREPARED BY: Katie Rodriguez, City Manager
DEPARTMENT DIRECTOR REVIEW:
OTHER DEPARTMENT REVIEW:
CITY MANAGER REVIEW: Katie Rodriguez, City Manager
8/14/2024
ITEM FOR WORK SESSION:
Presentation of the 2024 Revised/2025 Proposed Budget and Tax Levy.
EXECUTIVE SUMMARY:
At the August 14, 2024 City Council study session, staff provided the City Council with a preview of the preliminary 2025 Budget summary and levy,
proposed 2025 Capital Improvement Budget (CIB) and 2026-2029 Capital Improvement Plan (CIP), proposed utility rates, and a review of City fees.
The 2024 Revised and 2025 Proposed Budget and Tax Levy have been completed and will be presented for City Council for review.
The proposed 2025 tax levy is a 5.36% increase over the 2024 tax levy. The budget includes a balanced General Fund budget and also includes Special
Revenue funds, Enterprise funds, Internal Service funds, Debt Service funds, and Capital Improvement projects budgets.
The City Council will be asked to approve the 2024 Revised/2025 Proposed budget and preliminary tax levy at the September 10, 2024 City Council
meeting.
DIRECTION NEEDED:
The work session is an opportunity for the City Council to review the 2024 Revised/2025 Proposed budget, ask questions and provide
direction to staff for any needed changes.
BACKGROUND INFORMATION:
A.HISTORICAL CONTEXT
Staff has typically presented the proposed budget and tax levy to the City Council at a special budget work session prior to approval at the first City Council
meeting in September.
B.EQUITABLE OR STRATEGIC CONSIDERATIONS OR IMPACTS
C.POLICIES (resolutions, ordinances, regulations, statutes, exc):
The 2024 Revised/2025 Proposed budget and preliminary tax levy will be presented to the City Council at the September 10, 2024 City Council meeting for
approval.
D.CRITICAL TIMING ISSUES:
The proposed 2025 tax levy is a 5.36% increase over the 2024 adopted levy.
The increase in the City’s General Fund budget for 2025 is a 5.93% over the 2024 adopted budgeted level.
E.FINANCIAL IMPACT:
N/A
F.LEGAL CONSIDERATION:
ALTERNATIVE(S):
PRINCIPAL PARTIES EXPECTED AT MEETING:
CITY OF RICHFIELD2025 BUDGET
JANUARY 1, 2025 - DECEMBER 31, 2025
6700 PORTLAND AVENUE RICHFIELD, MN 55423 www.richfieldmn.gov
2025 BUDGET TABLE OF CONTENTS
Page NoINTRODUCTORY SECTION
Letter of Transmittal 3 City Officials 17 Administrative Organization Chart 18 City Fund Structure 19
BUDGET SUMMARY INFORMATION
Summary of 2024 Revised Budget - All Funds 22 Summary of 2025 Budget - All Funds 23 Comparative Analysis of Revenue - All Funds 24 Comparative Analysis of Expenditure - All Funds 25
OPERATING BUDGETS
General Fund Analysis
Comparative Analysis of 2024 Adopted, 2024 Revised and 2025 Budget - General Fund 28 Comparative Analysis of Fund Balance - General Fund 29 Comparative Analysis of Revenues - General Fund 30 Comparative Analysis of Expenditures - General Fund 31
General Funds Legislative/Executive - Summary 34 City Council/Mayor 35 Other Agencies 39 City Manager 41 Legal 45
Administrative Services - Summary 48 Administration 49 Human Resources 53 Deputy Registrar 57 City Clerk 62
Finance - Summary 68 Finance 69 Assessing 73
Public Safety - Summary 76 Support Services 77 Police 82 Emergency Services 87
Fire - Summary 92 Fire 93
Community Development - Summary 99 Community Development Administration 100 Planning & Zoning 104 Inspections 107
Public Works - Summary 113 Administration 114 Engineering 118 Street Maintenance 123 Park Maintenance 128
Recreation Services - Summary 134 Recreation Services Administration 135 Recreation Programs 139 Wood Lake Nature Center 144
2025 BUDGET TABLE OF CONTENTS
Page No
Special Revenue Funds Liquor Contribution Fund 150 Tourism Administration 151 Communications Fund 152 Elections Fund 154 Drug/Felony Forfeiture 156 Public Safety Compliance 157 Recreation Services Contributions 158 Nature Center Contributions 159 Public Health Grants 160 Wood Lake Half Marathon 161 Franchise Fees 162 Ice Arena 164 Swimming Pool 166 Special Facilities 167 Recreation Special Program 168 Opioid Settlement Fund 170 Public Safety Aid 171 Street Light User Fee Fund 172
Enterprise Funds Liquor Operations Fund - Summary 174 Liquor Operations 176 Lyndale Store 177 Cedar Store 182 Penn Store 186 Wine & Spirits 190
Water and Wastewater Utilities - Summary 194 Water Utility 197 Wastewater Utility 208
Stormwater Utility - Summary 216 Stormwater Utility 218
Internal Service Funds 231 Central Garage - Summary 232 Information Technologies - Summary 240 Property Liability Self Insurance - Summary 248 Building Services - Summary 254
Debt Service Funds Debt Services Mission Statement 262 General Obligation Improvement Bonds 263 General Obligation Improvement Bonds Scheduled Debt Service Requirements 264 General Obligation Redevelopment Bonds 265 General Obligation Redev. Bonds Scheduled Debt Service Requirements 266
Capital Improvement Funds Capital Improvement Budget and Plan Mission Statement 268 Budget Summary Capital Improvement Funds - 2024 275
Budget Summary Capital Improvement Funds - 2025 276 2025-2029 Capital Improvement Plan 278
Capital Improvement 2025 Sources and Uses 280
Full-Time Regular Budgeted Personnel 281
September 10, 2024
Council Members:
In accordance with the Charter of the City of Richfield, submitted for your consideration are the recommended budgets for the City of Richfield for the period of January 1, 2025 to December 31, 2025, and for the remainder of the
calendar year 2024. A City Council work session was held on August 14 and 20,
2024, to review the revised and proposed budgets.
Pursuant to State law, the City Council must certify the new budget and the revenue required to be raised by ad valorem tax levy to the County Auditor. The
deadline for the certification is December 28, 2024. A proposed 2025 tax levy
must be submitted to the County Auditor on or before September 30, 2024. Any amendments to the proposed budget, which would increase the property tax levy, must be made prior to the September 30, 2024 proposed levy certification deadline. No increases in the tax levy are permissible after that date, only
reductions.
The resolution required to certify the 2025 Adopted Budget and tax levy, as well as the 2024 Revised Budget is presented within the final adopted budget document completed in December.
The Budget Document includes the General Fund, Special Revenue Funds, Internal Service Funds, Enterprise Funds, Debt Service Funds and Capital
Improvement Projects. A diagram of the fund structure is included in the Introductory Section. Budgets for the General Fund and Special Revenue Funds are adopted on a basis consistent with generally accepted accounting principles. Budgetary control for Capital Projects Funds is accomplished through the use of
project controls and for the Debt Service Funds by bond indentures. An
administrative organizational chart, which summarizes all departments and divisions in the City, is included in the Introductory Section. This chart indicates the divisions for which each department is responsible. The 2025 Adopted Budget includes total appropriations from all funds of $110,063,450, including all
inter-fund transfers.
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OVERVIEW The recommended 2024 Revised Budget and 2025 Proposed Budget represent progress on the Council’s strategic priorities and is grounded in the community’s values and vision. The City
continues to navigate major opportunities and challenges, both internally and externally.
Internally, the organization continues to update processes, technology and invest in its workforce. The City has also secured funding from federal, state and regional programs to make long-needed investments in infrastructure. Externally, the budget continues to be impacted by a tight labor market, inflation and ongoing economic uncertainty.
Recent economic indicators reflect continued easing in the labor market, lower inflation, less supply chain delays, a slow real estate market and continued financial uncertainty.
• The seasonally adjusted state unemployment rate sits at 2.9% in June, compared to a
4.1% national rate. However, the labor market for police officers and public finance
professionals remains extremely tight.
• The CPI for the Midwest urban region increased 2.8% between April 2023 and April 2024. This is down from the 4.9% increase for the same period from 2022 to 2023, and
the 8.2% increase from 2021 to 2022.
• The Federal Reserve’s rate hikes have cooled the real estate market: both single and multi-family permits for new construction have slightly improved but are far from pre-2022 levels. The Federal Reserve has signaled the possibility of rate cuts yet this year.
The 2024 Minnesota legislative session ended without a capital infrastructure (“bonding”) bill. The City had sought $10 million in funding for the Nicollet Reconstruction Project and will submit a request again in 2025. The additional funding and new programs enacted in the 2023 legislative session continues to shape budgets. Additional Local Government Aid funding and
one-time Public Safety Aid will help fund increased personnel costs. Staff are developing
spending plans for additional housing funding, preparing for the new adult-use cannabis program in 2025 as well as the paid family and medical leave program in 2026. STRATEGIC PLAN PROGRESS
The pace of change, economic uncertainties and deepening divides across many cultural and demographic measures has many people expecting more of local government. In order to prioritize limited resources, the City’s policies, budgets and programs are guided by a four-year strategic plan. Developing the plan included several months of engagement with residents,
policymakers, local partners and staff, and includes measurable outcomes and performance targets. The final plan prioritizes operational excellence, community development, sustainable infrastructure, high-quality workforce and equity. Ultimately, budgets are a spending plan, calibrated to respond to fiscal conditions, and a statement of the City’s priorities. Highlighted below are some examples of how these priorities are reflected in the 2024 Revised
Budget and the 2025 Proposed Budget. Operational Excellence: Focused City leadership (1a); Financial capacity to deliver essential services (1b); Operational capability to deliver
essential services (1c) Asking for regular feedback is key to continuous improvement and residents were asked to provide feedback as part of the 2024 Community Survey. The results of the survey will be presented to Council in September. One key area of service
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improvement that continues is technology. The City will start a two-year process to upgrade the website in 2025 and finish several smaller projects in 2024, including a new help desk ticketing system, a new agenda management system and automated personnel forms using Laserfische. Council and staff leadership are now meeting quarterly to monitor progress on the
strategic plan, strengthening working relationships and reviewing policy priorities. Community Development: A vibrant downtown (2a); Increased tax base (2b); Maintain Richfield as an affordable place to live (2c)
Despite the slow redevelopment market, the Lynvue apartment building opened downtown in 2023, just as the reconstruction of the 65th Street project was wrapping up. The City plans to apply for a grant to fund a downtown branding strategy to build on recent investments. An evaluation of the City’s housing programs is underway to help guide potential uses for additional Local Affordable Housing Aid (LAHA) funding from the state. The
City continues to reduce barriers to building more affordable housing, including changes to zoning to encourage medium-density housing like duplexes and revising parking regulations. A summary of ongoing community development projects is detailed under Strategic Development. Many of the programs are funded in the City’s Housing and Redevelopment (HRA) and Economic Development Authority (EDA) budgets. In 2023, those programs assisted
741 households in Richfield. Sustainable Infrastructure: City infrastructure support service needs (3a); Sustainable infrastructure financing (3b); Climate resilience is a priority
(3c) Stewardship of the City’s human, financial, built and natural resources remains challenging, however progress on these priorities is evident throughout the operating and capital budgets. Residents will vote on a 0.5% local sales tax to fund transformational improvements to three City parks this November. If all projects are approved, the new funding
would be added to a $3 million federal grant and $12 million state grant to construct a new Wood Lake Nature Center, improvements at Veteran’s Park and a new Community Center building. An independent analysis estimates that Richfield residents would pay less than half of the tax to fund these improvements, estimated to be an additional $3.92 per month. The City was also able to secure several smaller grants and partnerships to fund an expanded skate
park, a pocket park at Pillsbury Ave, sound walls along Highway 62 and pedestrian improvement projects (Safe Routes to School funding). High-Quality Workforce: A well-trained workforce (4a); Staff capacity to
meet service demands (4b); Healthy Council-staff relationships (4c) Strengthening the City’s recruitment and retention programs to maintain a high-quality workforce is an ongoing challenge, especially given the tight labor market. The City continued several successful pilot programs to provide hiring and retention bonuses for some hard-to-fill positions, in addition to the flexible workplace policy.
The results of a compensation and classification study was completed and implemented in 2024 to ensure that staff are fairly and competitively paid. Additional funding for training is included in the 2024 and 2025 budgets. Public Safety completed an organizational study to assess staffing needs. Finally, employees were surveyed on the City’s diversity, equity and inclusion climate as part of the development of an equity plan.
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Equity and Inclusion: Reduced racial inequities and barriers for traditionally excluded groups (5a); Staff, Boards and Commissions reflect the diversity of the community (5b); Equity-based framework is
applied to decision-making (5c) Equity and inclusion is a priority in the strategic plan and integral to the City’s vision and values. The City will launch a public equity and inclusion webpage this year to share more information on the program with the community. As stated above the City has contracted with Strategic Diversity Initiatives to complete a citywide internal equity
plan in 2025 which will include baseline data to better measure progress. Federal ARPA funding was used to add a social worker position to staff a pilot alternative response program in conjunction with the City of Edina. The program is designed to more effectively respond to mental health 911 calls and connect people to needed services.
The Revised 2024 and Proposed 2025 Budget balances meaningful progress on the City’s priorities with the reality of limited resources. The 2025 City of Richfield tax levy, as proposed, will increase by 5.36%. The increase is due to three main factors: increased service demands, the need to invest in process and technology improvements and increased labor costs. Residents and other stakeholders continue to expect higher service levels, including better
customer service, better technology, multiple communication channels and more equitable service. This necessitates investment in the people and infrastructure providing the services and more time dedicated to long-term planning and prioritization. The pressure to contain costs is more difficult this year due to the lingering impact of high inflation and wage pressures from a continued tight labor market.
STRATEGIC DEVELOPMENT Higher interest rates, combined with insurance and labor challenges in the multi-family and construction industries, have slowed development significantly. That said, new construction
added $82 million in value to the City in just the last year. The Metropolitan Council estimates Richfield’s population as 38,678; an increase of 1,684 people since the 2020 Census. Households have increased in this same time period by 913, for a total of 16,853. It is hoped that with further planned assistance to the local economy, redevelopment will continue to strengthen and diversify the City’s tax base.
Presently, the city has a number of redevelopment projects and initiatives underway: Downtown: This area is considered the City’s downtown and has experienced significant redevelopment and investment over the past 20 years:
• The Lynvue project at 65th Street and Lyndale Avenue opened in the fall of 2023. This project replaced an aging pair of commercial centers with 153-unit units of housing and ground floor commercial space.
• The remodel of the Woodlake Veterinary Clinic was completed in the spring. The HUB
Shopping Center area continues to be an investment/redevelopment priority. The City is working to encourage improvements by private owners.
• The long-awaited project at 66th Street and 1st Avenue is expected to be underway yet
this year.
• EDA staff has completed an inventory of existing businesses in the area and will target business initiatives in this area.
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The Penn Corridor (Penn Avenue from Crosstown Highway 62 to 68th Street) area: Reinvestment along Penn Avenue continues to move along slowly, but steadily.
• The HRA has purchased 6525 Penn Avenue for assembly with our property at 6501
Penn Avenue and are working with JO Companies on a 40-unit affordable housing
development.
66th Street and Portland/Veterans Park Area: Two developments remain in the planning
stages, each guided by the overlay district adopted for the area in 2021.
• The four-acre American Legion site is for sale by the private owner. The City will continue to work toward a multi-family housing development in keeping with adopted
Comprehensive Plan and Zoning regulations.
• Beacon Interfaith Housing Collaborative is making progress on their Aster Commons proposal for a 40-unit supportive housing project on the HRA-owned “roundabout parcel” at 66th and Portland, adjacent to the new D-line station. The HRA has committed to
support the project and a tax credit application has been submitted to MN Housing.
I-494 Corridor: The HRA has acquired, by donation, an addition property near the 77th Street tunnel and is continuing to explore redevelopment and/or reuse of the properties with developers.
To complement the redevelopment, the City has a number of programs in place to reinvest in the housing stock of the city and support new/expanding businesses. The programs are provided by the City’s HRA and EDA, an annual summary of programs is provided online.
STATE AID According to the Minnesota Management and Budget (MMB) February Budget and Economic Forecast the state will end the fiscal year (FY) 2024-2025 biennium with a projected surplus of $3.715 billion.
As noted above, the legislature increased funding for the Local Government Aid (LGA) program which increased Richfield’s allocation in 2024 to $3.39 million, and the 2025 allocation will remain flat. The LGA program is structured so that cities receive less as their tax base grows, thus the City has incorporated estimates into long-term forecasts to predict the impact of
several large TIF districts decertifying that will significantly add to the City’s tax base in 2026, and thus reduce LGA. This is a positive financial trend since a strong tax base is a more stable revenue source than LGA and reducing reliance on LGA has long been a City goal. Richfield remains a net receiver of the metropolitan Fiscal Disparities Program. The program is a mechanism for tax base sharing for new commercial/industrial property development.
Under the program, a certain percentage of new commercial/industrial growth in the
metropolitan area is contributed to a pool. The tax base growth is then redistributed to cities in the seven-county metropolitan area using a needs-based formula. The metropolitan pool increased in value in 2024 after a couple years of lower commercial values. The increase, coupled with Richfield’s increased population, resulted in an additional $975,000 to be
distributed in 2025.
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INFRASTRUCTURE The 2025 Capital Improvement Budget (CIB) reflects funding for numerous projects throughout the city. In 2025, efforts will include the installation of rectangular rapid flashing beacons
(RRFBs) and other pedestrian improvements at 66th Street/Richfield Parkway, the reconstruction of the at-grade railroad crossing at 77th Street and Pleasant Avenue, and ongoing bike, pedestrian, ADA and pavement management programs. The CIB also includes funding for several other utility projects including the final year of the
citywide water meter replacement program, sanitary sewer main lining, the rehabilitation of storm water collection mains and manhole structures and improvements at the Water Treatment Plant. Finally, the 202 CIB recommends $475,000 of Special Revenue funding for recreation and open space improvements. The funding will be used for park capital projects, building repair
for the community center and Wood Lake Nature Center buildings, the replacement of
playground equipment and building demolition at Donaldson Park. Over the next several years, several major arterial roads in the City will also be reconstructed or improved. Hennepin County plans a full reconstruction of Nicollet Avenue in 2026 and the City will need to contribute according to the county’s local cost-share policies. The
reconstruction of 69th Street is also planned for 2027 followed by 76th Street in 2028. There are also several pedestrian improvement projects planned for 73rd Street in 2029, if the City secures federal funding via the regional solicitation process. The recommended CIP also includes funding for a new Wood Lake Nature Center building in
2025, as well as significant pool, ice arena and other improvements at Veteran’s Park. The plan also continues to fund major maintenance for City parks, and the replacement of the City’s rolling stock and technology equipment. PERSONNEL
An additional 4.5 positions are budgeted in the 2024 Revised Budget and an additional 3 positions are budgeted in the 2025 Proposed Budget. Five of the additional positions are funded with property taxes, the other positions are funded with other revenues.
In 2024, three part-time positions are proposed to be increased to full-time in the City Clerk,
Fire and Recreation budgets to help support additional service demands and process improvements. The Finance Department is adding an additional technician position to improve internal controls. The Police Department is adding two additional patrol officers, one in 2024 and one in 2025 based on increasing call volume, additional training and reporting
requirements and to support officer wellness. Recreation adds an additional solid waste
coordinator position in 2024 funded by Hennepin County recycling and organics program funds. This will free up the Sustainability Coordinator to focus on implementing the Climate Action Plan.
The Fire Department has been operating with an additional firefighter position covering for
extended military leaves (unpaid). The original plan was to return to current staffing levels through attrition. Since extended military leaves have been more common the 2025 budget adds the position to be available for additional coverage into the future. Public Works is adding
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a temporary engineer position in 2025 to assist with several major capital projects for the next few years. Personnel costs also increased due to a 3% cost of living adjustment for all employees, step increases for eligible employees per the revised compensation plan, and an 12.90% increase in the cost of health insurance, which is split equally between the employees and the City. GENERAL FUND The General Fund serves as the main operating fund of the City. It accounts for all financial
resources, except those required to be accounted for in another fund. Revenues The General Fund, which provides for most of the traditional services that residents have come to expect, receives the majority of its funding from property taxes. Other sources of funding
come from intergovernmental revenue, charges for services, licenses, permits, and transfers
from other funds. The 2025 Proposed Budget was prepared with the strategy that the primary funding source for the General Fund operations now, and in the future, will come from property taxes. This is the result of the fact that cities are limited in the type and extent of revenues that they can generate.
In addition, as the City continues to expand and diversify its tax base there will be reductions
in LGA funding from the state. The result of this funding choice has been a continued and dramatic shift in General Fund revenues. In 2001, LGA, which historically was a major General Fund revenue source, accounted for 24% of General Fund revenues. In 2025, it will account for 10%. Conversely, property taxes have grown from 40% of revenues in 2001 to 71% in 2025. The 2025 budgeted General Fund revenues of $32,730,849 represent a 5.93% increase from
the 2024 Adopted budget. The sources of General Fund revenues, with the exception of property taxes and intergovernmental revenues, have remained relatively comparable to the prior years’ budget levels. However, revenues from transfers-in from other funds continue to be a major source. In 2025, the General Fund will receive: $374,490 from the Liquor Operations
fund to offset administrative costs related to the liquor operation. A comparison of actual
General Fund revenues from 2024 to 2025 is shown in Figure 1 below.
Figure 1
5% (5%), Charges for Services
1% (1%), Fines & …
16% (18%), Intergov't Revenue
4% (3%), License & Permits
71% (71%), Taxes
3% (2%), Misc. Revenue/Trans
2025 (2024) General Fund Revenues
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Expenditures The City’s General Fund accounts for most of the services that the City provides to its residents, such as police, fire, public works, parks, recreation and general administration. Richfield’s General Fund is organized into eight major departments; Legislative/Executive, Administrative
Services, Finance, Public Safety, Fire, Community Development, Public Works, and Recreation Services. Each department encompasses divisions that provide an array of services, either directed to the public or in support of other City services. A General Fund organizational chart, which includes all departments and divisions, is shown in the Introductory Section. City policy requires that all budgeted expenditures under $1,000 must be approved by
a division manager. Any expenditure over $1,000 and up to $5,000 must be approved by the division manager and department director. Any expenditure over $5,000 must be approved by the division manager, department director, and Finance Director. All expenditure over $25,000 requires additional approval of the City Manager. Any expenditure over $175,000 must be approved by the City Council.
Over a period of years, the type and mix of City services would likely change as the community changes. However, in a mature community such as Richfield, it is also important that a consistent balance of services be maintained, even in the face of budgetary constraints.
Richfield's mix of services, as seen through an expenditure analysis of the eight major departments, reflects a stable, consistent approach. The 2025 expenditures are consistent with the expenditures from 2024 (Figure 2). In the 2025 Budget, 58% of the total expenditures are designated for Public Safety and Fire Department operations, while an additional 16% is designated for Public Works operations. While there have been adjustments, the total balance of services provided by the major departments remains relatively constant. City staff made every effort to limit 2025 expenditure increases for all departments of the General Fund to maintain the current level of City services and in response to the internal and external constraints.
Figure 2
4% (4%), Admin Svsc
4% (4%), Legal/Exec.
2% (5%), Finance
8% (7%), Recreation
16% (17%), Public Works6% (6%), Comm. Dev.
19% (18%), Fire
39% (38%), Public Safety 1% (0%), Fund Balance
1% (1%), Transfers
2025 (2024) General Fund Expenditures
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The most significant issues for the 2024 Revised and 2025 Adopted General Fund Department Budgets are summarized in the following section.
2024 REVISED AND 2025 ADOPTED DEPARTMENT BUDGETS
Legislative/Executive The 2024 Revised budget reflects a 3.25% decrease due to savings from open position. The 2025 proposed budget reflects an increase of 3.92% due to increased personnel cost, and
overtime costs to support community events and to begin the essential services plan. The
total budget for the essential services plan is estimated to be $70,000 and is scheduled to be partially funded in 2025 with the balance of the work to be completed in 2026. Administrative Services
The Administrative Services Department 2024 revised budget show an increase of 2.73% due
to cost associated with JD Edward data clean up. The 2025 proposed budget reflects an increase of 3.18% due to increased personnel, and training costs and to ensure focus on continuing education with area HR organizations. The Administration department also pays for
25% of the Communications and Engagement Managers’ compensation. Finance The Finance Department 2024 Revised budget reflects a 53.28% increase for 2024 due to persistent challenges in hiring staff in tight labor market. The department continues to utilize additional professional service to ensure operations continuity during staffing transition. The 2025 proposed budget reflects a decrease of 25.71%. Beginning 2025, local assessment
services shall be performed by the County Assessor at no cost to the City. The County shall levy directly for the services at cost. Finance is currently in the rebuilding & restrengthening phase and professional services will continue to bridge any gaps necessary to ensure seamless operations. Public Safety
The Public Safety Department reflects a slight decrease of 0.62% in 2024 revised budget
compared to the 2024 adopted budget. The 2025 proposed budget is up by 8.31%. The increase is a result of collective bargaining step increases and higher cost of employee benefits. The department pays a larger portion of two social workers salaries. The professional services cost is higher due to technology and software upgrades. Fire The Fire Department Proposed budget for 2025 reflects a 11.46% increase over the 2024 Adopted budget. The increase is a result of personal services costs, health care costs and increased costs on goods and services for the Fire Department. The staffing was increased from eight to nine person shift to cover long-term absences. Community Development The Community Development Department 2024 Proposed budget reflects a 0.84% increase over the 2024 Adopted budget. Savings from reassessment of internal space charges and upgraded technology, especially implementation of Citizenserve permit system, are reflected in the 2025 budget.
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Public Works The 2025 Public Works Department budget reflects a 1.37% increase from the 2024 Adopted budget. The increase is the result of increases in personnel, consultant services, equipment purchases, professional development and operational costs. A new special revenue fund
‘Streetlight User Fee Fund’ has been set up and all user fee revenue collected on quarterly utility bills will now be reported in this fund. The user fee funds payment of electricity charges, maintenance and replacement of streetlights. Recreation Services The Recreation Services Department 2025 Proposed budget indicates a 6.39% increase over
the 2024 Adopted budget. The increase is mostly due to increases in personal services after
the adjustments that resulted from the comp and class study. Additional seasonal staff are also budgeted to support several recreation programs expansion.
SPECIAL REVENUE FUNDS Liquor Contribution Fund
The Liquor Contribution Fund receives profits from the municipal off-sale liquor operations
through the transitory ordinance process. These revenues are then used to fund various park capital projects. Expenditures from the fund are restricted in use to financing capital improvements that would otherwise be financed by a General Obligation bond issue. In 2025, a transfer in of $475,000 will fund different City projects. Tourism Administration Fund
This fund accounts for the collection of lodging tax revenues and the pass-through of these funds to the Richfield Tourism Promotion Board. The Tourism Promotion Board promotes the city as a visitor destination and promotes civic activities to enhance the city's image. Communications Fund
The Communications Fund is maintained to account for the quarterly cable franchise fees
received, cable television and community communication activities. The fund provides 75% of the Communications and Engagement Manager position, which is responsible for the City’s website, social media, cable bulletin board, press releases and other public communications as well as the Communications Specialist and Video Production Assistant positions. Election Fund
The Election Fund was established to isolate the large fluctuation over time in election costs from year to year. The fund provides voter registration services, voter information services and election administration. Funding for the costs of elections services is derived from rental revenues from cellular telephone carriers who rent space for their antennas on City
infrastructure. Drug/Felony Forfeiture Fund The Drug/Felony Forfeitures Fund receives its revenues as a result of cash and property seized related to drug and/or felony criminal activity. The revenues received are used to purchase equipment for public safety purposes and to provide funding for training. Public Safety Compliance Fund
Revenue from this fund is derived from fines levied against businesses that fail alcohol and tobacco compliance checks. The monies received from the fines are then used to fund the costs involved in performing compliance checks. This fund will also account for the Community Emergency Response Team (CERT).
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Recreation Services Contribution Fund The Recreation Services Contributions Fund serves as a method to account for donations received that are intended to benefit activities of the Recreation Services Department. Uses of the donations include staffing costs, the purchase of supplies and equipment and to help fund
parks-related construction projects. Nature Center Contribution Fund The Nature Center Contribution Fund serves as a method to account for donations received that are intended to benefit Wood Lake Nature Center. The source of the donations comes from fundraising activities of the Friends of Wood Lake (FOWL). The donations are used to
supplement the Wood Lake Nature Center operating budget and for the purchase of supplies,
equipment and to help fund nature center construction projects. Public Health Grants Fund This fund accounts for the receipt of federal grant funds used by the City to assess and enhance
the capacity of local public health departments to respond to bioterrorism, infectious diseases
and other threats to public health. Wood Lake Half Marathon Fund This fund was established to provide an alternative revenue source to fund the Wood Lake Nature Center’s environmental education curriculum for Richfield Public School students.
Funding for the program is derived from proceeds from the annual Urban Wildland Half Marathon and 5K races. Utility Franchise Fees Fund This fund accounts for gas and electric franchise fees collected from the public utilities. The majority of fees collected will be directed to the pavement management program and toward
the debt service for the bonds issued to help fund the accelerated mill and overlay program. This may cause a decrease in the fund balance. Ice Arena Fund The Ice Arena maintains two sheets of ice for skating lessons, open skating, and hosts figure
skating competitions. It also rents ice to local high schools for hockey practices and games and to youth associations for clinics, practices, games and tournaments. Swimming Pool Fund This fund accounts for all activities related to the swimming pool operation. It strives to provide users with an outstanding outdoor recreational swimming experience for all ages and groups.
A splash pad at the pool is being planned in 2024. Special Facilities Fund This fund maintains the City’s mini golf course, which is run by Wheel Fun Rentals, Inc. through a concession agreement with the City. The operation also provides a picnic shelter to be used by the Richfield Farmers Market and park users. Recreation Special Program Fund
The fund manages City’s Sustainability and Organized Hauling Program, for transparent and accurate tracking of financial activity of operating these programs. Opioid Settlement Fund
The fund manages the opioid settlement funds provided to each Community Health Service
Agency, from or through an opioid settlement administrator to work on providing services in the area of opioid prevention, treatment and recovery.
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Public Safety Aid Fund This is a newly established fund. In December 2023, City received $1,604,296 in one-time public safety aid included in the 2023 MN State omnibus tax bill. The funds cannot be used for
general purposes but must be used to “provide public safety”. The fund ensures transparency, compliance and separate tracking of the aid received. Street Light User Fee Fund This is a newly established fund to track the operations of street lighting system. The City
includes a fee for street light service on the quarterly utility bills. The fees collected fund payment of the electricity charges, along with maintenance and replacement of streetlights. The City also intends to replace its streetlights with energy efficient LEDs as funding permits. This switch should save electricity and maintenance costs, and make public lighting infrastructure more versatile, flexible and efficient. ENTERPRISE FUNDS Liquor Stores Fund The City of Richfield operates four municipal liquor stores. Total sales for the four liquor stores for 2024 are projected to be $13.45 million and modestly grow to $13.60 million in 2025, a 0.99% increase. Operating expenses budgeted for 2025 for the four stores total $2.54 million.
This reflects an increase from the 2024 adopted operating expenses. For the four stores, the
projected profit before transfers for 2025 is expected to be $746,173 with budgeted transfers to the Special Revenue Fund of $475,000 and $374,490 to the General Fund for administrative costs, police duty and payments in lieu of taxes.
Water and Wastewater Utility Fund
The Water and Wastewater Utility Fund accounts for the operation and maintenance of the City's water plant and sanitary sewer lines. Operating revenues for the Water Fund for 2025 Proposed reflect an increase of $356,480 from 2024 revised budget levels. This accounts for the additional revenue due to the proposed rate increase. The Water Fund continues to reinvest
in its infrastructure in 2024 and 2025. Included in the current budgets are capital improvements
totaling $904,000 in 2024 and $2,163,000 in 2025. The 2025 improvements relate to replacement of water plan elevator, sludge pump replacement, water plant chlorine storage and water plant instruments & controls. The Wastewater Utility Fund provides collection of sanitary wastewater from approximately 10,800 accounts in the city. The 2025 Sanitary
Wastewater Operating Budget is approximately $4.8 million. The most significant expense is
the wastewater treatment charges paid to Metropolitan Council Environmental Services (MCES). The MCES 2025 charges are expected to increase from the budgeted 2024 level of $2,557,720 to $2,580,870, a 0.91% increase. Water rates for 2025 will increase across the three tier levels by 7.03%. Tier 1 will increase 34
cents per thousand gallons, Tier 2 will increase 41 cents per thousand gallons and Tier 3 will
increase 49 cents per thousand gallons. The wastewater rates will increase by 2.07% or 13 cents per thousand gallons for 2025. Storm Water Utility Fund
The Storm Water Utility Fund provides for the disposal of storm water for the city and is funded through user fees. The fund provides for routine maintenance and major capital improvements to the system. No change is proposed to the Storm Water Utility Rates in 2025.
14
INTERNAL SERVICE FUNDS Central Garage Fund The Central Garage Fund accounts for the acquisition, maintenance, and repair of all motor vehicles and motor-driven equipment used by the City. It is funded by internal operating user
fees charged to other City departments and funds. Fees for 2025 will increase 4% over 2024
levels. The funding for the replacement of equipment that the operation maintains will be accomplished through a general tax levy in the amount of $1,135,000. The increase is in response to increased costs incurred in the purchase of rolling stock and equipment. Additionally, it is projected that for 2024 and 2025, the fund may not cash flow. The operating
transfers are planned to battle inflationary pressures and depleting reserves. The fund is
scheduled to make purchases in 2024 of $1,657,600 and $1,735,000 in 2025. The significant purchases planned for 2025 are:
• High Ranger Truck at $450,000
• Zambon at $250,000
• Fire Truck at $400,000
• Toro (2) Z-Mower 7200 at $65,000
• Trackless MT at $300,000
• Garage Floor Sealing $150,000
• CSO Truck at $60,000 Information Technologies Fund The Information Technologies (IT) Fund’s primary purpose is to provide computer hardware and software support, programming and training to City staff. As with the Central Garage Fund, the purchase and replacement of equipment in the IT Fund will be funded through a general tax levy in the amount of $393,800. The fund is scheduled to make capital purchases in 2024
of $179,310 and $74,840 in 2025. The IT Fund also purchases and pays license fees for equipment and software which is not capitalized and provides office supplies and copying services for all City departments. Self Insurance Fund The Self Insurance Fund accounts for all the City's costs for claims related to workers'
compensation, unemployment insurance benefits, property insurance, flexible benefits, dental
insurance, and all other City self-insurance costs. For 2025, the fund has increased property/casualty and workers compensation rates. Operating results of the fund are dependent on the number and scope of claims paid during any given year and consequently, results can fluctuate from year to year. Building Services Fund The Building Services Fund is responsible for the maintenance and upkeep of the Richfield Municipal Center and Fire Station #2. The Municipal Center was built in 2011. After this amount of time the increased maintenance costs are expected in the operating budget. User fees will continue to be adjusted on an annual basis to keep pace with operating costs and to provide
funding for replacement costs of fixtures within the building.
15
DEBT SERVICE FUND The Debt Service Fund is used to record financial operations from special assessments, tax increment, and, as necessary, property taxes to meet debt service payments and outstanding bond issues. General Obligation improvement bonds are payable through 2043, with outstanding principal
at the beginning of 2025 of $39,925,000. The fund balance, along with debt service tax levies, special assessment collections and interest earnings are pledged to service the debt. The General Obligation redevelopment bonds are retired from tax increment collected from the project area. Redevelopment bond principal of $260,000 is payable through 2025. OPERATING CAPITAL EXPENDITURES Capital expenditures represent all tangible or intangible assets that are used in operations, that have initial useful lives extending beyond a single reporting period and whose dollar value is greater than $5,000.
CAPITAL IMPROVEMENTS BUDGET
The Capital Improvement Budget recommends $31,946,014 of expenditures in 2025. The
projects invest in improvements to right-of-way (streets, sidewalks and underground infrastructure for water, sanitary sewer and stormwater), facilities and parks and open space. The capital budget is funded by a wide variety of sources, including federal, state and county grants, state transportation funding, utility payments, property taxes, franchise fees and liquor store profits. CONCLUSION The information presented in this budget document provides the background and funding plans to address opportunities and challenges such that the City can be a connected and thriving community into the future. I would like to take this opportunity to thank Finance Director Kumud Verma, her staff, and all City departments for their input and help in preparing the 2025 budget,
as well as the City Council for providing the vision, values and priorities that guide our work. Respectfully submitted,
Katie Rodriguez
City Manager
16
CITY OFFICIALS
Term of Office
4 Years
4 Years
4 Years
4 Years
MAYOR - MARY SUPPLE
COUNCIL MEMBER - SHARON CHRISTENSEN
COUNCIL MEMBER - SIMON TRAUTMANN
COUNCIL MEMBER - SEAN HAYFORD OLEARY
COUNCIL MEMBER - BEN WHALEN 4 Years
ADMINISTRATIVE STAFF
KA TIE RODRIGUEZ - CITY MANAGER
KUMUD VERMA - FINANCE DIRECTOR
MICHELLE FRIEDRICH - CITY CLERK
Term Expires
January 12, 2027
January 12, 2027
January 14, 2025
January 14, 2025
January 14, 2025
17
CITY OF RICHFIELD
ADMINISTRATIVE ORGANIZATION CHART
Deputy Registrar Central Garage
& Equipment
City Clerk Emergency
Services
Street
Maintenance/Fores
try
Liquor Operations
Self Insurance/
Risk Management Water Utility Swimming Pool
Communications Waste Water
Utility Special Facilities
Government
Buildings
Stormwater
Utility
& Equipment
Wood Lake Nature
Center
Information
Technologies
Park
Maintenance Ice Arena
Human Resources Police Operations Engineering
Park and
Recreation Inspections
Community
Development
Administration Assessing Support Services Administration
Recreation
Administration Planning & Zoning
Assistant City
Manager Finance Public Safety Fire Public Works
Recreation
Services
Citizens
City Council
City Manager
City Attorney
Executive
18
Improvement
Bonds
Redevelopment *Right of Way
Bonds Improvements
Special Facilities Public
Aid Facilities
Special Recreation
Opioid
Settlement
Enterprise Funds Internal Services Funds
Public Safety
Streetlight *Municipal Liquor Central Garage
& Equipment
Water & Wastewater Information
Utility Technologies
Storm Sewer Self Insurance
Utility Risk Management
Building
Services
Compensated
Absences
*General Fund Debt Service
Funds
Capital
Project Funds
Recreational
Development
Aid
User Fee
Fund
Elections
Drug/Felony
Forfeiture
Special Revenue Funds
Wood Lake
Half Marathon
Compliance
Recreation Services
Contributions
Nature Center
Contributions
PROPRIETARY FUNDS
Liquor Contribution
Tourism
Administration
Communications
Grants
GOVERNMENTAL FUNDS
Public Safety
Public Health
Ice Arena
Swimming
Pool
Programs
The City's budget is prepared using a modified
accrual basis of accounting for all
governmental funds and an accrual basis of
accounting for proprietary funds.
19
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20
BUDGET SUMMARY
21
SUMMARY OF 2024 REVISED BUDGET ALL FUNDS
Fund Balance Fund Balance
FUND January 1, 2024 Revenues Expenditures December 31, 2024
General 11,486,988$ 31,187,205$ 31,187,205$ 11,486,988$
Special Revenue Funds
Liquor Contribution 147,502 500,500 500,000 148,002
Tourism Administration 52,471 6,150 5,440 53,181
Communications 1,898,009 261,000 406,520 1,752,489
Elections 2,355,535 325,000 281,340 2,399,195
Drug Felony/Forfeiture 288,610 35,900 91,720 232,790
Public Safety Compliance 257,527 108,013 17,500 348,040
Recreation Contributions 81,557 119,000 145,500 55,057
Nature Center Contributions 222,532 83,500 80,000 226,032
Public Health Grants 130,903 230,967 177,835 184,035
Wood Lake Half Marathon 80,295 73,000 66,000 87,295
Franchise Fees 1,280,422 2,500,000 1,772,500 2,007,922
Ice Arena (2,528,942) 1,774,500 1,328,670 (2,083,112)
Swimming Pool 228,699 638,300 584,230 282,769
Special Facilities 61,559 59,150 63,800 56,909
Recreation Special Program 234,434 383,997 307,686 310,745
Opioid Settlement 132,082 146,312 10,000 268,394
Public Safety Aid 1,604,296 5,000 146,000 1,463,296
Street Light User Fee - 332,000 332,000 -
Enterprise Funds *
Liquor 5,436,289 13,491,220 13,508,905 5,418,604
Water & Sewer Utility**19,509,954 10,124,130 9,838,004 19,796,080
Storm Sewer Utility **8,948,524 2,544,660 2,858,080 8,635,104
Internal Service Funds *
Central Garage 5,555,206 2,668,410 2,411,000 5,812,616
Information Technologies 130,840 1,629,550 1,700,350 60,040
Self Insurance 4,502,187 1,069,430 1,432,750 4,138,867
Building Services 837,487 1,052,550 1,029,760 860,277
Compensated Absences 113,988 - - 113,988
Debt Service Funds **
G.O. Improvement Bonds 6,263,293 4,918,543 4,227,574 6,954,262
G.O. Redevelopment Bonds - 875,256 875,256 -
Capital Improvement Funds
Recreational Development 1,615,645 95,000 95,000 1,615,645
Right-of-Way Improvements 7,558,710 1,735,450 1,735,450 7,558,710
Public Facilities 3,572,409 3,572,409 -
TOTALS 78,486,602$ 82,546,102$ 80,788,484$ 80,244,220$
* In municipal accounting, all capital outlay acquired by the Enterprise and Internal Service Funds is recorded
at cost. This cost is charged as depreciation expense over the estimated useful life of the asset.
** Bonds are not recorded as current expenditures, but rather as adjustments to the cash position.
22
SUMMARY OF 2025 BUDGET ALL FUNDS
Fund Balance Fund Balance
FUND January 1, 2025 Revenues Expenditures December 31, 2025
General 11,486,988$ 32,730,849$ 32,730,849$ 11,486,988$
Special Revenue Funds
Liquor Contribution 148,002 476,000 475,000 149,002
Tourism Administration 53,181 7,150 5,440 54,891
Communications 1,752,489 240,000 422,220 1,570,269
Elections 2,399,195 394,700 334,050 2,459,845
Drug Felony/Forfeiture 232,790 35,900 30,000 238,690
Public Safety Compliance 348,040 35,500 17,600 365,940
Recreation Contributions 55,057 120,000 145,500 29,557
Nature Center Contributions 226,032 87,000 75,000 238,032
Public Health Grants 184,035 230,967 177,835 237,167
Wood Lake Half Marathon 87,295 73,000 66,000 94,295
Franchise Fees 2,007,922 2,500,000 2,958,000 1,549,922
Ice Arena (2,083,112) 1,982,900 1,379,050 (1,479,262)
Swimming Pool 282,769 671,050 643,850 309,969
Special Facilities 56,909 67,510 67,690 56,729
Recreation Special Program 310,745 441,001 393,354 358,392
Opioid Settlement 268,394 57,113 150,000 175,507
Public Safety Aid 1,463,296 5,000 464,000 1,004,296
Street Light User Fee - 332,000 332,000 -
Enterprise Funds *
Liquor 5,418,604 13,624,951 13,728,269 5,315,286
Water & Sewer Utility**19,796,080 10,484,610 9,606,650 20,674,040
Storm Sewer Utility **8,635,104 2,517,660 2,774,160 8,378,604
Internal Service Funds *
Central Garage 5,812,616 3,116,070 2,515,030 6,413,656
Information Technologies 60,040 1,780,270 1,812,880 27,430
Self Insurance 4,138,867 1,086,720 1,245,340 3,980,247
Building Services 860,277 1,083,800 1,077,470 866,607
Compensated Absences 113,988 - - 113,988
Debt Service Funds **
G.O. Improvement Bonds 6,954,262 4,897,375 4,222,961 7,628,676
G.O. Redevelopment Bonds - 267,238 267,238 -
Capital Improvement Funds
Recreational Development 1,615,645 20,412,000 20,412,000 1,615,645
Right-of-Way Improvements 7,558,710 5,804,500 5,804,500 7,558,710
Public Facilities - 2,670,000 2,670,000 -
Buildings, Fleet and Technology - 3,059,514 3,059,514
TOTALS 80,244,220$ 111,292,348$ 110,063,450$ 81,473,118$
* In municipal accounting, all capital outlay acquired by the Enterprise and Internal Service Funds is recorded
at cost. This cost is charged as depreciation expense over the estimated useful life of the asset.
** Bonds are not recorded as current expenditures, but rather as adjustments to the cash position.
23
COMPARATIVE ANALYSIS OF REVENUES ALL FUNDS
2023 2024 2024 2025
Actual Budget Revised Budget
*General Fund 29,474,789 30,899,210 31,187,205 32,730,849
Special Revenue Funds
Liquor Contribution Fund 555,541 500,500 500,500 476,000 Tourism Administration 9,787 6,150 6,150 7,150 Communications 470,220 280,000 261,000 240,000
Elections 498,088 368,000 325,000 394,700
Drug Felony/Forfeiture 40,073 35,900 35,900 35,900 Public Safety Compliance 58,668 32,600 108,013 35,500 Recreation Contributions 147,564 65,000 119,000 120,000
Nature Center Contributions 109,519 50,000 83,500 87,000
Public Health Grants 112,900 94,415 230,967 230,967 Wood Lake Half Marathon 74,466 70,000 73,000 73,000 Franchise Fees 2,016,880 2,456,500 2,500,000 2,500,000
Ice Arena 1,769,740 1,722,600 1,774,500 1,982,900
Swimming Pool 947,662 713,000 638,300 671,050 Special Facilities 61,514 59,150 59,150 67,510 Recreation Special Program 219,024 235,800 383,997 441,001
Opioid Grant 31,746 45,652 146,312 57,113
Public Safety Aid 1,604,296 - 5,000 5,000
Street Light User Fee - - 332,000 332,000
Enterprise Funds
*Liquor 14,035,478 14,729,204 13,491,220 13,624,951
Water & Sewer Utility 10,665,650 10,128,130 10,124,130 10,484,610 Storm Sewer Utility 2,705,350 2,517,660 2,544,660 2,517,660
Internal Service Funds
Central Garage 2,598,473 2,768,310 2,668,410 3,116,070 Information Technologies 1,421,824 1,630,140 1,629,550 1,780,270 Self Insurance 1,231,044 1,054,930 1,069,430 1,086,720
Building Services 1,046,327 1,052,550 1,052,550 1,083,800
Compensated Absences - - - -
Debt Service Funds
G.O. Improvement Bonds 4,954,124 4,918,543 4,918,543 4,897,375
G.O. Redevelopment Bonds 872,009 880,256 875,256 267,238
Capital Improvement Funds
Recreational Development 747,935 560,000 95,000 20,412,000
*Right-of-Way Improvements 12,510,726 2,857,000 1,735,450 5,804,500
Public Facilities - 4,174,350 3,572,409 2,670,000 Buildings, Fleet and Technology - - - 3,059,514
Total 90,991,417$ 84,905,550$ 82,546,102$ 111,292,348$
* These funds represent major funds of the City. Major funds represent the significant activities of the City and basically include any fund whose revenues or expenditures, excluding other financing sources and uses, constitute more than 10% of the
revenues or expenditures of the appropriated budget.
24
COMPARATIVE ANALYSIS OF EXPENDITURES ALL FUNDS
2023 2024 2024 2025
Actual Budget Revised Budget
*General Fund
Legislative/Executive 1,034,837$ 1,265,380$ 1,224,207$ 1,314,929$
Administrative Services 959,158 1,263,950 1,298,424 1,304,174
Finance 1,046,114 912,618 1,398,838 678,020
Public Safety 11,133,159 11,817,265 11,743,663 12,799,639
Fire 5,618,697 5,552,889 5,744,315 6,188,977
Community Development 1,652,012 1,849,550 1,810,320 1,865,120
Public Works 5,064,179 5,182,120 5,219,890 5,253,150
Recreation Services 2,209,931 2,326,037 2,325,548 2,474,590
Operating transfers 260,000 330,000 330,000 352,250
Miscellaneous - 399,401.00 92,000.00 500,000.00
Subtotal 28,978,087$ 30,899,210$ 31,187,205$ 32,730,849$
Special Revenue Funds
Liquor Contribution Fund 550,000 500,000 500,000 475,000
Tourism Administration 5,440 5,440 5,440 5,440
Communications 665,438 416,838 406,520 422,220
Election 258,251 295,173 281,340 334,050
Drug Felony/Forfeiture 25,252 57,000 91,720 30,000
Public Safety Compliance 40,872 16,600 17,500 17,600
Recreation Contributions 115,800 59,000 145,500 145,500
Nature Center Contributions 62,302 21,900 80,000 75,000
Public Health Grants 104,090 177,835 177,835 177,835
Wood Lake Half Marathon 65,664 65,000 66,000 66,000
Franchise Fees 2,329,013 2,706,000 1,772,500 2,958,000
Ice Arena 1,260,201 1,344,183 1,328,670 1,379,050
Swimming Pool 571,161 583,830 584,230 643,850
Special Facilities 50,495 63,005 63,800 67,690
Recreation Special Program 141,209 206,728 307,686 393,354
Opioid Settlement 9,823 - 10,000 150,000
Public Safety Aid - - 146,000 464,000
Street Light User Fee - - 332,000 332,000
Enterprise Funds
*Liquor 13,609,220 14,880,506 13,508,905 13,728,269
Water & Sewer Utility 9,515,121 9,606,650 9,838,004 9,606,650
Storm Sewer Utility 2,566,210 2,903,530 2,858,080 2,774,160
Internal Service Funds
Central Garage 2,621,535 4,070,620 2,411,000 2,515,030
Information Technologies 1,569,185 1,982,168 1,700,350 1,812,880
Self Insurance 952,555 1,368,607 1,432,750 1,245,340
Building Services 1,056,162 1,044,138 1,029,760 1,077,470
Compensated Absences - - - -
Debt Service Funds
G.O. Improvement Bonds 4,465,878 4,227,574 4,227,574 4,222,961
G.O. Redevelopment Bonds 872,009 880,256 875,256 267,238
Capital Improvement Funds
Recreational Development 719,751 560,000 95,000 20,412,000
*Right-of-Way Improvements 20,440,139 2,857,000 1,735,450 5,804,500
Public Facilities 4,249,350 3,572,409 2,670,000
Buildings, Fleet and Technology - 3,059,514
Total 93,620,863$ 86,048,141$ 80,788,484$ 110,063,450$
* These funds represent major funds of the City. Major funds represent the significant activities of the City and basically
include any fund whose revenues or expenditures, excluding other financing sources and uses, constitute more than 10%
of the revenues or expenditures of the appropriated budget.25
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26
GENERAL FUND
27
COMPARATIVE ANALYSIS OF 2024 ADOPTED, 2024 REVISED AND 2025 BUDGET - GENERAL FUND
Adopted/Proposed %Increase/Adopted 2024 Revised 2024 Proposed 2025 (Decrease)
REVENUES Property Taxes 22,220,051$ 22,220,051$ 23,394,851$ 5.29% Licenses and Permits 1,140,000 1,005,550 1,177,750 3.31% Intergovernmental Revenue 4,885,289 5,467,524 5,294,208 8.37% Charges for Services 2,016,720 1,652,240 1,766,800 -12.39% Fines and Forfeitures 200,000 200,000 200,000 0.00% Miscellaneous Revenues 77,060 135,750 58,750 -23.76% Transfers 360,090 360,090 374,490 4.00% Total Revenues 30,899,210$ 31,041,205$ 32,266,849$ 4.43%
EXPENDITURES Legislative/Executive 1,265,380$ 1,224,207$ 1,314,929$ 3.92% Administrative Services 1,263,950 1,298,424 1,304,174 3.18% Finance 912,618 1,398,838 678,020 -25.71% Public Safety 11,817,265 11,743,663 12,799,639 8.31% Fire 5,552,889 5,744,315 6,188,977 11.46% Community Development 1,849,550 1,810,320 1,865,120 0.84% Public Works 5,182,120 5,219,890 5,253,150 1.37% Recreation Services 2,326,037 2,325,548 2,474,590 6.39% Transfers 330,000 330,000 352,250 6.74%
Special Projects 399,401 92,000 500,000 25.19% Total Expenditures 30,899,210$ 31,187,205$ 32,730,849$ 5.93%
The 2025 Proposed General Fund budget reflects a 5.93%increase in revenues and expenditures as compared tothe2024Adopted budget.The 2024 Revised budget reflects a 0.93%increase when compared to the 2024 Adopted
budget.
REVENUESTheprimary source of revenues for the General Fund continues to be property taxes, charges for services,intergovernmental revenues and the transfer in of revenues to fund general fund operations.For the 2025 Proposedbudget these four sources account for 95.61%of total General Fund revenues.
EXPENDITURES
The largest expenditures incurred by the General Fund remain those for public safety,fire and public works.Theproposed 2025 tax levy for the General Fund does not even cover the budgeted 2025 expenditures of these threedepartments.
28
COMPARATIVE ANALYSIS OF FUND BALANCE - GENERAL FUND
2023 2024 2024 2025ActualBudgetRevisedBudget
Fund Balance - January 1 10,990,390$ 10,990,390$ 11,486,988$ 11,486,988$
Revenue and Transfers 29,474,789 30,899,210 31,187,205 32,730,849
Total Available 40,465,179 41,889,600 42,674,193 44,217,837
Expenditures and Transfers 28,978,191 30,899,210 31,187,205 32,730,849
Fund Balance - December 31 11,486,988$ 10,990,390$ 11,486,988$ 11,486,988$
Fund Balances:
Nonspendable 61,640$ 83,285$ -$ -$
Unassigned 11,425,348 9,942,205 11,486,988 11,486,988
Total Fund Balance 11,486,988$ 10,025,490$ 11,486,988$ 11,486,988$
Revised Budget 2024 Budget 2025
SOURCE Total Percent Total Percent
Taxes 22,220,051$ 71.25%23,394,851$ 71.48%Licenses and Permits 1,005,550 3.22%1,177,750 3.59%
Intergovernmental Revenues: Local Government Aid 3,392,552 10.88%3,410,633 10.42% Other 2,074,972 6.65%1,883,575 5.75% Subtotal 5,467,524 92.00%5,294,208 91.25%
Charges for Services 1,652,240 5.30%1,766,800 5.40%
Fines and Forfeitures 200,000 0.64%200,000 0.61%
Miscellaneous Revenues 135,750 0.44%58,750 0.18%
Transfers 506,090 1.62%838,490 2.56%
Total Revenues 31,187,205$ 100.00%32,730,849$ 100.00%
29
COMPARATIVE ANALYSIS OF REVENUES - GENERAL FUND
2023 2024 2024 2025
Actual Budget Revised Budget
Taxes
Current Ad Valorem 18,035,728$ 18,495,769$ 18,495,769$ 18,695,206$ Fiscal Disparities 3,004,338 3,724,282 3,724,282 4,699,645
Total Property Taxes 21,040,066$ 22,220,051$ 22,220,051$ 23,394,851$
License and Permits
Business Licenses 261,791$ 307,000$ 261,400$ 261,400$ Non Business Licenses and Permits 719,986 833,000 744,150 916,350
Total License and Permits 981,777$ 1,140,000$ 1,005,550$ 1,177,750$
Intergovernmental Revenue
Federal -
Grants 129,400$ 160,710$ 160,800$ 160,800$ State :
Local Government Aid 2,038,711 3,392,552 3,392,552 3,410,633
Law Officer Training 40,408 45,000 42,000 45,000 Police State Aid 456,448 420,000 430,000 430,000
Fire State Aid 230,802 210,000 232,100 238,000
State-aid Street Maintenance 335,000 393,000 315,000 315,000 Grants - Other 220,217 65,152 717,237 475,900
Community Health Services 178,835 177,835 177,835 197,835
County- Grants - Other 21,040 21,040 - 21,040
Total Intergovernmental Revenue 3,650,861$ 4,885,289$ 5,467,524$ 5,294,208$
Charges for Services
General Government and Deputy Registrar 1,507,806 1,639,214 1,237,350 1,378,500 Public Safety 12,745 42,296 40,500 40,000
Park and Recreation 286,648 231,850 268,750 250,650 Nature Center 112,763 103,360 105,640 97,650
Total Charges for Services 1,919,962$ 2,016,720$ 1,652,240$ 1,766,800$
Fines and Forfeits
Municipal Court Fines 180,391$ 200,000$ 200,000$ 200,000$
Total Fines and Forfeits 180,391$ 200,000$ 200,000$ 200,000$
Miscellaneous Revenues Investment Income 659,981$ 35,000$ 75,000$ 50,000$
Rents - 33,860 20,000 3,000
Recovery - Damage to Property - 5,000 5,000 5,000
Special Assessments 4,308 - - -
Other 49,918 3,200 35,750 750
Total Miscellaneous Revenues 714,207$ 77,060$ 135,750$ 58,750$
Transfers 987,525$ 360,090$ 506,090$ 838,490$
TOTAL REVENUES 29,474,789$ 30,899,210$ 31,187,205$ 32,730,849$
30
2023 2024 2024 2025ActualBudgetRevisedBudget
Legislative/Executive Mayor-Council 221,256$ 308,084$ 307,933 320,970$
Other Agencies 121,793 112,800 105,860 116,140$
City Manager 402,428 493,006 458,924 518,669$
Legal 289,360 351,490 351,490 359,150$
Subtotal 1,034,837$ 1,265,380$ 1,224,207$ 1,314,929$
Administrative Services
Administration 188,142$ 164,417$ 163,950$ 165,550$
Human Resources 116,456 251,572 324,794$ 277,260$
Deputy Registrar 632,528 801,732 763,440$ 815,114$
City Clerk 22,032 46,229 46,240$ 46,250$
Subtotal 959,158$ 1,263,950$ 1,298,424$ 1,304,174$
Finance
Finance 631,478$ 483,629$ 969,849$ 665,500$
Assessing 414,636 428,989 428,989 12,520 Subtotal 1,046,114$ 912,618$ 1,398,838$ 678,020$
Public Safety Support Services 1,131,723$ 1,177,295$ 1,184,413$ 1,315,939$
Police 9,978,722 10,599,280 10,514,660 11,441,350
Emergency Services 22,714 40,690 44,590 42,350
Subtotal 11,133,159$ 11,817,265$ 11,743,663$ 12,799,639$
Fire
Fire 5,618,697$ 5,552,889$ 5,744,315$ 6,188,977$
Subtotal 5,618,697$ 5,552,889$ 5,744,315$ 6,188,977$
Community Development
Administration 86,187$ 83,130$ 65,290$ 67,370$
Planning & Zoning 276,218 331,160 333,190 347,530
Inspections 1,289,607 1,435,260 1,411,840 1,450,220
Subtotal 1,652,012$ 1,849,550$ 1,810,320$ 1,865,120$
Public Works Administration 232,294$ 212,440$ 212,460$ 220,960$ Engineering 653,214 567,180 567,230 589,560 Streets 2,701,940 2,763,140 2,802,020 2,739,570
Park Maintenance 1,476,731 1,639,360 1,638,180 1,703,060
Subtotal 5,064,179$ 5,182,120$ 5,219,890$ 5,253,150$
Recreation Services Recreation Administration 550,934$ 500,190$ 506,108$ 516,567$
Recreation 1,002,549 1,157,455 1,140,839 1,226,363
Nature Center 656,448 668,392 678,601 731,660
Subtotal 2,209,931$ 2,326,037$ 2,325,548$ 2,474,590$
Transfers Out
Special Revenue Funds 260,000$ 330,000$ 330,000$ 352,250$
260,000$ 330,000$ 330,000$ 352,250$
Miscellaneous
Special Project - 307,401$ - -
40% Fund Balance Reserve -$ 92,000 92,000$ 500,000$
-$ 399,401$ 92,000$ 500,000$
TOTAL EXPENDITURES 28,978,087$ 30,899,210$ 31,187,205$ 32,730,849$
COMPARATIVE ANALYSIS OF EXPENDITURES - GENERAL FUND
31
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32
LEGISLATIVE / EXECUTIVE
33
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
221,256 308,084 307,933 320,970Mayor Council $$$$4.18%10100
111,757 112,800 105,860 116,140Other Agencies 2.96%10105
402,429 493,006 458,924 518,669City Manager 5.21%10115
289,360 351,490 351,490 359,150Legal 2.18%10120
1,265,380 1,224,207 1,314,9291,024,802Legislative/Executive TOTAL $$$$3.92%
LEGISLATIVE/EXECUTIVE
YEAR AMOUNT
2023 $1,024,802
2024B $1,265,380
2024R $1,224,207
2025B $1,314,929
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
2023 2024B 2024R 2025B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
LEGISLATIVE/EXECUTIVE EXPENDITURES
34
CITY COUNCIL DIVISION
MISSION STATEMENT
To function as the legislative and policy-making body for the City of Richfield.
DIVISION FOCUS
The Richfield City Council is composed of an elected at-large Mayor and four Council
Members, one of which is elected at-large. The Mayor and the Council Members are each elected to four-year terms. The City Council sets the long-range direction of the City and establishes policies that maintain a high quality of life for Richfield residents.
2024 HIGHLIGHTS
• Supported community engagement to inform residents about a November 2024 referendum to approve a local sales tax to fund three recreation projects including a new Wood Lake Nature Center Building, improvements to Veteran’s Park and a new Community Center.
• Conducted a community survey to better understand residents’ needs and gaps in programs and policies. Results are tracked by demographics, compared to the 2020 Richfield survey and to other cities.
• Participated in City Council-Staff quarterly meetings to focus on long-term vision and
planning, and to maintain a high functioning team.
• Fostered community engagement by serving as liaisons to City boards and commissions. Improved commission recruiting procedures and provided onboarding
for new commissioners with separate training for commission chairs.
• Met with residents and supported a variety of community initiatives, including Juneteenth, the 4th of July, Penn Fest and the first State of the Community event.
• Advocated for City priorities at the federal, state and county level to help shape key
regional projects and statewide reforms, including inclusion of $1.9M for Nicollet Avenue reconstruction in a capital infrastructure bill which failed to pass before the legislative deadline.
• Increased Richfield’s regional presence by partnering with regional organizations like
the I-494 Corridor Commission, I-35W Solutions Alliance, Greater MSP and Regional Council of Mayors.
• Continued to increase Richfield’s visibility with earned media, by speaking at key local and regional events and by engaging with our neighbors and regional organizations.
2025 DIVISION GOALS
• Embed Strategic Plan mission, vision, values and priorities/outcomes in Council policy and communications and report progress on the dashboard (City Council
Priority/Outcome 1a).
• Continue to improve partnerships with community organizations, including schools, civic groups, nonprofits, and local businesses. Support community events like 4th of July, Penn Fest and the State of the Community (City Council Priority/Outcome 1a).
• Increase Richfield’s visibility with earned media and public by speaking at key local
35
and regional events (City Council Priority/Outcome 1a).
• Continue to advocate for City priorities at the federal, state and county level including
identifying funding for the local match to reconstruct Nicollet Ave and legislation to
better align local match transportation policies with cities’ ability to pay their relative burden (City Council Priority/Outcome 3b).
• Continue to identify and address racial inequities in the organization and the
community through education and engagement with community organizations, civic groups, nonprofits, and local businesses (City Council Priority/Outcome 5a-c).
• Start research for an essential services plan to better define essential services, prioritize services and programs and explore more efficient and effective service
delivery models (City Council Priority/Outcome 1b-c). DIVISION EXPENDITURE COMMENT
The 2024 Revised budget is in line with the 2024 Adopted budget. The 2025 Proposed budget plans a 4.18% increase compared to the 2024 Adopted budget, primarily due staff
overtime costs to support community events and to begin the essential services plan. The
total budget for the essential services plan is estimated to be $70,000 and is scheduled to be partially funded in 2025 with the balance of the work to be completed in 2026. City Council salaries increased 3% in 2024 and are proposed to increase 3% in 2025 consistent with staff cost of living increases.
36
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
Mayor Council - 10100BUSINESS UNIT:
Personal Services
6005 53,857 55,490 55,489 57,157Full Time $$$$
6031 1,284 1,489 1,489 1,533Employer Social Security
6032 687 805 805 829Employer Medicare
6033 1,527 1,574 1,574 1,621Employer Pera
6038 25 30 30 30Workers Compensation
59,388 59,387 61,17057,380Personal Services Total $$ $$
Other Services & Charges
6103 48,700 91,000 88,500 95,000Professional Services -General $$$$
6202 12,200 12,846 12,846 14,190Data Processing Rental
6207 17,460 18,160 18,160 18,700Utility Services
6301 615 150 1,000 1,000Advertising & Publication
6303 2,547 6,000 5,500 5,500Professional Development
6305 65,616 68,100 68,100 70,950Subscriptions & Memberships
6308 570 590 590 610Property Liability
6401 744 750 750 750Office Supplies
6402 269 500 500 500Copy Charges
6403 10 50 50 50Postage
6409 312 550 550 550Uniforms & Clothing
6513 14,833 50,000 52,000 52,000Other Charges
248,696 248,546 259,800163,876Other Services & Charges Total $$ $$
308,084 307,933 320,970221,256Mayor Council TOTAL $$ $$
37
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
Mayor Council - 10100BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Part-Time Employees
1.00 1.00ExemptMayor1.00
4.00 4.00ExemptCouncil Member 4.00
5.00 5.00Total5.00
- - None $$- $
--Total $$-$
38
OTHER AGENCIES DIVISION
MISSION STATEMENT
To award contracts to certain agencies delivering services to residents in Richfield through a competitive annual process.
DIVISION FOCUS
The Other Agencies Division focus is providing the annual contracts to human service agencies serving Richfield residents.
2024 HIGHLIGHTS
• Awarded $78,100 in contracts to six non-profit agencies to provide services to
Richfield residents.
• Awarded $140,000 of contracts in federal American Rescue Plan Act (ARPA) funds to non-profit organizations providing services to Richfield residents disproportionately impacted by the COVID-19 pandemic.
2024 DIVISION GOALS
• Administer a competitive annual process to contract with social service agencies to provide needed services to Richfield residents. The 2024 budget includes $91,800
for social service agency contracts. (City Council Priority/Outcome 2c and 5a)
DIVISION EXPENDITURE COMMENT
The 2024 Revised budget is reduced by 6.15% from the 2023 Adopted budget due to reduced interdepartmental labor charges. The 2025 Proposed Budget is a 2.96% increase from the 2024 Adopted Budget due to less interdepartmental labor and 17.5%
increase in total contracts to be awarded.
The allocation of the 2025 grants, where legally allowable, will be determined by the City Council in early 2025.
39
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
Other Agencies - 10105BUSINESS UNIT:
Personal Services
6051 36,110 34,700 27,760 24,340Interdepartmental Labor $$$$
34,700 27,760 24,34036,110Personal Services Total $$ $$
Other Services & Charges
6515 75,647 78,100 78,100 91,800Human Services - Unallocated $$$$
78,100 78,100 91,80075,647Other Services & Charges Total $$ $$
112,800 105,860 116,140111,757Other Agencies TOTAL $$ $$
40
CITY MANAGER DIVISION
MISSION STATEMENT
Plan and direct the administration of City projects and programs as established by the City Charter, City ordinances and the City Council to ensure efficient, cost-effective
municipal services and development consistent with City Council vision, values, priorities
and desired outcomes.
DIVISION FOCUS
The City Manager is the chief administrative officer of the City and is responsible to the City Council for the supervision of all departments and divisions of City administration
except where otherwise provided by law or City Charter. In addition to acting as the chief
administrator for the City, the City Manager Division team oversees the City’s equity work.
2024 HIGHLIGHTS
• In partnership with the Recreation, Finance, and Communications, coordinate the city’s communications and engagement efforts prior to a referendum on a local sales tax in November.
• Assisted Administrative Services and Finance in conducting and implementing the first compensation and class study in over 20 years and negotiating contracts with the City’s 5 collective bargaining groups.
• Participated in the Center for Economic Inclusion’s first cohort of Minnesota cities
equity assessment and presented the findings to City Council and the community. The assessment included a review of the City’s current programs, policies, and procedures relating to racial equity.
• Created an internal Equity Plan and supported departments’ equity initiatives.
• Organized City Council-Staff retreats to help build constructive operating norms and expectations to enable a high functioning team. Council and Directors worked to identify policy proposals for the coming year during quarterly effective governance meetings.
• Recruitment and onboarding of the new senior analyst.
2025 DIVISION GOALS
• Continue to lead the integration of the City’s mission, vision, values, and strategic plan
priorities into communications, processes, and City culture. Update dashboards to
track performance targets (City Council Priority/Outcome 1a).
• Launch Equity and Inclusion page on the City’s website. Lead internal equity team (CARES) to support implementation of equity toolkit (City Council Priority/Outcome 5
a-c).
• Assist the Finance Director to develop long-term financial plans to fund operations and capital needs (City Council Priority/Outcome 1b and 3b).
• Provide additional communications training for staff (City Council Priority/Outcome
4a).
• Onboard two new council members (City Council Priority/Outcome 1a and 4c).
41
• Implement process improvements across administrative functions (City Council Priority/Outcome 1c).
• Coordinate the annual Council-Staff effective governance schedule and process (City Council Priority/Outcome 4c).
• Develop the 2025 legislative platform and partner with local legislators, state agencies,
and regional partners to advance key City priorities (City Council Priority/Outcome 1a & 3b).
DIVISION EXPENDITURE COMMENT
The 2024 Revised budget has a decrease of 6.91% from the 2024 Adopted budget. This is largely due to savings from an unfilled position for a couple of months. The 2025
Proposed budget has an increase of 5.21% from the 2024 Adopted budget due to
increased personnel and training costs.
42
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
City Manager - 10115BUSINESS UNIT:
Personal Services
6005 356,732 411,799 391,122 415,638Full Time $$$$
6031 19,466 23,753 23,736 24,691Employer Social Security
6032 4,766 5,847 5,551 5,774Employer Medicare
6033 25,942 30,885 29,334 31,173Employer Pera
6035 43,980 63,168 52,047 62,887Medical Insurance
6036 2,181 2,914 2,444 2,545Dental Insurance
6037 184 161 135 150Term Life
6038 864 890 890 890Workers Compensation
6040 472 729 685 708Long Term Disability
6055 (99,910) (101,440) (101,440) (93,540)Administrative Labor Credit
438,706 404,504 450,916354,677Personal Services Total $$ $$
Other Services & Charges
6103 1,913 160 180 5,500Professional Services -General $$$$
6202 22,060 22,920 22,920 27,663Data Processing Rental
6207 8,720 9,070 9,070 9,340Utility Services
6302 2,303 2,640 2,640 2,640Communications
6303 1,993 9,000 9,000 11,000Professional Development
6305 3,940 4,200 4,200 5,000Subscriptions & Memberships
6307 4,713 3,890 3,890 4,050Insurance & Bonds
6308 1,080 1,120 1,120 1,160Property Liability
6401 697 1,000 1,000 1,000Office Supplies
6402 332 250 350 350Copy Charges
6403 1 50 50 50Postage
54,300 54,420 67,75347,752Other Services & Charges Total $$ $$
493,006 458,924 518,669402,429City Manager TOTAL $$ $$
43
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
City Manager - 10115BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - ExemptCity Manager 1.00
- - GS-6EManagement Analyst 1.00
- - GS-5EEquity Coordinator 1.00
- - GS-4Administrative Assistant .60
1.00 1.0022City Manager -
1.00 1.0013Senior Analyst -
1.00 1.0012Equity Coordinator -
.60 .509Administrative Assistant -
3.60 3.50Total3.60
- - None $$- $
--Total $$-$
44
LEGAL DIVISION
MISSION STATEMENT
To provide legal services as required by the City of Richfield.
DIVISION FOCUS
The Legal Division includes legal services and costs for general corporate representation
and municipal prosecution.
The firm of Kennedy and Graven provides general corporate representation for the City. Services provided include attendance at all City Council meetings; attendance as requested by the Council or City staff at meetings with staff, public groups and public
hearings; review and preparation of contracts, performance bonds, insurance and other
routine legal documents; revision and preparation of ordinance code amendments and resolutions; formal and informal legal advice to Council, staff, commissions and committees; training sessions with officials and staff to discuss topics including but not limited to important legislative or judicial developments; and formal and informal advice
on human resource matters including interpretations of federal, state and local rules and
regulations relating to human resources matters.
H/J Law has been providing prosecution services to the city since July 1, 2022. Prosecution legal services provided include advising; ordinance enforcement; peace officer training; charging; calendar appearances; court trials; pretrial conferences and
omnibus hearings; jury trials; sentencing; and appeals. The city plans to continue the
contract with H/J Law for 2024.
2024 HIGHLIGHTS
• Continued excellent legal representation by Kennedy and Graven and H/J Law (City
Council Priority/Outcome 1c).
2025 DIVISION GOALS
• To ensure that the City has the best legal representation possible for all facets of its operation (City Council Priority/Outcome 1c).
DIVISION EXPENDITURE COMMENT
The 2024 Revised budget is the same as the 2024 Adopted budget. The 2025 Proposed budget is 2.18% higher than the 2024 Adopted budget due to rates for professional service remaining stable for the past few years.
45
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
Legal - 10120BUSINESS UNIT:
Other Services & Charges
6103 99,065 160,000 160,000 160,000Professional Services -General $$$$
6105 188,955 190,100 190,100 197,700Prosecution
6308 1,340 1,390 1,390 1,450Property Liability
351,490 351,490 359,150289,360Other Services & Charges Total $$ $$
351,490 351,490 359,150289,360LegalTOTAL$$ $$
46
ADMINISTRATIVE SERVICES
47
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
188,142 164,417 163,950 165,550Administration$$$$0.69%10200
116,506 251,572 324,794 277,260Human Resources 10.21%10205
632,528 801,732 763,440 815,114Deputy Registrar 1.67%10215
22,032 46,229 46,240 46,250City Clerk 0.05%10216
1,263,950 1,298,424 1,304,174959,208Administrative Services TOTAL $$$$3.18%
REVENUES
717,771 710,000 710,000 710,000Deputy Registrar $$$$0.00%10215
60 - - - City Clerk - 10216
ADMINISTRATIVE SERVICES
YEAR AMOUNT
2023 $959,208
2024B $1,263,950
2024R $1,298,424
2025B $1,304,174
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
2023 2024B 2024R 2025B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
ADMINISTRATIVE SERVICES EXPENDITURES
48
ADMINISTRATION DIVISION
MISSION STATEMENT
The mission of the Administration Division is to provide managerial direction and
oversight to the Administrative Services Department, including the general supervision of human resources, deputy registrar office, city clerk, communications and engagement, government buildings, information technologies, liquor store operations and risk management.
DIVISION FOCUS
The Administrative Services Director serves as the supervisor of Administrative Services Department, including this division.
The Administrative Services Director is responsible for the overall direction and coordination of most of the City’s administrative support service activity that allows the
other City departments to operate effectively and to create an optimal work environment
for employees.
Within the Human Resources function, the Administrative Services Director is responsible for contract administration, contract negotiations and employee relations. Much of the policy making of the area is handled by the Human Resources Manager,
with input from the Administrative Services Director and City Manager.
This division is also responsible for the overall administration of the City’s self-insurance fund and risk management program. These coverages include workers’ compensation, property/casualty, dental and specialty coverages for the City, HRA and EDA. Rate changes for the coverages are determined by the division.
2024 HIGHLIGHTS
• Implemented the Compensation and Classification Study for all non-union employees (City Council Priority/Outcome 1c).
• Completed one of five union negotiations.
• Completed first round of stay Interviews with new staff and staff newly promoted to management positions (City Council Priority/Outcome 1 & 4).
2025 GOALS
• Continue with Stay Interviews with new staff and staff newly promoted to management positions (City Council Priority/Outcome 1 & 4).
• Develop processes for efficiency for Finance, Human Resources and Information
Technology (IT).
• Develop organization-wide technology plan (City Council Priority/Outcome 1c).
DIVISION EXPENDITURE COMMENT
The 2024 revised budget reflects an - 0.29% decrease from the 2023 adopted budget. In the 2025 proposed budget, there will be a 0.69% increase from the 2024 adopted budget. Twenty-five percent of the Communications and Engagement Manager salary and benefits has been removed for the proposed 2025 budget in conjunction with
49
reducing administrative charges to the fund from Administration. Future discussions will
be needed to best prepare to fund the division due to decreasing revenues in cable
franchise fees.
50
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Administration - 10200BUSINESS UNIT:
Personal Services
6005 193,397 191,968 194,590 174,450Full Time $$$$
6031 11,012 12,226 10,690 10,820Employer Social Security
6032 2,575 2,859 2,500 2,530Employer Medicare
6033 13,597 14,888 13,030 13,080Employer Pera
6035 4,815 4,717 5,500 - Medical Insurance
6036 904 904 910 720Dental Insurance
6037 74 144 50 40Term Life
6038 96 100 100 110Workers Compensation
6040 231 351 310 310Long Term Disability
6054 (38,853) (68,670) (68,670) (72,790)Interdepartmental Labor Credit
6055 (88,440) (90,020) (90,020) (53,880)Administrative Labor Credit
69,467 68,990 75,39099,408Personal Services Total $$ $$
Other Services & Charges
6103 122 60 60 60Professional Services -General $$$$
6202 14,030 14,565 14,570 7,510Data Processing Rental
6207 71,320 74,170 74,170 76,400Utility Services
6302 594 - - - Communications
6303 68 1,800 1,800 1,800Professional Development
6305 - 1,500 1,500 1,500Subscriptions & Memberships
6307 1,813 1,090 1,090 1,130Insurance & Bonds
6308 690 710 710 700Property Liability
6401 13 200 200 200Office Supplies
6402 - 25 30 30Copy Charges
6403 4 30 30 30Postage
6414 80 800 800 800Other Supplies
94,950 94,960 90,16088,734Other Services & Charges Total $$ $$
164,417 163,950 165,550188,142AdministrationTOTAL$$ $$
51
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Administration - 10200BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M5AA.S. Director/Assistant City Manager 1.00
1.00 1.0020A.S. Director/Assistant City Manager -
- - M-2Communication Manager (FT- w/Cable TV).25
.25 - 15Communication Manager -
1.25 1.00Total1.25
- - None $$- $
--Total $$-$
52
HUMAN RESOURCES DIVISION
MISSION STATEMENT
To attract, develop, and retain a diverse, high performing respectful workforce through integrated and strategic systems, policies, and procedures. Play a vital role in providing strategic organizational service and support to all City departments.
DIVISION FOCUS
This Division is responsible for the administration of the Human Resources ordinances, personnel policies, local, state and federal laws, classification and pay plans, leave administration, recruitment, selection and retention of employees, benefits administration, employee safety, employee and labor relations, employee training, diversity, equity and inclusion initiatives, the Americans with Disabilities Act plan and process for visitors and employees, and risk management including all workers compensation, property and liability claims for the City. The Division is led by the HR Manager.
2024 HIGHLIGHTS • Currently negotiating five labor contracts, one of which is set to be presented council in June. • Assisted the Finance department through their payroll transition, taking on all benefit administration and open enrollment responsibilities. • Implemented the Compensation and Classification study for all non-represented employee groups. • Implemented the new Employee Safe and Sick Time state requirements including creating new policies, revising current, and creating a process to track requests. • Streamlined our leave processes to be more transparent with policies and procedures and establishing a central location of information for all staff to access. • Streamlined our annual COLA increase process to eliminate over 40 Personnel Action Forms and replaced them with a single spreadsheet. • Worked with the Fire department to create a return to work program to get Firefighters back to work earlier when encountering a worker’s compensation injury. • Streamlined our benefits forms and onboarding process by utilizing more tools in NeoGov.
2025 DIVISION GOALS • Conduct an employee engagement survey, as we have every two years (City Council Priority/Outcome 1 and 4). • Explore alternatives to our current Workers Compensation Insurance arrangement (City Council Priority/Outcome 1c). • Create a formalized employee training program in coordination with other City leaders. • Update our AWAIR program including creating a safety training program for all City staff City Council Priority/Outcome 4a). • Upgrade our Oracle software for HR and payroll. This will include revising numerous processes and procedures for the entire employee life cycle (City Council Priority/Outcome 1c). DIVISION EXPENDITURE COMMENT
The 2024 Revised budget has an increase of 29.12% from the 2024 Adopted budget.
53
This is largely due to cost associated with JDE cleanup. The 2025 Proposed budget has an increase of 10.22% from the 2024 Adopted budget due to increased personnel, training costs and ensure focus on continuing education with area HR organizations.
54
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Human Resources - 10205BUSINESS UNIT:
Personal Services
6005 244,323 278,262 291,214 300,340Full Time $$$$
6031 13,388 17,147 17,540 18,100Employer Social Security
6032 3,131 4,010 4,100 4,230Employer Medicare
6033 16,643 20,918 21,840 22,530Employer Pera
6035 33,754 43,479 45,300 48,150Medical Insurance
6036 1,560 2,097 2,200 2,170Dental Insurance
6037 83 190 120 130Term Life
6038 97 110 110 110Workers Compensation
6040 329 503 510 530Long Term Disability
6054 (206,050) (161,274) (161,270) (170,950)Interdepartmental Labor Credit
6055 (45,010) (46,585) (46,590) (48,450)Administrative Labor Credit
158,857 175,074 176,89062,248Personal Services Total $$$$
Other Services & Charges
6103 3,984 20,000 77,000 20,000Professional Services -General $$$$
6202 18,030 18,705 18,710 24,670Data Processing Rental
6301 - 100 100 100Advertising & Publication
6302 1,266 500 500 500Communications
6303 832 2,500 2,500 2,500Professional Development
6304 - 10,000 10,000 10,000Employee Training
6305 18,362 19,800 19,800 21,380Subscriptions & Memberships
6307 3,625 2,160 2,160 2,250Insurance & Bonds
6308 540 550 550 570Property Liability
6312 6,057 15,000 15,000 15,000REEP Program
6315 - 1,000 1,000 1,000Other Contractual Services
6401 1,185 1,300 1,300 1,300Office Supplies
6402 347 1,000 1,000 1,000Copy Charges
6403 30 100 100 100Postage
92,715 149,720 100,37054,258Other Services & Charges Total $$ $$
251,572 324,794 277,260116,506Human Resources TOTAL $$$$
55
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Human Resources - 10205BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M3HR Manager 1.00
1.00 1.0017HR Manager -
- - GS5HR Specialist 1.00
1.00 1.0011HR Specialist -
- - GS5HR Specialist (FT-share w/ City Clerk).90
1.00 1.0011HR Specialist -
3.00 3.00Total2.90
- - None $$- $
--Total $$-$
56
DEPUTY REGISTRAR DIVISION
MISSION STATEMENT To provide exceptional customer service quickly and with accuracy serving as Deputy Registrar for the State of Minnesota and managing the city information desk. DIVISION FOCUS
The Deputy Registrar Division provides resident services to the community in its function as Deputy Registrar for the State of Minnesota. The division performs customer service functions for the City in the areas of motor vehicle titling and registrations, limited driver’s license services, passport applications and photos, fish and game licenses, and Department of Natural Resources
(boat, snowmobile and ATV) transfers and registration. This department also includes the city
information desk that processes City mail, answers resident questions, schedules for the use of the Municipal Center conference rooms and checks in passport and motor vehicle customers. The Deputy Registrar Division includes the Motor Vehicle Licensing Supervisor, a Lead Licensing
Technician, 3 full-time Licensing Technicians and 3 part-time Licensing Technicians. Two
intermittent employees serve as City Services Receptionist. The division helps on average over 250 customers per day. The new Minnesota Driver and Vehicle Services System (MNDRIVE) moved 46% of the work that was done at the state level to the front
counts. While the system is working well, transaction time on the front end has increased due to
the added duties.
2024 HIGHLIGHTS
• Legislators approved a $1.00 surcharge on all motor vehicle and drivers license transaction effective January 1,2024. This will bring in an estimate of $50,000 per year.
• Increased the number of dealer/business/car rental agency transactions, bringing additional
revenue.
2024 DIVISION GOALS
• Provide excellent core services across all departments and continue to monitor for improvements, efficiencies and cost savings.
• Continue to recruit, retain and develop a diverse, committed, high performing staff (City Council Priority/Outcome 1 c). 2025 DIVISION GOALS
• Research the cost of a new point of sale system to help with the record keeping and organization of the motor vehicle and passport office (City Council Priority/Outcome 1c).
• Offer a customer service feedback survey to find out what customer’s needs are and to
better communicate the value of our core services to residents, elected officials and staff (City Council Priority/Outcome 4b).
• Continue to work with legislators regarding financial sustainability for deputy registrars.
57
DIVISION EXPENDITURE COMMENT
The 2024 budget shows a change in part-time and full-time distribution due to the change of one part-time position to full-time and one part-time position being eliminated.
58
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Deputy Registrar - 10215BUSINESS UNIT:
Personal Services
6005 273,214 286,189 361,744 361,657Full Time $$$$
6006 176,700 202,110 128,550 138,615Part-time
6007 39,765 44,593 36,873 48,356Seasonal
6009 314 -2,000 - Overtime
6031 29,103 30,989 32,541 33,738Employer Social Security
6032 6,806 7,448 7,610 7,890Employer Medicare
6033 36,090 35,088 39,538 40,997Employer Pera
6035 76,964 112,179 73,036 78,515Medical Insurance
6036 2,535 2,976 2,169 2,169Dental Insurance
6037 237 218 214 213Term Life
6038 1,176 1,220 1,220 1,220Workers Compensation
6040 471 507 604 604Long Term Disability
6055 (105,910) (15,400) (15,400)- Administrative Labor Credit
708,117 670,700 713,974537,465Personal Services Total $$$$
Other Services & Charges
6103 326 200 200 300Professional Services -General $$$$
6202 60,879 61,025 61,030 68,680Data Processing Rental
6205 -270 270 270Maintenance & Repairs
6301 -100 100 100Advertising & Publication
6302 -250 250 250Communications
6303 1,928 2,100 2,100 2,100Professional Development
6305 550 660 660 660Subscriptions & Memberships
6307 10,875 5,410 4,330 4,500Insurance & Bonds
6308 2,030 2,100 2,100 2,180Property Liability
6401 7,844 10,000 10,000 10,000Office Supplies
6402 2,240 1,900 1,900 2,200Copy Charges
6403 7,073 6,800 7,000 7,100Postage
6414 1,318 200 200 200Other Supplies
6513 -2,600 2,600 2,600Other Charges
93,615 92,740 101,14095,063Other Services & Charges Total $$ $$
801,732 763,440 815,114632,528Deputy Registrar TOTAL $$ $$
59
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Deputy Registrar - 10215BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - GS5EMotor Vehicle Supervisor 1.00
1.00 1.0012Motor Vehicle Supervisor -
- - GS-3Lead Licensing Clerk 1.00
1.00 1.009Lead Licensing Technician -
- - GS-2Licensing Clerk 2.00
3.00 3.008Licensing Technician -
5.00 5.00Total4.00
Intermittent Employees
1.00 1.006City Services Receptionist (2 people)1.00
1.00 1.00Total1.00
Part-Time Employees
- - GS-2Licensing Clerk 3.50
2.50 2.508Licensing Technician(3 people)-
2.50 2.50Total3.50
-- None $$-$
--Total $$-$
60
Department/Division
Actual Actual Budget Budget
2022 2023 2024 2025
Inputs:
Number of Full Time Employees 5 5 5 5
Division Expenditures 596,439$ 626,880$ 801,732$ 815,114
Outputs:
Motor Vehicle Transactions 49,459 50,000 50,026 50,000
Passport Transactions 7,299 7,754 7,400 7,400
Effectiveness Measures:
Motor Vehicle Revenues-Year 441,717$ 455,349$ 500,000$ 500,000
Passport Revenues-Year 183,261$ 205,352$ 210,000$ 210,000
Motor Vehicle Processing Time 8 minutes 8 minutes 8 minutes 8 minutes
Passport Processing Time 12 minute 15 minutes 15 minutes 15 minutes
Efficiency Measures:
Accuracy of Motor Vehicle Trans 99%99%99%99%
Division Revenue per capita 11.94$ 12.31$ 13.52$ 13.52$
Division Expenditures per capita 16.12$ 16.95$ 21.67$ 22.03$
2025 Budget reflects removal of
Administrative Labor Credits
for further analysis
2024 Budget reflects legislative
approved fee increase
Population 36993
Performance Measures
Deputy Registrar
61
CITY CLERK DIVISION
MISSION STATEMENT
To serve as clerk to the City Council, HRA, and EDA, maintain official city records, manage data requests, administer elections, and provide equitable customer service to
all.
DIVISION FOCUS
The City Clerk Division is responsible for preparing, maintaining, certifying, and distributing information regarding City Council, HRA, and EDA actions through minutes, resolutions, and ordinances. These documents are official records of actions and
legislation that govern the City.
The City Clerk manages data requests in compliance with the MN Data Practices Act and administers the city-wide records management program (GovQA).
The division is responsible for the administration and conduct of the elections in the City. Voter registration and voter information services are provided throughout the year.
The division is also responsible for domestic partner registrations.
In 2024, the division’s primary focus has been to administer the General Elections.
2024 HIGHLIGHTS
•Made sure all customer service functions of the City Clerk Division meet the
goals of the City Council of being operationally excellent and customer focused
to maintain Richfield’s competitiveness with surrounding communities.
•Maintained an accurate record of all City Council, HRA, and EDA Minutes,
Ordinances, Resolutions, and Legal Notices.
•Developed a data management system for storing contracts across the
enterprise in one place for easier access.
•Complete the review for agenda management system to improve staff report
workflow for public meetings (City Council Priority/Outcome 1c).
2025 DIVISION GOALS
•Evaluate the options for agenda management system to improve staff report
workflow for public meetings (City Council Priority/Outcome 1c).
•Develop data management system city-wide (City Council Priority/Outcome 1, 3,
& 4).
•Continue to produce and maintain accurate City records, resolutions, ordinances
and legal notices. Maximize efficiency and data management procedures.
•Along with the Hennepin County Elections Department, administer a successful
election process for three elections: presidential primary, primary election, and
general election.
62
•Continued involvement with the Municipal Clerks and Finance Officers
Association of Minnesota (MCFOA) for professional development.
DIVISION EXPENDITURE COMMENT
The 2024 Revised Budget slightly increased from 2023 Budget, but a significant increase for the 2025 Proposed Budget to reflect the new shared position with Executive.
63
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
City Clerk - 10216BUSINESS UNIT:
Personal Services
6005 77,868 101,011 85,680 134,280Full Time $$$$
6007 8,983 30,000 50,000 20,000Seasonal
6009 553 - - - Overtime
6031 4,611 6,262 5,180 7,790Employer Social Security
6032 1,078 1,464 1,210 1,820Employer Medicare
6033 5,566 7,575 6,430 10,070Employer Pera
6035 10,593 14,806 13,720 25,850Medical Insurance
6036 790 795 780 1,450Dental Insurance
6037 105 129 40 80Term Life
6038 156 160 160 160Workers Compensation
6040 156 175 150 230Long Term Disability
6054 (104,891) (139,508) (140,480) (192,470)Interdepartmental Labor Credit
22,869 22,870 9,2605,568Personal Services Total $$$$
Other Services & Charges
6103 1,176 4,000 4,000 4,120Professional Services -General $$$$
6202 8,676 6,200 6,200 19,690Data Processing Rental
6301 -100 100 100Advertising & Publication
6302 6,144 - - - Communications
6303 295 1,530 1,530 1,530Professional Development
6305 -11,060 11,060 11,060Subscriptions & Memberships
6308 160 170 170 180Property Liability
6401 13 150 150 150Office Supplies
6402 -25 30 30Copy Charges
6403 -25 30 30Postage
6414 -100 100 100Other Supplies
23,360 23,370 36,99016,464Other Services & Charges Total $$ $$
46,229 46,240 46,25022,032City Clerk TOTAL $$ $$
64
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
City Clerk - 10216BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - GS6ECity Clerk 1.00
1.00 1.0014City Clerk -
1.00 1.00Total1.00
Part-Time Employees
.50 .509Administrative Assistant (50% shared w/Executiv -
.50 .50Total-
-- None $$-$
--Total $$-$
65
Department/Division
Actual Actual Projected Projected
2022 2023 2024 2025
Inputs:
Number of Full Time Employees 1.0 1.50 1.50
Division Expenditures 143,170$ 121062 185,737$ 238,703$
Outputs:
Legal Notices Published 36 40 80 80
Domestic Partnerships Filed 5 4 5 3
Meeting Notices 87 69 90 90
Number of Elections Held 2 1 3 2
Number of Registered Voters 21,287 25,499 22,000 22,000
Number of Ballots Cast 20,394 4,265 22,500 1,500
Effectiveness Measures:Number of Data Requests Completed thru GovQA 1,459 1,347 1,500 1,500
Efficiency Measures:
Expenditure per Capita 3.87$ 3.27$ 5.02$ 6.45$
Population 36.993
Performance Measures
Administration/ City Clerk
66
FINANCE
67
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
FinanceDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
631,429 483,629 969,849 665,500Finance$$$$37.61%10210
414,636 428,989 428,989 12,520Assessing (97.08%)10220
912,618 1,398,838 678,0201,046,065FinanceTOTAL$$$$(25.71%)
FINANCE
YEAR AMOUNT
2023 $1,046,065
2024B $912,618
2024R $1,398,838
2025B $678,020
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
2023 2024B 2024R 2025B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
FINANCE EXPENDITURES
68
FINANCE DIVISION
MISSION STATEMENT
To maintain all of the City’s financial records, to provide accounting, and financial support services to other City departments and the City’s Housing and Redevelopment Authority (HRA).
DIVISION FOCUS
The Finance Division includes an accountant, a payroll accountant, three accounting technicians, two utility billing technicians, Assistant Finance Director and the Finance Director, who supervises division activities.
•The division prepares and maintains the City’s multi-million dollar budget.
•The division provides payroll services for approximately 207 full-time employees andas much as 407 employees when seasonal and intermittent employees are added.
•In addition, division staff monitors and maintains fixed asset records, miscellaneousaccounts receivable and processes disbursements for all divisions.
•Process quarterly utility bills for approximately 10,800 customers.
•The division monitors and manages the City and HRA investment portfolios whichtotal approximately $60.63 million.
•The division has the responsibility to monitor and manage the City’ debt service ofapproximately $48.22 million.
2023 HIGHLIGHTS
•Receipt of unqualified audit opinion for 2023.
2024 FINANCE DIVISION GOALS
•Prepare the City’s Annual Financial Report and obtain the GFOA Certificate ofAchievement for Excellence in Financial Reporting award.
•Prepare the annual budget and provide the City Council a balanced budget prior toSeptember 30.
•Assure that monthly revenue and expenditure reports are distributed by the 15thbusiness day of the following month to all City departments.
•Receipt of the Distinguished Budget Award.
•Receipt of an unqualified audit opinion for 2024.
DIVISION EXPENDITURE COMMENT
The revised 2024 budget reflects a significant increase from the 2024 Adopted Budget. The 2025 Proposed budget reflects an increase from the 2024 Adopted Budget of 37.6%. The 2024 budget is over due to the continued struggle to fill vacant positions with qualified candidates, ultimately relying on the outside consultants to support day to day operations. Finance continues to rebuild from the past couple of years of significant staffing changes. Necessary position reclassed to hire qualified candidate in competitive labor market.
69
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
FinanceDEPARTMENT:
Finance - 10210BUSINESS UNIT:
Personal Services
6005 403,096 483,907 567,954 628,560Full Time $$$$
6006 2,297 -4,471 - Part-time
6009 252 --- Overtime
6013 1,643 1,409 - - Longevity
6031 23,899 29,091 28,805 30,550Employer Social Security
6032 5,589 6,804 6,737 7,150Employer Medicare
6033 29,271 36,399 35,816 38,000Employer Pera
6035 55,156 87,709 91,552 101,400Medical Insurance
6036 2,651 3,996 3,615 3,610Dental Insurance
6037 240 221 221 240Term Life
6038 264 270 270 270Workers Compensation
6040 796 859 845 900Long Term Disability
6054 (40,660) (42,083) (42,083) (43,760)Interdepartmental Labor Credit
6055 (352,374) (364,703) (364,703) (379,290)Administrative Labor Credit
243,879 333,500 387,630132,120Personal Services Total $$$$
Other Services & Charges
6103 398,809 131,565 532,586 155,000Professional Services -General $$$$
6202 41,960 43,429 43,429 55,720Data Processing Rental
6207 35,770 37,200 37,200 38,320Utility Services
6301 385 - - - Advertising & Publication
6302 1,718 3,350 3,350 3,350Communications
6303 -4,000 -4,000Professional Development
6305 1,130 740 740 1,000Subscriptions & Memberships
6307 7,250 5,832 5,410 5,630Insurance & Bonds
6308 1,210 1,250 1,250 1,300Property Liability
6401 6,817 5,832 5,832 6,500Office Supplies
6402 1,143 1,000 1,000 1,250Copy Charges
6403 3,117 3,552 3,552 3,800Postage
6414 -2,000 2,000 2,000Other Supplies
239,750 636,349 277,870499,309Other Services & Charges Total $$ $$
483,629 969,849 665,500631,429FinanceTOTAL$$ $$
70
GENERAL FUNDFUND:
FinanceDEPARTMENT:
Finance - 10210BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-5AFinance Director 1.00
1.00 1.0020Finance Director -
- - M-1Assistant Finance Director 1.00
1.00 1.0015Assistant Finance Director -
- - GS-4Payroll Specialist 1.00
1.00 1.0014Payroll Accountant -
- - GS-5Accountant .50
.50 .5011Accountant-
- - GS-3Accounting Clerk (Accounts Payable)1.00
1.00 1.008Accounting Technician (Accounts Payable)-
- - GS-3Accounting Clerk (Accounts Receivable)1.00
1.00 1.008Accounting Technician (Accounts Receivable)-
1.00 1.008Accounting Technician -
6.50 6.50Total5.50
-- None $$-$
--Total $$-$
71
Department/Division
Actual Actual Actual Budget Budget
2021 2022 2023 2024 2025
Inputs:
Number of full time employees 5.00 5.00 6.50 5.50 6.50
Division Expenditures 383,601$ 615,320$ 631,429$ 483,629$ 665,500$
Outputs:
Accounts Payable Checks Processed
City 9,444 8,977 6,741 9,000 7,505
HRA/EDA 352 347 372 440 415
Payroll Remittances Processed 8,298 8,430 8,889 8,500 8,550
Effectiveness Measures:Interest Earnings on Investments 41,393$ 699,587$ 1,783,377$ 600,000$ 1,200,000$ Investment Portfolio Balance 68,723,716$ 77,738,740$ 75,081,230 75,673,869$ 77,187,346$
Efficiency Measures:
Average Investment Yield 0.21%0.20%2.38%3.00%3.00%
Expenditure per Capita 10.37$ 16.63$ 17.07$ 13.07$ 17.99$
Outstanding Debt Per Capita 1,654.10$ 1,526.51$ 1,284.70$ 1,189.68$ 1,086.29$
Debt Service Levy Per Capita 94.84$ 99.17$ 110.85$ 111.20$ 110.87$
Administrative Services/Finance
Performance Measures
72
ASSESSING DIVISION
MISSION STATEMENT To establish the valuation and classification of all real property for taxation purposes and to maintain current information on special assessments placed on individual
properties in the City. DIVISION FOCUS The duties of the Assessing staff are defined by the Minnesota Statues and the Minnesota Department of Revenue. Those statutes regulate the assessment and valuation process. An Assessor’s responsibilities are to value and classify property,
uniformly and accurately. Each year, one fifth of the properties are physically inspected
within the City and records are updated. Assessors review sales and perform interior inspections as needed. In addition, assessors annually check on all property for which building permits have been issued during the course of the year in order to establish and adjust value based on the amount of improvements.
The homestead application process is a function of Hennepin County. Accordingly, city staff are now responsible for receiving and recording special assessment records, payments, and perform special assessment searches for property owners, realtors, and appraisers regarding property records and pending special assessments. The search
fee derived from this activity is shown as general government revenue to the General
Fund. 2024 HIGHLIGHTS
•Maintained and updated all property records on the computer database.
•Completed revaluation of residential, commercial, and industrial properties.
•Performed an on-going sales verification process.
•Monitored exempt properties to keep property files up to date for future valuations.
2025 ASSESSING DIVISION GOALS
•Complete the 2025 Assessment by Jan 2, 2025.
DIVISION EXPENDITURE COMMENT There is no change in 2024 Revised Budget. 2025 Proposed Budget reflect a significant decrease of 97%. Beginning 2025, local assessment services shall be performed by the County Assessor at no cost to the City. The County shall levy directly for the services at cost. This change helps to reduce the city property tax levy obligations.
A portion of the insurance, internal utilities and supplies charges are allocated to the assessing division in 2025.
73
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
FinanceDEPARTMENT:
Assessing - 10220BUSINESS UNIT:
Other Services & Charges
6103 400,731 413,926 413,926 - Professional Services -General $$$$
6201 -478 478 - Rents & Leases
6202 2,000 2,070 2,070 - Data Processing Rental
6207 10,880 11,320 11,320 11,320Utility Services
6308 1,010 1,050 1,050 1,050Property Liability
6401 9 75 75 75Office Supplies
6402 1 35 35 40Copy Charges
6403 5 35 35 35Postage
428,989 428,989 12,520414,636Other Services & Charges Total $$ $$
428,989 428,989 12,520414,636AssessingTOTAL$$ $$
74
PUBLIC SAFETY
75
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
1,131,723 1,177,295 1,184,413 1,315,939Support Services $$$$11.78%10300
9,978,622 10,599,280 10,514,660 11,441,350Police Operations 7.94%10305
22,714 40,690 44,590 42,350Emergency Services 4.08%10315
11,817,265 11,743,663 12,799,63911,133,059Public Safety TOTAL $$$$8.31%
REVENUES
478,300 577,783 803,572 832,805Support Services $$$$44.14%10300
913,221 876,750 863,800 886,840Police Operations 1.15%10305
PUBLIC SAFETY
YEAR AMOUNT
2023 $11,133,059
2024B $11,817,265
2024R $11,743,663
2025B $12,799,639
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2023 2024B 2024R 2025B
E
X
P
E
N
D
I
T
U
R
E
S
PUBLIC SAFETY EXPENDITURES
76
SUPPORT SERVICES DIVISION
MISSION STATEMENT
To provide management and administration of health services, business licensing, community service officers, animal control, food/pool/lodging inspections, emergency
preparedness response and environmental health services.
DIVISION FOCUS
The Support Services Division includes the Support Services Division Manager, two part-time Environmental Health Specialists, one full-time Code Compliance Specialist, two part-time Business Licensing Clerks, three part-time Community Service Officers
and a seasonal Environmental Health Tech.
The Support Services Division performs six major functions for the City. They are:
• Environmental Health Code Enforcement
• Animal Control
• Business Licensing
• Public Health Services
• Food/Pool/Lodging Inspection Services
• Liaison to the Richfield Advisory Board of Health (Citizens Commission)
The division is responsible for responding to complaints received concerning
environmental health code violations of private and public property. Staff also
proactively monitors for common code violations. The division is also responsible for all animal control functions in the community which is handled by a supervisor and three part-time employees. Additionally, the division provides business licensing functions for the City including the licensing and inspection of all food/pool/lodging establishments
and all liquor/wine/beer establishments in the City. This is also staffed with two part-
time job share employees.
The division, for 46 years now, provides health services to the residents of Richfield through a contract with the Bloomington Public Health Department. The division also provides a staff liaison to the Richfield Advisory Board of Health, which makes policy
recommendations to the City Council.
Staff continues to respond to more than 1,400 complaints/pro-actives a year for environmental health violations while utilizing two part-time staff that job share to conduct case management. The Community Service Officer is the field inspector for environmental health complaints along with conducting other traditional CSO duties of
animal control, assisting patrol, errands and minor traffic violations, etc. This position is
77
also part-time.
In 2023, the division was able to hire an ARPA-funded CSO to assist with the increase in property maintenance complaints and vacant properties.
2023 HIGHLIGHTS
• Public Health departments across the state have seen an unprecedented increase in grant funding and legislative appropriation in the last year. Funding has been
provided for opioid remediation, workforce infrastructure and equity/mental health
initiatives.
• Support Services will be implementing a new software system to handle environmental health and business licensing needs.
• Staff is anticipating the passage of a flavored product ban and cap on tobacco licenses in 2023.
• Staff are seeing a significant increase in the number of vacant properties and
hoarded homes in the city.
• Opioid remediation work and CDC infrastructure work has begun in Richfield.
• Adult Use Cannabis and ECP policy work has begun.
2024 STRATEGIC PRIORITIES/DESIRED OUTCOMES
• 1C,4B: Cross-train staff in Environmental Health and Business Licensing
• 1C: Continue to update relevant City Code
• 4B: All staff trained in Citizenserve by Qtr.1 2024.
• 5A: Appropriate public health funds to reduce racial inequities and barriers for all
DIVISION EXPENDITURE COMMENT
Most of the division’s expenditures are employee salaries. Three staff are still stepping
in their pay plan while six have reached their maximum salary. Additionally, the food/pool/lodging inspection contract the City of Richfield has with the City of Bloomington continues to increase annually at 3%.
Richfield, along with the City of Edina agreed to a shared services budget to cover the
city’s share of administration, planning and internal service charges that the City of
Bloomington has been covering over the last several years. This will be an ongoing charge for the foreseeable future. The increase in 2024 is expected to be roughly $16,000.
78
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Support Services - 10300BUSINESS UNIT:
Personal Services
6005 197,732 198,177 200,406 208,026Full Time $$$$
6006 212,452 248,986 249,397 311,532Part-time
6007 210 - - 8,587Seasonal
6009 - 500 500 500Overtime
6031 24,058 28,199 30,526 29,591Employer Social Security
6032 5,627 6,596 7,139 6,920Employer Medicare
6033 30,756 34,224 37,195 36,157Employer Pera
6035 43,509 45,275 66,170 81,741Medical Insurance
6036 1,446 1,446 1,446 1,446Dental Insurance
6037 119 80 80 85Term Life
6038 456 470 470 470Workers Compensation
6040 344 351 353 368Long Term Disability
564,304 593,682 685,423516,709Personal Services Total $$ $$
Other Services & Charges
6103 524,346 528,724 506,664 532,930Professional Services -General $$$$
6202 37,204 38,681 38,681 50,842Data Processing Rental
6204 20,016 20,820 20,820 21,650Motor Pool Operating Rental
6207 12,630 13,140 13,140 13,530Utility Services
6301 756 900 800 800Advertising & Publication
6302 756 750 750 750Communications
6303 70 - - - Professional Development
6305 559 576 576 594Subscriptions & Memberships
6307 8,156 2,160 2,160 2,250Insurance & Bonds
6308 760 790 790 820Property Liability
6315 1,365 750 750 750Other Contractual Services
6401 3,068 1,800 1,700 1,700Office Supplies
6402 274 300 300 300Copy Charges
6403 1,405 1,000 1,000 1,000Postage
6409 2,747 1,600 1,600 1,600Uniforms & Clothing
6513 902 1,000 1,000 1,000Other Charges
612,991 590,731 630,516615,014Other Services & Charges Total $$ $$
1,177,295 1,184,413 1,315,9391,131,723Support Services TOTAL $$ $$
79
GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Support Services - 10300BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
M-1Support Services Manager 1.00
GS-5Code Compliance Officer 1.00
1.00 1.0014Support Services Manager
1.00 1.0011Code Compliance Officer
2.00 2.00Total2.00
Part-Time Employees
GS-3Health Specialist 2.00
GS-2Business Licensing Clerk 2.00
GS-2Community Service Officer 3.00
2.00 2.009Health Specialist
2.00 2.008Business Licensing Tech
3.00 2.008Community Service Officer
7.00 6.00Total7.00
- - None $$- $
--Total $$-$
80
Department/Division
Actual Actual Budget Budget
2022 2023 2024 2025
Inputs: FT employees 2 2 2 2
# PT employees 6 6 7 7
Division expenditures 1,075,060$ 1,088,899$ 1,177,295$ 1,315,939$
Outputs:
# proactive ins. conducted 927 549 575 560
# citizen generated complaints 269 267 275 275
Effectiveness Measures:
% within 5 days 65%65%65%65%
% within 10 days 25%25%25%25%
More than 10 days 10%10%10%10%
Efficiency Measures:
# proactive ins. cond./inspector 154 92 157 112
# citizen compl. cond./inspector 89 54 54 55
Division expenditure per capita 29.06$ 29.43$ 32.23$ 35.84$
Performance Measures
Public Safety/Support Services
81
POLICE DIVISION
MISSION STATEMENT It is the Mission of the Richfield Police Department to safeguard the lives and property of the people we serve, to reduce the incidence and fear of crime, and to enhance
public safety while working with the community to improve their quality of life. The men and women of the Richfield Police Department are committed to accomplishing these goals with courage, honor, integrity, and hard work. DIVISION FOCUS
Our mission statement provides the foundation upon which all operational decisions and organizational policies are based. Under the leadership of the Public Safety Director, the Police Division works tirelessly to accomplish the mission. To effectively achieve these stated goals, the Police Division is divided into three sections:
• The Patrol Section consists of the uniformed officers patrolling the streets
of Richfield in marked police squads. These officers provide timely 24/7 police coverage to the citizens of Richfield. There are three specialty units embedded in the patrol section or available to assist the patrol section. The specialty units are one canine unit assigned to the patrol section, traffic unit, and the SWAT team. The
canine unit enhances the officer’s ability to locate offenders, persons, contraband
and/or property. The traffic unit allows flexibility in enforcement efforts and affords the patrol section the ability to focus on problem traffic areas in the city. Finally, the SWAT team provides the patrol section with the ability to respond to high-risk incidents that do not fall within the scope of routine policing.
• Officers assigned to investigation and the Special Investigative Unit (SIU). Investigations are responsible for conducting all criminal investigations in the City of Richfield. The Richfield Special Investigative Unit (SIU) proactively investigates narcotic, vice, and gang related crimes in Richfield. We also have a continued
partnership with the Hennepin County Sheriff’s Office with the Violent Offender Task
Force (VOTF)
• The Administrative Section consists of support services, Joint Community Police Partnership unit (JCPP) Embedded Social Workers, and the Crime Prevention Unit
(CPU). Support services personnel are responsible for administrative and clerical support, planning and research, processing criminal complaints and conducting statistical analyses for the police division. CPU provides citizens with the knowledge necessary to protect their person and property from becoming victimized by crime through community education and prevention programs. 2023 HIGHLIGHTS Community Relations in keeping with Council Priorities and Desired Outcomes 1a-c, 4a-b, 5a-c.
In January of 2022 we moved away from sharing a part-time social worker with the City of Edina and worked with Hennepin County to ensure our own full-time social worker at the department. We added a second social worker in April 2023 with the use of ARPA funds.
82
We also moved to new software with Tyler Technologies and the City of Edina in 2023.
This new system will be more community forward focused and provide better data
collection. Transition and train staff on new legislative laws as they relate to use of Narcan, Adult Use Cannabis, POST Board reporting and mandatory policies,
Personnel:
• In keeping with Council Priorities and Desired Outcomes 1c, 4a-b, 5a-c, we hired 3 new police officers. One of the officers is BIPOC and one is a Richfield resident
who grew up in the community.
REVISED 2023 BUDGET CHANGES
• The revised 2023 budget is slightly lower than the 2023 adopted budget. We
have had two senior sergeants retire or resign and move to the public sector and one officer did not make probation. 2024 POLICE DIVISION Priorities
• Enhance police effectiveness with additional technology upgrades and apps.
• Continue to seek out grant funding opportunities for new programs/equipment.
• In keeping with Council Priorities and Desired Outcomes 5a-c, continue to
enhance the partnership between members of the community and the police through proactive programs based on the Community Oriented Policing philosophy including community conversations.
• In keeping with Council Priorities and Desired Outcomes 1, 3, and 5, reduce
crime and increase the feeling of safety and security through a partnership between members of the community and the police department.
• In keeping with Council Priorities and Desired Outcomes 1, 3, 4, and 5, continue with our past programs and plan new programs. Develop and initiate new
programs for the community with our staff. One program is Driver’s Education for
the new Driver’s License for All legislation in collaboration with MIRA which will be taught this fall. DIVISION EXPENDITURE COMMENT
The increases in the Proposed 2024 Budget are due mainly to:
• The personal services increases for 2024 reflect collective bargaining agreement step increases. 23 employees will receive step increases.
• Now have to participate in funding of JCCP Liaison with Hennepin County.
• Increase in professional services due to transitioning to Tyler Technologies and software upgrades.
• Increase in Health Insurance, Workers Compensation, College Incentive and
PERA.
• Now have to pay a larger portion of salaries due to having two embedded social workers with Hennepin County.
83
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Police Operations - 10305BUSINESS UNIT:
Personal Services
6005 5,344,030 5,847,540 5,781,310 6,407,090Full Time $$$$
6006 160,181 181,170 163,940 174,000Part-time
6007 12,018 19,500 10,000 10,000Seasonal
6009 214,008 200,000 220,000 220,000Overtime
6011 80,801 94,330 72,320 81,320Education Pay
6031 43,640 50,270 47,510 50,370Employer Social Security
6032 80,131 83,850 84,410 93,380Employer Medicare
6033 928,774 1,008,320 1,003,470 1,112,800Employer Pera
6035 821,361 900,200 863,500 1,004,130Medical Insurance
6036 35,946 39,100 36,980 39,820Dental Insurance
6037 3,026 2,170 2,090 2,390Term Life
6038 185,100 191,580 191,580 191,580Workers Compensation
6040 9,098 10,260 10,400 11,420Long Term Disability
6051 1,694 200 200 200Interdepartmental Labor
6053 25,022 50,000 50,000 50,000Labor Services Billed
6054 (105,638) (124,330) (124,330) (165,300)Interdepartmental Labor Credit
6055 (22,510) (23,310) (23,100) (24,240)Administrative Labor Credit
6056 (38,235) (65,000) (65,000) (65,000)Labor Services Billed Credit
8,465,850 8,325,280 9,193,9607,778,447Personal Services Total $$ $$
Other Services & Charges
6103 663,593 597,810 588,610 613,260Professional Services -General $$$$
6201 128,623 80,000 120,100 103,800Rents & Leases
6202 254,630 265,730 265,730 313,490Data Processing Rental
6204 351,684 365,750 365,750 380,380Motor Pool Operating Rental
6205 15,410 30,300 40,950 41,000Maintenance & Repairs
6207 364,620 379,200 379,200 390,580Utility Services
6301 - 140 140 140Advertising & Publication
6302 7,387 6,000 6,000 6,000Communications
6303 80,736 85,000 95,000 85,000Professional Development
6305 8,255 6,000 7,500 7,500Subscriptions & Memberships
6307 97,514 60,420 60,420 62,840Insurance & Bonds
6308 19,790 20,480 20,480 21,300Property Liability
6315 400 1,500 1,000 1,000Other Contractual Services
6319 41,821 60,000 60,000 55,000Detention Costs
6401 12,144 14,500 14,500 13,500Office Supplies
6402 127 1,200 500 500Copy Charges
6403 1,295 1,400 1,400 1,400Postage
6409 57,127 70,000 76,000 73,000Uniforms & Clothing
6414 95,019 88,000 86,100 77,700Other Supplies
2,133,430 2,189,380 2,247,3902,200,175Other Services & Charges Total $$ $$
10,599,280 10,514,660 11,441,3509,978,622Police Operations TOTAL $$ $$
84
GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Police Operations - 10305BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-5BPublic Safety Director 1.00
- - M-4Deputy Director 1.00
- - PS-5Lieutenant 3.00
- - PS-4Sergeant 8.00
- - PS-2Police Officer 33.00
- - GS-5ERecords Supervisor 1.00
- - GS-5ECivilian Crime Prevention Specialist 1.00
- - GS-5Police IT Specialist .80
- - GS-5EAdministrative Assistant/Analyst 1.00
- - GS-4Records Technician 1.00
- - GS-2Senior Office Assistant 2.00
- - GS-5Police Video Specialist 1.00
1.00 1.0021Public Safety Director -
1.00 1.0018Deputy Director -
3.00 3.00PS-5Lieutenant -
8.00 8.00PS-4Sergeant -
34.00 35.00PS-2Police Officer -
1.00 1.0012Records Supervisor -
1.00 1.0010Crime Prevention Specialist -
.80 .8012IT Technician II -
1.00 1.0012Analyst-
1.00 1.0010Records Technician -
2.00 2.008Senior Office Asst -
1.00 1.0010Police Data & Media Specialist -
54.80 55.80Total53.80
Part-Time Employees
- - GS-2Senior Office Assistant 4.00
4.00 4.008Senior Office Asst -
4.00 4.00Total4.00
- - None $$- $
--Total $$-$
85
Department/Division
Actual Actual Budget Budget
2022 2023 2024 2025
Inputs:
Number of full time employees 57.80 57.80 58.80 59.80
Division Expenditures 9,402,982$ 9,844,097$ 10,599,280$ $11,398,170
Outputs:
Annual Calls for Service 35,500 36,710 36,710 37,000Crime Prevention Activities
Neighborhood Crime Watch Blocks 230 230 230 219
National Night Out - Block Parties 180 180 170 156
Traffic Enforcement - Citations 3,000 2,080 2,000 2,400
Effectiveness Measures:Crime Occurrences
Part 1
Part 2
Group A 1,500 1,700 2,000 2,140
Group B 660 720 700 700
Motor Vehicle Crashes 650 650 700 700
Efficiency Measures:
Police Call Response Time-Minutes 4.00 4.00 3.45 3.45
Expenditure per Capita 257.21$ 269.28$ 289.94$ 308.06$
Cost Per Response 264.87$ 268.16$ 288.73$ 308.06$
Performance Measures
Police Operations
86
EMERGENCY SERVICES DIVISION MISSION STATEMENT The Richfield Emergency Services Unit’s mission is to cooperate with and assist the licensed, sworn officers of the Richfield Police Department, Richfield Fire Department, and Emergency Medical Services by maintaining a state of
preparedness for disasters, community events and other emergencies. This is accomplished with professional training standards and the maintenance of emergency plans, and an Emergency Operations Center set up by the Richfield Police Department.
DIVISION FOCUS
The Richfield Police Reserve Unit
In keeping with Council Priorities and Desired Outcomes 1c, 3a, 4b-c, 5a-c, the unit is comprised entirely of citizen volunteers and was established to provide assistance to the sworn officers and command staff of the Richfield Police Department. This requires monthly training in specific areas such as patrol
tactics, traffic, crowd control, and emergency medical services. The execution of
this division focus is accomplished by spending several documented hours in active support of police operations. These programs include but are not limited to: • Little Sparkler’s Event
• High School sporting events
• Race events sponsored by various churches and Woodlake Nature Center
• Environmental Home Checks
• Vacation Home Checks – proactive measures to deal with burglaries when homeowners are away.
• Assist officers with traffic and crowd control at events, emergency call outs for disasters, crime scene protection and Toward Zero Death “TZD” enforcement events.
• Provide patrol support during busy evening and weekend hours.
• Weekly squad maintenance checks
• Traffic security during VIP visits
• Helping with community events like “Heroes and Helpers” and others. Richfield CERT Program Priorities
In keeping with Council Priorities and Desired Outcomes 1abc, 4b, and 5a-c, the Richfield Community Emergency Response Team (CERT) has over 110 citizen volunteers trained in areas of traffic control, medical triage, fire safety, and emergency sheltering.
The program holds two introductory training classes each year for new volunteers. Volunteers who pass the initial training program are formed into teams that train once a month.
87
The program has expanded on a more regional basis to include the Cities of Bloomington, Burnsville, Eden Prairie, St. Louis Park, and Minneapolis.
Bloomington.
CERT volunteers have been used to assist the city during the following events. • Traffic/Crowd Control at various events.
• Youth CERT presentations at Safety Day
• Promoting CERT and Emergency Preparedness at Nite to Unite
• Traffic Control at Urban Half Marathon
• Maintenance and command of the Mobile Operations Center (Communications Van) which is utilized as a coordination point and
headquarters for major events such as weather disasters, major crime
scenes, community events.
• Working on diversifying CERT to match community demographics.
• Work with our Ham Radio club and provide maintenance of our system. Over the past 10 years CERT has expanded into the business community as a business CERT model. Teen CERT has also been taught to children in collaboration with Safety Day to better prepare children for natural or community disasters. Emergency Management Team Priorities
In keeping with Council Priorities and Desired Outcomes 1abc, 3a, 4b, and 5a-c
the police department is now working with various schools from public to private and businesses on emergency drills and reviewing plans and providing consultation to them since the aftermath of “active shooter” incidents in the last several years. We are planning forward on Emergency Management within
priorities 1,3,4, 5a-c, using ARPA money to build our planning and exercise
capabilities out. Division Expenditure
The budget reflects personnel costs for the extra pay the Reserve Coordinator and Explorer Coordinators receive. Other costs are for uniforms, supplies, equipment, and maintenance necessary for the operation of the Division. There is a large expenditure that occurred in 2018 and 2019 when we replaced the last
six of seven warning sirens in the city. The sirens were well over 50 years old and needed replacement. The work was completed in the spring of 2019 on the new sirens. The sirens will be included in the budget until 2028. We be updating our Ham Radio equipment in 2024 that is on Woodlake Point.
88
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Emergency Services - 10315BUSINESS UNIT:
Personal Services
6009 - 10,000 10,000 10,000Overtime$$$$
6038 96 100 100 100Workers Compensation
10,100 10,100 10,10096Personal Services Total $$ $$
Other Services & Charges
6201 10,815 11,350 11,350 11,350Rents & Leases $$$$
6204 2,484 2,580 2,580 2,680Motor Pool Operating Rental
6205 5,093 9,000 9,200 9,000Maintenance & Repairs
6207 37 450 450 450Utility Services
6303 375 500 500 500Professional Development
6308 300 310 310 320Property Liability
6401 - 50 100 50Office Supplies
6409 - 1,800 3,000 2,500Uniforms & Clothing
6414 3,514 4,550 7,000 5,400Other Supplies
30,590 34,490 32,25022,618Other Services & Charges Total $$ $$
40,690 44,590 42,35022,714Emergency Services TOTAL $$ $$
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90
FIRE SERVICES
91
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
FireDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
5,618,697 5,552,889 5,744,315 6,188,977Fire$$$$11.46%10400
5,552,889 5,744,315 6,188,9775,618,697FireTOTAL$$$$11.46%
REVENUES
286,015 228,494 246,500 251,450Fire$$$$10.05%10400
FIRE
YEAR AMOUNT
2023 $5,618,697
2024B $5,552,889
2024R $5,744,315
2025 $6,188,977
$0
$1,500,000
$3,000,000
$4,500,000
$6,000,000
2023 2024B 2024R 2025
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
FIRE EXPENDITURES
92
FIRE DEPARTMENT
MISSION STATEMENT
The mission of the Richfield Fire Department (RFD) is to deliver professional services to
safeguard our community against the loss of life and property.
The RFD works to align itself with the strategic priorities and the desired outcomes set forth by the City Council and Staff.
• Provide the delivery of essential services to protect the lives and property of
Richfield residents. (EMS Response and Fire Response)
• Develop the workforce capacity to meet the changing needs of the community. (Hire and train a qualified workforce). Pilot the Alternative Response Team (ART) to see if the departments can help to fill the gaps in the EMS system.
• Provide a variety of fire prevention, safety education and loss mitigation plans and programs for the Richfield community so all residents can thrive.
• Partner closely with our neighboring fire departments and other emergency
response agencies to provide, and utilize, resources efficiently to provide the
highest level of service. (Strengthen and Maintain robust Automatic and Mutual Aid agreements)
• Department members are empowered to regard everyone as a customer and “to, do the right thing” for our customers, the residents and visitors of Richfield. (This
is the bedrock of a high-quality workforce).
DIVISION FOCUS
Two fire stations are staffed by twenty-seven career personnel 24 hours per day operating two fire engines and one rescue response unit. This increase in staffing
provides more capability for response (up to three simultaneous emergencies or to initiate definitive rescue and fire suppression at structure fires). Additionally, we will reduce the amount of overtime needed due to staffing. The Fire Chief and the two Assistant Fire Chiefs provide daily and long term administrative, operations and fire code/enforcement functions. The department strives to have at least one chief officer
available to respond 24/7 to significant incidents to support or assume incident command and to provide city administrative representation.
93
2023 HIGHLIGHTS
• Increased staffing from eight to nine person shifts!
o Ability to cover long term absences
o Increasing operational effectiveness
• Completed a complete review and revision of departmental Standard Operating
Procedures and Guidelines, including; Mission, Vision, Values, Code of Conduct, and expectations for each position within the RFD.
• Completed training of three individuals as Fire Investigators to replace current fire investigation staff and participating with the Hennepin County Fire Investigations
Team.
• Proposed a regional program for Fire Cadets
2024 DIVISION GOALS
• Continue to expand the use of technology for data and record keeping
• Continue to implement departmental Community Risk Reduction activities community-wide and build a plan for delivery of programs
• Fill/cover vacancies in department (military leave, parental leave, and injuries)
• Complete the Fire Department Strategic Plan
• Complete promotional Civil Service exam for Lieutenants and Captains eligibility
DIVISION EXPENDITURE COMMENT
The 2024 revised budget is up 3% from the 2024 adopted budget. This increase is driven by increased personnel costs (4%). The department worked to lower operating
expenses to minimize the impact of the personnel costs in 2024. Unfortunately, this is
an estimate because the IAFF L1215 contract is still in negotiations.
The 2025 proposed budget shows an overall increase of 12% over the 2024 adopted budget. The primary driver is personnel costs. The department has tried to manage the operational costs, to minimize the overall impact of the personnel costs.
94
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
FireDEPARTMENT:
Fire - 10400BUSINESS UNIT:
Personal Services
6005 2,944,759 3,080,951 3,046,394 3,361,819Full Time $$$$
6009 355,176 175,500 325,000 275,000Overtime
6013 60,406 64,330 60,000 67,000Longevity
6031 1,686 1,620 2,517 3,200Employer Social Security
6032 44,318 41,174 46,000 49,000Employer Medicare
6033 566,419 542,841 633,402 695,012Employer Pera
6035 442,666 487,633 465,807 529,957Medical Insurance
6036 20,292 21,419 21,590 23,802Dental Insurance
6037 1,653 1,190 1,250 1,560Term Life
6038 61,282 65,578 65,580 65,580Workers Compensation
6040 4,814 5,453 5,550 6,140Long Term Disability
6051 105,638 112,608 108,807 150,000Interdepartmental Labor
4,600,297 4,781,897 5,228,0704,609,109Personal Services Total $$ $$
Other Services & Charges
6103 13,626 35,000 57,500 22,500Professional Services -General $$$$
6201 48,537 52,236 54,060 48,000Rents & Leases
6202 54,820 57,089 57,088 61,787Data Processing Rental
6204 131,520 136,780 136,780 142,250Motor Pool Operating Rental
6205 21,042 25,000 20,000 20,000Maintenance & Repairs
6207 268,520 279,260 279,260 287,640Utility Services
6208 25,049 30,000 30,000 31,000800 MHz Charges
6301 20 - - - Advertising & Publication
6302 14,945 18,000 25,500 25,500Communications
6303 50,124 60,000 40,000 45,000Professional Development
6305 5,633 4,500 4,660 5,000Subscriptions & Memberships
6307 53,288 29,660 29,660 30,850Insurance & Bonds
6308 9,640 9,980 9,980 10,380Property Liability
6315 13,218 8,000 6,000 6,000Other Contractual Services
6401 1,772 3,467 3,590 3,600Office Supplies
6402 700 1,387 1,440 1,500Copy Charges
6403 9 383 400 400Postage
6409 85,327 70,000 80,500 85,000Uniforms & Clothing
6412 4,703 7,550 7,000 7,000Maint. & Const. Materials
6414 175,634 82,250 80,000 85,000Other Supplies
6523 4,787 11,050 9,000 10,000Public Education Supplies
6524 26,674 31,000 30,000 32,500EMS Supplies
952,592 962,418 960,9071,009,588Other Services & Charges Total $$ $$
5,552,889 5,744,315 6,188,9775,618,697FireTOTAL$$$$
95
GENERAL FUNDFUND:
FireDEPARTMENT:
Fire - 10400BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-5AFire Services Director/Fire Chief 1.00
- - M-3Assistant Chief 2.00
3.00 3.00FS-3Fire Captain 3.00
3.00 3.00FS-2Fire Lieutenant 3.00
22.00 22.00FS-1Firefighter 21.00
.40 - GS-4Administrative Assistant (60/40 Exec/Fire).40
1.00 1.0020Fire Services Director/Fire Chief -
2.00 2.0017Assistant Chief -
- 1.009Administrative Assistant -
31.40 32.00Total30.40
- - $$- $
--Total $$-$
96
Department/Division
Actual Actual Budget Budget
2022 2023 2024 2025
Inputs:
Number of full time employees 29.4 30.4 31.4 32
Division Expenditures 5,122,633$ 5,317,383$ 5,742,508$ 6,204,277$
Outputs:
Average Daily Staffing 6.2 6.8 6.9 6.9
Total Responses 4876 4989 5226 5336
Fire Responses 1006 1025 1044 1050
EMS Responses 3070 3964 4182 4286
Property Value Lost to Fire 745,050$ 329,658$ 1,000,000$ 1,250,000$
Effectiveness Measures:
% of Property Saved 93.0%99.5%98.3%97.9%
Property Value Saved 10,681,200$ 64,206,700$ 58,000,000$ 59,000,000$
Efficiency Measures:
Average Response Time - Minutes 4.7 4.9 4.8 4.7
Cost Per Response 1,050.58$ 1,065.82$ 1,098.83$ 1,162.78$
Average Time on Scene (MN:SC)*17:28 21:54 18:00 17:30
Expenditure per Capita 138.48$ 143.74$ 155.23$ 167.71$
Property Saved to Expenditures Ratio 2.09 12.07 10.10 9.51
*Added for 2023 Budget Cycle
Performance Measures
Fire Services/Fire
97
COMMUNITY DEVELOPMENT
98
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
86,187 83,130 65,290 67,370Community Development $$$$(18.96%)10500
276,218 331,160 333,190 347,530Planning & Zoning 4.94%10502
1,289,605 1,435,260 1,411,840 1,450,220Inspections 1.04%10505
1,849,550 1,810,320 1,865,1201,652,010Community Development TOTAL $$$$0.84%
REVENUES
16,602 22,000 50,000 15,000Community Development $$$$(31.82%)10500
1,165,614 1,344,920 1,192,750 1,498,900Inspections 11.45%10505
COMMUNITY DEVELOPMENT
YEAR AMOUNT
2023 $1,652,010
2024B $1,849,550
2024R $1,810,320
2025B $1,865,120
$0
$300,000
$600,000
$900,000
$1,200,000
$1,500,000
$1,800,000
$2,100,000
2023 2024B 2024R 2025B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
COMMUNITY DEVELOPMENT EXPENDITURES
99
COMMUNITY DEVELOPMENT DEPARTMENT
MISSION STATEMENT
The mission of the Community Development Department is to ensure and maintain a quality of life that protects the health and safety of residents, visitors, and businesses. The Department works to achieve this by providing responsible, responsive, and professional zoning administration, comprehensive planning, redevelopment services, housing program administration, inspections, marketing, and communication.
DEPARTMENT FOCUS
The 20 employees of the Community Development Department are committed to service to the community, professional integrity, and ongoing professional development. There are five primary areas of focus within the Department:
• Planning and Zoning
• Housing and Redevelopment
• Inspections
• Economic Development
• Administrative Support
The Community Development Department also serves as staff to the City Council, the Housing and Redevelopment Authority (HRA), the Economic Development Authority (EDA), and the Planning Commission.
While the funding for staff salaries and benefits are compiled in this budget, those costs are ultimately reallocated to individual City, HRA, and EDA program/project budgets. This budget ultimately reflects only building service fees and insurance fees. All other costs are included separately in those individual program/project budgets.
2024 highlights and 2025 goals are also provided separately for each individual program/project. One of the five Strategic Priorities identified by the City Council for 2023-2027 is “Community Development.” Creating a vibrant downtown, diversifying the tax base, and maintaining Richfield as an affordable place to live are desired outcomes of the Strategic Plan, all relating to the work of Community Development, the Richfield HRA, and the Richfield EDA.
DEPARTMENT EXPENDITURE COMMENT
Funding for the work of the Community Development Department is provided by the City, the Housing and Redevelopment Authority, the Economic Development Authority, the Federal Government (Section 8), and beginning in 2024, a Local Affordable Housing Allocation (LAHA) derived from sales tax revenues. The City-funded portion (Planning & Zoning and Inspections) of the 2024 Revised Budget represents a 2.1% decrease from the 2024 Approved Budget due to recalculated building service fees and technology savings realized through the transfer to the new Citizen Serve Permitting System. The
100
2025 Proposed Budget represents a 0.3% increase from the 2024 Approved Budget; the reassessment of building service fees offsetting compensation and internal IT service increases for City-funded postions.
101
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Community Development - 10500BUSINESS UNIT:
Personal Services
6005 709,807 755,560 785,480 834,810Full Time $$$$
6006 180,775 230,590 183,800 205,240Part-time
6031 52,910 60,320 60,190 63,650Employer Social Security
6032 12,374 15,180 14,080 14,890Employer Medicare
6033 65,224 73,960 79,590 77,870Employer Pera
6035 96,307 127,010 120,690 131,990Medical Insurance
6036 4,458 5,060 4,980 5,060Dental Insurance
6037 393 280 300 320Term Life
6038 612 630 630 630Workers Compensation
6040 1,070 1,340 1,410 1,480Long Term Disability
6051 61,460 63,610 63,610 66,150Interdepartmental Labor
6054 (1,185,391)(1,333,540) (1,314,760) (1,402,090)Interdepartmental Labor Credit
- - - (1)Personal Services Total $$ $$
Other Services & Charges
6103 453 430 450 470Professional Services -General $$$$
6207 69,870 72,660 54,800 56,450Utility Services
6307 14,500 8,660 8,660 9,010Insurance & Bonds
6308 1,330 1,380 1,380 1,440Property Liability
83,130 65,290 67,37086,153Other Services & Charges Total $$ $$
83,130 65,290 67,37086,152Community Development TOTAL $$ $$
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GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Community Development - 10500BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-5BCommunity Development Director 1.00
- - M-3Community Development Asst. Director 1.00
- - M1ED Manager 1.00
- - GS-6EMF Housing Administrator 1.00
- - GS-5EPlanner II 1.00
- - GS-3Assistant Planner 1.00
- - GS-4Administrative Assistant 1.00
1.00 1.0020Community Development Director -
1.00 1.0017Community Development Asst. Director -
1.00 1.0015ED Manager -
- 1.0015City Planner -
1.00 1.0014MF Housing Administrator -
1.00 - 12Planner II -
1.00 1.0010Planner I -
1.00 1.009Administrative Assistant -
7.00 7.00Total7.00
Part-Time Employees
- - GS-3MF Housing Assistant 1.00
- - GS-5Accountant (Shared F/CD)1.00
- - GS-3Community Development Technician 1.00
- - GS-5Housing Specialist 2.00
1.00 1.008MF Housing Assistant -
1.00 1.0011Accountant (Shared F/CD)-
1.00 1.007Community Development Technician -
2.00 2.0011Housing Specialist -
5.00 5.00Total5.00
- - None $$- $
--Total $$-$
103
PLANNING AND ZONING DIVISION
MISSION STATEMENT
To provide local land use administration, policy development, and guidance to
residents, local businesses, and developers. To help shape the future of Richfield
through development and implementation of long-range plans.
DIVISION FOCUS
Long range comprehensive planning for the community.
Shorter range strategy and implementation planning for specific areas.
Administration and enforcement (on a complaint-basis) of the City’s Zoning
Ordinance, including processing a variety of land use applications and reviewing
building permit applications.
2024 HIGHLIGHTS.
Successfully applied for grant funds to assist in the review of the MR-2 and MR-3
District requirements.
Advocated for legislative changes to protect the Comprehensive Planning
process.
Revised Zoning Code:
- Address changes prescribed by State Legislature (e.g. Sacred Communities,
adult-use cannabis).
- Provide additional flexibility in the use of Planned Unit Developments.
- Propose parking revisions in response to frequent issues and 2023 Council
Policy Request.
Continued to implement and fine-tune electronic plan review and new permitting
system to improve efficiency and customer service.
Continued to partner with Just Deeds to educate community on lasting impacts of
racial covenants and encourage symbolic “removal” of covenants on private
property.
Worked with developers to begin/complete approved projects throughout the City
(e.g. Aster Commons, MSP Commercial, Newton & 14th Avenue duplexes).
Worked with developers/owners to explore development opportunities (MICC,
American Legion).
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Translate frequently accessed handouts into Spanish.
Both Planners successfully passed the test necessary for American Institute of
Certified Planner (AICP) accreditation.
2025 PROGRAM GOALS
Continue to provide excellent customer service to residents and businesses.
(City Council Priority/Outcome 4b)
Continue steps necessary for full AICP accreditation of Planners. (City Council
Priority/Outcome 4a and b)
Continue to manage City’s Just Deeds Program with Community Development
Administrative and Housing staff. (City Council Priority/Outcome 5c)
Continue work with Planning Division staff to evaluate potential disparate impacts
of adopted land use regulations. (City Council Priority/Outcome 5a and c)
Continue to monitor emerging trends and best practices - recommending
ordinance changes that will keep Richfield competitive. Evaluate regulations
related to short-term rentals in response to Council Policy Request; adopt revised
MR-2 and MR-3 District Regulations, begin study of downtown overlay district.
Continue to process land use permits related to changes-in-use, renovations,
and new development. (City Council Priority/Outcome 2a and b)
Secure vehicle and begin pop-up meeting project with Communications Division.
DIVISION EXPENDITURE COMMENT
The 2024 Revised Planning and Zoning Budget represents a 0.6%; as
compensation adjustments are minor and can be absorbed in other areas.
The 2025 Proposed Budget increases 4.9% ($16,370) over the 2024 Adopted
Budget. The increase is due to an increase in staff costs (steps and insurance)
and data processing charges (IT).
105
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Planning & Zoning - 10502BUSINESS UNIT:
Personal Services
6051 241,425 262,060 264,490 276,770Interdepartmental Labor $$$$
262,060 264,490 276,770241,425Personal Services Total $$ $$
Other Services & Charges
6103 15,199 44,950 44,950 44,990Professional Services -General $$$$
6202 11,940 12,360 12,360 14,650Data Processing Rental
6204 756 100 100 110Motor Pool Operating Rental
6301 1,296 2,600 2,600 2,500Advertising & Publication
6303 2,973 4,530 4,530 3,800Professional Development
6305 1,188 1,810 1,810 2,360Subscriptions & Memberships
6401 262 400 400 400Office Supplies
6402 199 350 350 350Copy Charges
6403 434 850 700 700Postage
6409 62 150 150 150Uniforms & Clothing
6414 484 1,000 750 750Other Supplies
69,100 68,700 70,76034,793Other Services & Charges Total $$ $$
331,160 333,190 347,530276,218Planning & Zoning TOTAL $$ $$
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INSPECTIONS DIVISION
MISSION STATEMENT
To serve the citizens of Richfield (“the City”) by providing inspection services to safeguard life, health, property, and public welfare enforcing the minimum requirements of The City Code and Minnesota State Building Code.
DIVISION FOCUS
• The Inspections Division (“Inspections”) consists of nine full time and two contract employees: a Building Official, Senior Building Inspector, three Building Inspectors, Plumbing/Mechanical Inspector, Housing Inspections Technician, Permit Technician, Senior Office Assistant and two contract Electrical Inspectors. In 2025, the City will transfer electrical inspections to the State Electrical Division. Due to retirements and a shortage of electrical inspectors, it is no longer feasible to retain our own contract Inspectors.
• Administer and enforce city ordinances relating to building code requirements including building, plumbing, heating, ventilation, air conditioning, and electrical.
• Perform Point of Sale and Rental Inspections.
• Inspections staff spend significant time advising homeowners managing their own remodeling or additions, and work closely with homeowners and landlords during Point of Sale and Rental inspections.
2024 HIGHLIGHTS
• Implemented a new building permit software program (“Citizenserve”) to increase productivity; making it easier for customers to obtain permits and monitor the status of their inspections. The software benefits additional City of Richfield departments by providing them access to details for all addresses within the City.
• Inspections of rental properties normalized back to pre-pandemic levels. Citizenserve has improved scheduling and tracking
• Prioritized digitizing paper records into laserfiche making it more efficient to access legacy plans and records.
• Prioritizing becoming paper-free for long-term efficiency and sustainability purposes.
• Two staff members successfully passed State tests for higher levels of certification.
2025 INSPECTION DIVISION GOALS
• Complete transition to Citizenserve for all City departments. Inspections will support the departments to ensure scalability and consistency across the City.
• Continue to maintain the quality of homes and buildings within the City by eliminating
107
potential safety concerns via building inspections and enforcing the Minnesota State Building Code.
• Continue a close working relationship with the Fire Department, Support Services, Public Safety, Public Works, and other departments within the City to effectively implement programs that affect the residents of Richfield.
DIVISION EXPENDITURE COMMENT
• Significant savings have been realized with the implementation of Citizenserve. Despite significant increases in staff costs, the 2025 budget reflects only a 1% increase in expenses from the 2024 adopted.
108
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Inspections - 10505BUSINESS UNIT:
Personal Services
6005 764,651 812,060 834,210 861,890Full Time $$$$
6031 44,864 50,050 50,400 52,730Employer Social Security
6032 10,492 11,710 11,790 12,330Employer Medicare
6033 56,356 60,910 61,650 64,640Employer Pera
6035 110,098 126,990 122,180 138,110Medical Insurance
6036 5,965 6,510 6,260 6,510Dental Insurance
6037 499 360 360 380Term Life
6038 10,404 10,760 10,760 10,760Workers Compensation
6040 1,430 1,440 1,450 1,530Long Term Disability
6051 19,300 28,980 24,410 30,280Interdepartmental Labor
1,109,770 1,123,470 1,179,1601,024,059Personal Services Total $$ $$
Other Services & Charges
6103 93,200 135,000 100,000 80,000Professional Services -General $$$$
6201 359 - 420 420Rents & Leases
6202 68,570 70,970 71,630 68,090Data Processing Rental
6204 17,100 17,780 17,780 18,490Motor Pool Operating Rental
6207 26,460 27,520 27,520 28,350Utility Services
6301 70 100 100 100Advertising & Publication
6302 3,761 5,000 5,000 5,000Communications
6303 7,300 7,000 7,000 8,000Professional Development
6305 640 1,000 750 750Subscriptions & Memberships
6307 16,313 9,740 9,740 10,130Insurance & Bonds
6308 2,350 2,430 2,430 2,530Property Liability
6401 3,741 5,000 4,000 4,000Office Supplies
6402 366 750 500 500Copy Charges
6403 1,217 1,000 1,000 500Postage
6409 906 2,500 2,500 2,500Uniforms & Clothing
6414 659 3,700 2,000 3,700Other Supplies
6513 22,535 36,000 36,000 38,000Other Charges
325,490 288,370 271,060265,547Other Services & Charges Total $$ $$
1,435,260 1,411,840 1,450,2201,289,606InspectionsTOTAL$$ $$
109
GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Inspections - 10505BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-2Chief Building Official 1.00
- - GS-6ESenior Building Inspector 1.00
- - GS-6Trade/Building Inspector 4.00
- - GS-3Permit Technician 1.00
- - GS-3Housing Inspections Clerk 1.00
- - GS-2Senior Office Assistant 1.00
1.00 1.0016Chief Building Official -
1.00 1.0013Senior Building Inspector -
4.00 4.0012Trade/Building Inspector -
1.00 1.009Permit Technician -
1.00 1.008Housing Inspections Technician -
1.00 1.008Senior Office Assistant -
9.00 9.00Total9.00
- - None $$- $
--Total $$-$
110
Department/Division Community Development/Inspections
Actual Actual Actual Actual Adopted Budgeted
2020 2021 2022 2023 2024 2025
Inputs:
Number of full time employees 9.00 9.00 9.00 9.00 9.00 9.00
Division Expenditures 1,281,725$ 1,365,631$ 1,279,528$ 1,386,753$ 1,428,550$ 1,450,220$
Division Revenues 2,099,064$ 2,106,359$ 1,593,477$ 1,151,573$ 1,344,300$ 1,498,900$
Outputs:
No. of Inspections Performed 7,526 6,315 6,605 6,003 6,000 6,300
No. of Permits Issued 5,753 4,265 4,627 4,533 4,000 4,600
Valuation of Building Permits 101,830,626$ 123,669,092$ 87,243,342$ 38,883,638$ 50,000,000$ 75,000,000$
Point of Sale Inspections Performed 483 1,047 694 550 600 600
Rental Unit Inspections Performed 1,065 1,796 695 3,200 2,500 3,500
Effectiveness Measures:
Request for Building Inspection
Response Time
% within 24 hours 98.00% 98.00% 98.00% 98.00% 98.00% 98.00%
% within 72 hours 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Request for Point of Sale Inspection
% within 48 hours 60.00% 60.00% 60.00% 60.00% 60.00% 60.00%
% within 120 hours 95.00% 95.00% 95.00% 95.00% 95.00% 95.00%
Efficiency Measures:
No. of Building Inspections per
Inspector 3,010 2,526 2,642 2,001 2,000 2,100
No. of POS/rental unit inspections
per Inspector 774 1,422 695 1,875 1,550 2,050
Revenue per Capita 58.24$ 58.54$ 44.29$ 32.01$ 37.36$ 41.66$
Expenditure per Capita 35.56$ 37.96$ 35.56$ 38.54$ 39.71$ 40.31$
Performance Measures
111
PUBLIC WORKS
112
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
232,294 212,440 212,460 220,960PW Administration $$$$4.01%10600
653,214 567,180 567,230 589,560Engineering 3.95%10605
2,701,940 2,763,140 2,802,020 2,739,570Street Maintenance (0.85%)10610
1,476,731 1,639,360 1,638,180 1,703,060Park Maintenance 3.89%10615
5,182,120 5,219,890 5,253,1505,064,179Public Works TOTAL $$$$1.37%
REVENUES
48,540 106,500 40,500 40,500Engineering$$$$(61.97%)10605
673,693 652,000 690,000 448,080Street Maintenance (31.28%)10610
169 - - - Park Maintenance - 10615
PUBLIC WORKS
YEAR AMOUNT
2023 $5,064,179
2024B $5,182,120
2024R $5,219,890
2025B $5,253,150
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2023 2024B 2024R 2025B
E
X
P
E
N
D
I
T
U
R
E
S
YEARS
PUBLIC WORKS EXPENDITURES
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PUBLIC WORKS ADMINISTRATION DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for our
community by offering the highest standards in essential municipal services and providing them in a timely, responsible and professional manner.
DIVISION FOCUS
The Public Works Administration Division is responsible for overseeing delivery of public
capital improvement projects, ongoing maintenance and operations of the Public Works
divisions, and engaging in and contributing to the regional discussions surrounding emerging public works issues (e.g., regional transportation projects impacting Richfield; storm water quality management; water supply; environmental issues; and public education and engagement.)
2024 HIGHLIGHTS
• Managed social media communications and public outreach for street reconstruction projects and projects in design (City Council Priority/Outcome 1b & 3a).
• Completed administration of ARPA-funded EAB Tree Removal Assistance Program
which financially assisted qualifying residents w/ private Ash removals (City Council Priority/Outcome 1b, 3b-c & 5c).
• Worked extensively with Engineering and Utilities divisions to roll-out enhanced
communications and engagement campaigns related to “Richfield Drives 25” and
RichWater “Trust the Tap” (City Council Priority/Outcome 1a, 3a, 5a & 5c).
• Continued to support Engineering staff and Hennepin County’s team to determine the future for Nicollet Avenue (City Council Priority/Outcome 2a, 3a, 5a & 5c).
• Continued to cooperate with MnDOT and represent Richfield’s interests related to the “Phase 1” I-494 corridor improvements and future “Phase 2” construction project (City Council Priority/Outcome 3a-c, 5a & 5c).
2025 DIVISION GOALS
• Continue to utilize Public Work’s outreach mediums/social media outlets to promote ongoing and upcoming infrastructure projects and public works initiatives (City Council Priority/Outcome 1b & 3a).
• Work with elected officials to further the conversation around limits to the cost-share
burden that State and County projects unilaterally place upon municipalities (City Council Priority/Outcome 2c, 3a-b & 5c).
• Pursue external funding solutions via grants to help supplement current funding for
critical needs within the entire department like EAB mitigation, utility replacement, and ADA compliance (City Council Priority/Outcome 2c, 3a-b & 5a).
• Continue to support Engineering staff and Hennepin County’s team as we move towards the 2026 reconstruction of Nicollet Avenue (City Council Priority/Outcome
2a, 3a, 5a & 5c).
• Support Engineering staff as they represent Richfield’s interests related to the “Phase
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1” I-494 corridor improvements and future “Phase 2” construction project (City Council Priority/Outcome 3a-c, 5a & 5c).
DIVISION EXPENDITURE COMMENT
The 2024 Revised Budget reflects no increase from the 2024 Adopted Budget.
The 2025 Proposed Budget reflects a 4.0% increase from the 2024 Adopted Budget
due to increases in personnel services and data processing rental charges (6202).
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
PW Administration - 10600BUSINESS UNIT:
Personal Services
6005 265,855 269,740 273,570 288,530Full Time $$$$
6031 15,457 16,460 16,960 17,900Employer Social Security
6032 3,721 3,850 3,970 4,180Employer Medicare
6033 19,297 20,030 20,320 21,440Employer Pera
6035 25,104 26,420 26,320 28,290Medical Insurance
6036 1,446 1,420 1,450 1,450Dental Insurance
6037 119 80 80 90Term Life
6038 144 140 140 140Workers Compensation
6040 380 470 480 510Long Term Disability
6054 (135,000) (172,000) (176,580) (192,340)Interdepartmental Labor Credit
166,610 166,710 170,190196,523Personal Services Total $$ $$
Other Services & Charges
6103 2,589 7,510 7,510 7,520Professional Services -General $$$$
6202 12,470 12,910 12,910 17,910Data Processing Rental
6302 1,440 2,500 2,500 2,500Communications
6303 4,116 8,040 7,960 7,960Professional Development
6305 566 820 820 710Subscriptions & Memberships
6307 3,625 2,160 2,160 2,250Insurance & Bonds
6308 760 790 790 820Property Liability
6401 3,934 5,000 5,000 5,000Office Supplies
6402 2,351 2,250 2,250 2,250Copy Charges
6403 2,172 1,000 1,000 1,000Postage
6414 1,748 2,850 2,850 2,850Other Supplies
45,830 45,750 50,77035,771Other Services & Charges Total $$ $$
212,440 212,460 220,960232,294PW Administration TOTAL $$ $$
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GENERAL FUNDFUND:
Public WorksDEPARTMENT:
PW Administration - 10600BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-5BPW Director 1.00
- - GS-5EAdministrative Aide/Analyst 1.00
1.00 1.0020PW Director -
1.00 1.0013Senior Analyst -
2.00 2.00Total2.00
- - None $$- $
--Total $$-$
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ENGINEERING DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for our community by offering the highest standards in essential municipal services and providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To provide planning, design, and construction management support for Public Works operations, construction, and maintenance projects. Conducting plan reviews for permits and developers with a focus on protecting the City’s interest in the public rights-of-way. Specifically, to:
• Maintain record drawings of the City’s existing infrastructure and provide guidance to any proposed changes that would impact that infrastructure.
• Manage permitted work within the public rights-of-way including utility work, small cell installations, private redevelopment impacts, and excavation/obstruction permits.
• Provide an investment plan for sustainable and resilient delivery of critical services through a proactive asset management approach.
• Identify and pursue outside funding sources for capital improvement projects.
• Develop and administer the department’s Sweet Streets® capital improvement and maintenance projects and work cooperatively with Hennepin County on the reconstruction of their arterials through the City.
• Represent Richfield’s interests in regional transportation planning and construction projects.
• Manage storm water related issues within the City through tracking and coordination between departments regarding the Storm Water Pollution Prevention Program and review of redevelopment plans for storm water regulation compliance and permitting.
• Provide staff support for the Transportation Commission.
2024 HIGHLIGHTS
• Implemented the reduction of speed limits on City roads through the Richfield Drives 25 campaign (City Council Priority/Outcome 3a, 5a & 5c).
• Continued administration of the pavement management plan to protect the major investment into the residential Mill & Overlay program (City Council Priority/Outcome 3a-b).
• Construct the Safe Routes to School 71st Street sidewalk project (City Council Priority/Outcome 3a-b, 5a & 5c).
• Design and construct the 66th St/Richfield Parkway intersection improvements project (City Council Priority/Outcome 3a-b & 5a).
• Provided technical review and construction inspection services for private redevelopment projects throughout the City, specifically as they relate to rights-of-way, utility, and storm water impacts (City Council Priority/Outcome 2b & 3c).
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• Represented Richfield’s interests and coordinated with the City Council related to the future I-494 corridor planning (City Council Priority/Outcome 3a-c, 5a & 5c).
• Continued planning and design collaboration with Hennepin County on the reconstruction of Nicollet Avenue (City Council Priority/Outcome 1b, 3a-b, 5a & 5c).
• Successfully obtained grant awards for several capital projects throughout the City (City Council Priority/Outcome 2c, 3a-c, 4b, 5a & 5c).
• Finalized implementation of Citizenserve permitting system for right-of-way permitting (City Council Priority/Outcome 1b-c & 4b).
2025 DIVISION GOALS
• Construct the Safe Routes to School 73rd St Street trail project (City Council Priority/Outcome 3a-b, 5a & 5c).
• Construct the Safe Routes to School 70th St Street trail project (City Council Priority/Outcome 3a-b, 5a & 5c).
• Continue to identify and pursue grant funding sources for capital improvement projects (City Council Priority/Outcome 2c, 3a-c, 4b, 5a & 5c).
• Investigate opportunities for dedicated funding for active transportation and transportation safety improvements (City Council Priority/Outcome 3a-b, 5a & 5c).
• Begin planning and design with Hennepin County for the full reconstruction of Penn Avenue (City Council Priority/Outcome 1b & 3a).
• Complete final design for the reconstruction of Nicollet Avenue in collaboration with Hennepin County (City Council Priority/Outcome 1b, 3a-b, 5a & 5c).
• Continue to coordinate with MnDOT and represent Richfield’s interests related to the I-494 corridor improvements (City Council Priority/Outcome 3a-c, 5a & 5c).
• Continue to address roadblocks for pedestrians and bicyclists by engaging with the public to understand where opportunities exist (City Council Priority/Outcome 3a, 3c, 5a & 5c).
DIVISION EXPENDITURE COMMENT
The 2024 Revised Budget reflects a 0.0% increase in expenditures from the 2024 Adopted Budget. $111,000 in MSA revenues are expected to be transferred into the division.
The 2025 Proposed Budget reflects a 3.94% increase from the 2024 Adopted Budget, due primarily to increases in personnel services, including the budgeted addition of a temporary, full-time Project Engineer to meet forthcoming project needs. $119,500 in MSA revenues are expected to be transferred into the division.
119
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Engineering - 10605BUSINESS UNIT:
Personal Services
6005 461,951 495,870 540,150 621,940Full Time $$$$
6007 6,808 7,620 10,710 11,330Seasonal
6009 328 2,400 2,400 2,400Overtime
6031 27,033 30,600 34,150 39,260Employer Social Security
6032 6,322 7,160 7,990 9,180Employer Medicare
6033 33,165 36,250 40,510 46,650Employer Pera
6035 63,520 71,130 72,660 85,190Medical Insurance
6036 3,374 3,590 3,980 4,340Dental Insurance
6037 286 200 220 250Term Life
6038 5,916 6,120 6,120 6,120Workers Compensation
6040 757 860 960 1,100Long Term Disability
6054 (173,064) (298,000) (331,000) (449,500)Interdepartmental Labor Credit
363,800 388,850 378,260436,396Personal Services Total $$ $$
Other Services & Charges
6103 121,597 90,230 70,230 115,240Professional Services -General $$$$
6202 52,240 54,070 54,070 39,360Data Processing Rental
6204 10,476 10,900 10,900 11,340Motor Pool Operating Rental
6302 3,585 4,700 4,700 4,700Communications
6303 11,473 16,670 13,670 15,970Professional Development
6305 1,132 7,850 10,850 10,470Subscriptions & Memberships
6307 5,438 5,410 5,410 5,630Insurance & Bonds
6308 1,010 1,050 1,050 1,090Property Liability
6315 63 - - - Other Contractual Services
6401 160 - - - Office Supplies
6403 456 - - - Postage
6409 194 - - - Uniforms & Clothing
6414 8,994 12,500 7,500 7,500Other Supplies
203,380 178,380 211,300216,818Other Services & Charges Total $$ $$
567,180 567,230 589,560653,214EngineeringTOTAL$$ $$
120
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Engineering - 10605BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-3City Engineer 1.00
- - M-2Transportation Engineer 1.00
- - GS-6Cvil Engineer 1.00
- - GS-4Engineer Assistant 1.00
- - M-1Project Engineer 1.00
1.00 1.0017City Engineer -
1.00 1.0015Transportation Engineer -
2.00 2.0014Project Engineer -
1.00 1.0013Civil Engineer -
1.00 1.0010Engineering Assistant -
6.00 6.00Total5.00
- - None $$- $
--Total $$-$
121
Department/Division
Actual Actual Budget Budget
2022 2023 2024R 2025P
Inputs:
Number of full time employees 5.0 5.0 5.0 5.0
Total General Fund expenditures 478,840$ 653,214$ 567,203$ 589,550$
Outputs:
Number of engineering contracts 3 3 4 2
Value of engineering contracts $1,040,000 $143,000 $291,000 $85,000
Number of construction projects 3 2 4 5
Value of construction projects $10,796,000 $1,074,000 $881,000 $1,921,000
Effectiveness Measures:
Value of change orders $90,150 $27,700 $0 $0
% of project costs (goal <5%) 0.8% 2.6% 0.0% 0.0%
Number of right-of-way permits issued/inspected 169 223 180 200
Number of small cell permits issued 1 0 5 5
Efficiency Measures:
% of GF expenditures to construction projects 4.4%60.8%64.4%30.7%
% of consultant contracts to construction projects 9.6%13.3%33.0%4.4%
Expenditure per Capita $12.94 $17.66 $15.33 $15.94
Performance Measures
Public Works/Engineering
122
STREET MAINTENANCE DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for our community by offering the highest standards in essential municipal services and providing
them in a timely, responsible and professional manner.
DIVISION FOCUS
To provide pavement management, street signage, signal lights, streetlights, asphalt patching, ice control, and snow removal. These programs are necessary to ensure the citizens of Richfield have a safe, efficient, and reliable transportation system.
The Street Maintenance Division also protects Richfield’s urban forest and existing tree
canopy through tree inspections, monitoring both public and private trees, tree removal, trimming, and replacing trees on the boulevard as they are removed.
2024 HIGHLIGHTS
• Continued assistance with private property diseased/hazardous tree removals using
the assessment option for paying removal costs (City Council Priority/Outcome 1b, 3a & 5c).
• Awarded a USDA Forest Service Urban and Community Forestry Inflation Reduction
Act Grant to enhance urban tree canopy by focusing all planting efforts on the
southeast corner of the city in the census tracts identified by CEJST as disadvantaged communities, contributing to the goals of Justice40. (City Council Priority/Outcome 1b, 3a, 3c, 5a & 5c).
• Continue to apply grant funding to combat the effects of EAB to public and private
trees (City Council Priority/Outcome 1b, 3a-b & 5c).
2025 DIVISION GOALS
• Create an inventory of pavement markings to establish a replacement program (City
Council Priority/Outcome 1b & 3a-b).
• Reassess the Emerald Ash Borer injection program to ensure it is meeting the goals of preserving the health of the City’s boulevard trees (City Council Priority/Outcome 1a-b, 3a & 3c).
• Continue to apply grant funding to combat the effects of EAB to public and private trees (City Council Priority/Outcome 1b, 3a-b & 5c).
DIVISION EXPENDITURE COMMENT
The 2024 Revised Budget reflects a 1.41% increase from the 2024 Adopted Budget.
The major contributing factors are:
• Streetlight energy costs being removed from the budget (6207) and assigned to a new street light user fee special revenue fund; and
123
• Inclusion of upfront costs related to a grant award to combat the effects of Emerald Ash Borer (6315) which will be 100% recouped upon receipt of the grant
money.
The 2025 Proposed Budget reflects 0.85% decrease from the 2024 Adopted Budget. Contributing factors are again:
• Streetlight energy costs being removed from the budget (6207); and
• Second year Inclusion of upfront costs related to a grant award to combat the effects of Emerald Ash Borer (6315) which will be 100% recouped upon receipt of the grant money.
Though the overall budget shows a decrease data processing rental charges (6202)
and additional contractual services (6315) for landscaping and median maintenance in
the public rights-of-way have been increased.
124
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Street Maintenance - 10610BUSINESS UNIT:
Personal Services
6005 1,128,372 1,100,180 1,112,250 1,162,450Full Time $$$$
6007 5,569 33,930 43,520 44,720Seasonal
6009 22,846 20,000 20,000 20,000Overtime
6031 67,761 67,460 70,170 73,320Employer Social Security
6032 15,847 16,270 16,410 17,150Employer Medicare
6033 84,480 82,270 82,290 86,050Employer Pera
6035 184,200 190,620 187,660 202,820Medical Insurance
6036 9,734 9,630 9,570 9,620Dental Insurance
6037 813 530 600 640Term Life
6038 37,716 39,040 39,040 39,040Workers Compensation
6040 1,943 1,940 1,940 2,030Long Term Disability
6054 (166,086) (116,860) (123,260) (123,260)Interdepartmental Labor Credit
1,445,010 1,460,190 1,534,5801,393,195Personal Services Total $$ $$
Other Services & Charges
6103 21,582 15,960 15,960 15,990Professional Services -General $$$$
6202 11,190 14,270 14,270 38,590Data Processing Rental
6204 442,308 460,000 460,000 478,400Motor Pool Operating Rental
6205 30,454 15,800 15,800 15,800Maintenance & Repairs
6207 325,558 332,000 - - Utility Services
6209 37,454 69,100 84,700 62,000Utility Lighting
6301 327 240 240 240Advertising & Publication
6302 12,202 8,800 14,000 15,000Communications
6303 10,450 12,440 12,440 12,440Professional Development
6305 244 180 180 180Subscriptions & Memberships
6307 22,385 14,410 14,410 14,990Insurance & Bonds
6308 3,500 3,620 3,620 3,760Property Liability
6315 268,439 205,450 592,750 392,140Other Contractual Services
6403 24 - - - Postage
6409 10,490 11,000 11,000 11,000Uniforms & Clothing
6410 7,553 6,000 6,000 6,000Small Tools & Parts
6411 69,051 90,000 50,000 90,000Salt
6412 22,064 43,450 32,250 34,450Maint. & Const. Materials
6414 2,528 1,310 1,310 1,310Other Supplies
6415 10,942 14,100 12,900 12,700Sign Parts & Supplies
1,318,130 1,341,830 1,204,9901,308,745Other Services & Charges Total $$ $$
2,763,140 2,802,020 2,739,5702,701,940Street Maintenance TOTAL $$ $$
125
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Street Maintenance - 10610BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-4Deputy Public Works Director .75
- - M-1Operations Supervisor 1.00
- - GS-4Forester 1.00
- - GS-2Senior Office Assistant .35
10.00 10.00LT-1Public Works Worker 10.00
- - GS-6GIS Coordinator .20
.75 .7518Deputy Public Works Director -
1.00 1.0014Operations Supervisor -
1.00 1.0010Forester-
.35 .358Senior Office Assistant -
.20 .2012GIS Coordinator -
13.30 13.30Total13.30
- - None $$- $
--Total $$-$
126
Department/Division
Actual Actual Budget Budget
2022 2023 2024R 2025P
Inputs:
Number of Full-Time Employees 13.3 13.3 13.3 13.3
Division Expenditures 2,691,361$ 2,701,940$ 2,802,024$ 2,739,571$
Outputs:
Number of City-Owned Street Lights 3,459 3,510 3,510 3,600
Work Orders for Street Light Out 206 174 220 220
Annual Number of Trees Removed 721 765 700 500
Annual Number of Trees Planted 200 321 423 600
Tree Trimmings-Routine 219 245 200 200
Effectiveness Measures:
Days to Repair Street Light After
Request 11.0 6.1 6.0 6.0
Average Days to Complete After Tree 11 15 15 15
Service Request Received
Efficiency Measures:
Cost to Operate Street Lights 331,041$ 325,558$ 332,000$ 332,000$
Cost to Maintain Street Lights 52,136$ 37,454$ 84,700$ 62,000$
Total Cost to Operate and Maintain 383,177$ 363,012$ 416,700$ 394,000$
Street Lights
Expenditure per Capita to Maintain
Street Lights 10.36$ 9.81$ 11.26$ 10.65$
Cost per New Tree Planted 367.53$ 213.35$ 248.48$ 220.00$
Annual Dollars Spent on New Trees 73,505$ 68,486$ 99,392$ 88,000$
Division Expenditure per Capita 72.75$ 73.04$ 75.74$ 74.05$
Performance Measures
Public Works/Street Maintenance
127
PARK MAINTENANCE DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for our community by offering the highest standards in essential municipal services and providing
them in a timely, responsible and professional manner.
DIVISION FOCUS
To maintain and repair Richfield’s 21 park areas that provides space and facilities for leisure activities. These areas vary in size from one-quarter acre (Little Bob’s Park) to over 100 acres (Veterans Memorial Park). The Park Maintenance Division is responsible
for maintaining and repairing:
• Buildings
• Play features
• Tennis/Pickleball courts
• Ballfields
• Turf areas
• Trash pick-up and disposal
• Winter maintenance of sidewalks/trails
The Park Maintenance Division also manages the maintenance of the 77th Street
Maintenance District.
2024 HIGHLIGHTS
• Added plantings, both annual and perennial, to park areas (City Council Priority/Outcome 3a & 3c).
• Enhanced sidewalk/trail snow removal program (City Council Priority/Outcome 1b, 3a & 5c).
• Upgrades to basketball hoops at various parks (City Council Priority/Outcome 3a &
5c).
• Completion of a Park Asset Inventory to establish future Park Maintenance needs (City Council Priority/Outcome 1a-b, 3a-b, 4b, 5a & 5c).
2025 DIVISION GOALS
• Continue support of City-sponsored events such as Vehicle Day, 4th of July Celebration and “Penn Fest” at Open Streets (City Council Priority/Outcome 1a, 2a, 4b & 5b).
• Continue to identify park areas to enhance with ornamental/edible plantings (City Council Priority/Outcome 1a, 3a, 3c & 5c).
DIVISION EXPENDITURE COMMENT
The 2024 Revised Budget reflects a 0.01% decrease from the 2024 Adopted Budget.
Increases in personnel services and communications (6302) were offset by delaying
128
some planned maintenance until the park asset inventory is completed.
The 2025 Proposed Budget reflects a 3.9% increase from the 2024 Adopted Budget.
Increases in personnel services and data processing rental charges (6202) exceeded
4% and were offset by reducing expenses and efforts attributable to maintenance and repairs (6205) for 2025.
129
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Park Maintenance - 10615BUSINESS UNIT:
Personal Services
6005 542,848 614,230 632,680 666,080Full Time $$$$
6007 33,605 56,000 43,520 44,720Seasonal
6009 11,198 23,000 23,000 23,000Overtime
6013 10 - - - Longevity
6031 34,749 40,930 40,500 42,590Employer Social Security
6032 8,127 9,570 9,470 9,960Employer Medicare
6033 40,703 46,010 46,720 49,220Employer Pera
6035 118,387 122,750 127,700 137,280Medical Insurance
6036 6,025 6,150 6,150 6,150Dental Insurance
6037 447 340 340 360Term Life
6038 15,240 15,770 15,770 15,770Workers Compensation
6040 827 1,090 1,100 1,160Long Term Disability
6054 (53,691) (24,750) (31,150) (31,150)Interdepartmental Labor Credit
911,090 915,800 965,140758,475Personal Services Total $$ $$
Other Services & Charges
6103 15,536 13,830 13,830 13,850Professional Services -General $$$$
6202 5,100 5,630 5,630 10,630Data Processing Rental
6204 236,124 245,560 245,560 255,380Motor Pool Operating Rental
6205 56,245 116,670 106,670 103,670Maintenance & Repairs
6207 115,813 147,460 147,460 147,460Utility Services
6302 6,642 5,630 11,240 11,240Communications
6303 12,646 10,310 10,310 10,310Professional Development
6305 - 100 100 100Subscriptions & Memberships
6307 27,164 51,110 51,110 53,150Insurance & Bonds
6308 3,860 4,000 4,000 4,160Property Liability
6310 - 200 200 200Taxes & Licenses
6315 125,255 65,400 63,900 65,400Other Contractual Services
6403 3 - - - Postage
6409 13,726 10,600 10,600 10,600Uniforms & Clothing
6410 10,122 2,000 2,000 2,000Small Tools & Parts
6412 9,572 7,500 7,500 7,500Maint. & Const. Materials
6414 80,448 42,270 42,270 42,270Other Supplies
728,270 722,380 737,920718,256Other Services & Charges Total $$ $$
1,639,360 1,638,180 1,703,0601,476,731Park Maintenance TOTAL $$ $$
130
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Park Maintenance - 10615BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-1Operations Supervisor .50
8.00 8.00LT-1Public Works Worker 8.00
.50 .5014Operations Supervisor -
- - -
8.50 8.50Total8.50
- - None $$- $
--Total $$-$
131
Department/Division
Actual Actual Budget Budget
2022 2023 2024R 2025P
Inputs:
Number of full time employees 8.5 8.5 8.5 8.5
Division Expenditures 1,520,611$ 1,476,731$ 1,638,179$ 1,703,067$
Outputs:
No. of Parks Maintained 21 21 21 21
No. of Athletic Fields 24 24 24 24
No. of Games on Athletic Fields 1749 2200 2500 2500
Effectiveness Measures:
Games Not Played Due to
Weather-Related Field Conditions 0 0 10 10
Efficiency Measures:
Average Cost to Maintain Each Park 72,410.05$ 70,320.52$ 78,008.52$ 81,098.43$
Cost to Maintain Parks per Capita 41.10$ 39.92$ 44.28$ 46.04$
Performance Measures
Public Works/Park Maintenance
132
RECREATION SERVICES
133
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
550,934 500,190 506,108 516,567Recreation Administration $$$$3.27%17000
845,550 1,157,455 1,140,839 1,226,363Recreation 5.95%17501
656,448 668,392 678,601 731,660Wood Lake Nature Center 9.47%18000
2,326,037 2,325,548 2,474,5902,052,932Recreation Services TOTAL $$$$6.39%
REVENUES
(10)- - - Recreation Administration $$$$ - 17000
11 233,850 270,750 252,650Recreation 8.04%17501
46 119,360 125,640 100,650Wood Lake Nature Center (15.68%)18000
YEAR AMOUNT
2023 $2,052,932
2024B $2,326,037
2024R $2,325,548
2025B $2,474,590
$0
$300,000
$600,000
$900,000
$1,200,000
$1,500,000
$1,800,000
$2,100,000
$2,400,000
2023 2024B 2024R 2025B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
RECREATION SERVICES EXPENDITURES
134
RECREATION SERVICES ADMINISTRATION MISSION STATEMENT Richfield Parks and Recreation encourages a happy, healthy, and connected community by providing inclusive recreational experiences that promote physical activity, mental wellness, and social belonging. DIVISION FOCUS
The Recreation Services Administration Division provides support for the Recreation Services Department, which includes Wood Lake Nature Center, Recreation Programs and Athletics, Ice Arena, Outdoor Pool, Honoring All Veterans Memorial, Band Shell, Mini-Golf, and the Sustainability divisions (organics, recycling, and sustainability). The Administrative
Division also contains items related to parks planning and development. 2024 HIGHLIGHTS
• Hired a Solid Waste Coordinator to assist with management of solid waste collection. (City Council Priority/Outcome 1c, 4b)
• Constructed playground at Fairwood Park (City Council Priority/Outcome 3a).
• Secured $100,000 dollars of funding for the Donaldson Playground reconstruction
(City Council Priority/Outcome 1b and 3).
• Implement new Recreation Fee Assistance Program providing access to $15,000 in fee assistance. (City Council Priority/Outcome 5a)
• Implemented a comprehensive communications plan for the local option sales tax
referendum (City Council Priority/Outcome 1, 3, and 5a, 5c).
• Completed environmental assessments and grant applications to receive state and federal funding in the amount of $15 million. (City Council Priority/Outcome 1b, 3b, 5c) 2025 DIVISION GOALS
• Complete fleet electric vehicle assessment. (City Council Priority/Outcome 3)
• Implement climate action plan education plan (City Council Priority/Outcome 3c)
• Deliver several Recreation Department wide training opportunities (City Council Priority/Outcome 4a).
• Secure funding for the Donaldson Park renovations of the building and playground (City
Council Priority/Outcome 3b).
DIVISION EXPENDITURE COMMENTS The Recreation Services/Administration Division shows an increase of 0.9% for 2024 revised, primarily due to an increase in credit card service fees for department transactions.
The Administration budget will increase by 5% in 2025, mostly due to increases in personal
services after the adjustments that resulted from the comp and class study.
135
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Recreation Administration - 17000BUSINESS UNIT:
Personal Services
6005 275,447 297,790 266,550 277,840Full Time $$$$
6031 15,720 16,780 16,070 16,740Employer Social Security
6032 3,689 3,920 3,760 3,910Employer Medicare
6033 18,659 21,120 19,440 20,250Employer Pera
6035 49,161 43,410 39,610 41,700Medical Insurance
6036 1,759 2,170 1,800 1,900Dental Insurance
6037 139 120 160 160Term Life
6038 2,424 2,420 2,500 2,500Workers Compensation
6040 403 520 520 520Long Term Disability
388,250 350,410 365,520367,401Personal Services Total $$$$
Other Services & Charges
6103 34,932 4,000 2,000 2,000Professional Services -General $$$$
6202 22,790 18,000 23,588 13,837Data Processing Rental
6207 5,928 8,000 8,000 8,250Utility Services
6301 38,168 26,000 42,000 43,000Advertising & Publication
6302 2,536 2,300 2,300 2,400Communications
6303 3,499 1,200 3,200 3,200Professional Development
6307 6,244 5,040 5,040 5,240Insurance & Bonds
6308 8,570 8,700 8,870 9,220Property Liability
6402 7,472 6,200 7,200 7,400Copy Charges
6513 53,394 32,500 53,500 56,500Other Charges
111,940 155,698 151,047183,533Other Services & Charges Total $$ $$
500,190 506,108 516,567550,934Recreation AdministrationTOTAL $$ $$
136
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Recreation Administration - 17000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-5Recreation Services Director 1.00
1.00 1.0020Recreation Services Director -
- - GS5ESustainability Specialist .40
.40 .4012Sustainability Specialist -
- - GS5EExecutive Analyst 1.00
1.00 1.0012Executive Analyst -
2.40 2.40Total2.40
- - None $$- $
--Total $$-$
137
Department/Division
Actual Actual Budget Budget
2022 2023 2024 2025
Inputs:
Number of organics program participants 2,000 2,800 3,200 3,500
Richfield Households 15,332 15,332 15,332 15,332
Outputs:
Rec. Adminstration Division Cost 455,797$ 550,934$ 506,108$ 516,567$
Effectiveness Measures:
% of Households in Organics Program 13% 18% 21% 23%
Efficiency Measures:
Adminstration cost per capita 29.73$ 35.93$ 33.01$ 33.69$
Performance Measures
Recreation Services/Administration
138
RECREATION PROGRAMS MISSION STATEMENT Richfield Parks and Recreation encourages a happy, healthy, and connected
community by providing inclusive recreational experiences that promote physical
activity, mental wellness, and social belonging. DIVISION FOCUS The Recreation Programs Division provides high-quality programs, activities and special events throughout the year to the entire community. The division is the conduit to find ways to ensure inclusion of all people, especially people with physical and economic challenges and people of color. The incorporation of these services includes programs
and services for youth through seniors/mature adults. The Division also coordinates scheduling of athletic and park facilities for Richfield youth and adult recreational sports associations, schools and other groups. 2024 HIGHLIGHTS
• The Farmers Market provides a weekly source of local healthy produce. A new Richfield Farmers Market Food Hub program was added allowing online orders available for pickup or local delivery. (City Council Goal 5a)
• Participation in youth programing continues to expand with the addition of year-round youth contract programing. (City Council Goal 1c, 4b)
• Sports league participation grew in both basketball and pickleball. (City Council Goal 1c, 4b)
• New Winter Play Date program created to expand youth and family programming at the community center. (City Council Goal 1c, 5a)
• Added three enclosed park buildings for rent to increase and add variety of spaces
available for social gatherings, meetings, and community events. (City Council Goal
1c)
• Hired full time Recreation Coordinator to support the Farmers Market, Playground
programing, community garden, and special events. Created leadership depth within
seasonal staff. (City Council Goal 1c, 4a, 4b)
2025 DIVISION GOALS
• Steadily increase program participation by increasing the breadth of programing available and outreach to underserved populations to provide more local and
relevant recreation opportunities for residents. (City Council Priority/Outcome 5a).
• Continue to expand youth and family programing at the community center focusing on more evening and weekend programing (City Council Priority/Outcome 1c).
• Continue to expand community and regional partnerships to help defer program expenses (City Council Priority/Outcome 1b).
• Secure a greater amount of sponsorship for the Richfield Farmers Market (City Council Priority/Outcome 1b, 3b, and 5a).
• Continuing to evaluate sports leagues and sports offerings to meet the demand of the most popular sports while also adding new opportunities to increase the variety of sports opportunities. (City Council Goal 1c)
139
• Expand the playground program to include two playground sites per week to increase free community programing. (City Council Goal 1c, 5a)
DIVISION REVENUE COMMENT Revenue is forecasted to exceed the 2024 budgeted amount. Growth in adult sports, specifically basketball and pickleball leagues as well as contracted youth programs that include Dash Sports, Go Gymnastics, and Amazing Athletes. Field rentals, picnic
shelters and the newly rentable enclosed park buildings continue to meet or exceed
revenue projections. DIVISION EXPENDITURE COMMENT The Recreation Programs 2024 revised budget is projected to be .4%% lower than the
2024 adopted budget with savings from staff transitions. 2025 expenditures are
projected to be 3.57% higher than 2024. Due to adjustments in seasonal staffing. In response to the popularity of the playground program it will be increased from one playground site per week to two sites in 2025. Additional seasonal staff are needed to support the program expansion. Included in the 2025 budget are additional adjustments
to Farmers Market staffing to right size the number of farmers market cashiers with the
needs of the market.
140
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Recreation - 17501BUSINESS UNIT:
Personal Services
6005 388,355 442,200 422,700 451,890Full Time $$$$
6006 95,957 93,550 94,000 98,060Part-time
6007 46,775 91,210 71,070 70,510Seasonal
6031 31,647 39,290 41,980 44,070Employer Social Security
6032 7,401 9,220 9,820 9,980Employer Medicare
6033 36,269 41,760 43,620 46,180Employer Pera
6035 82,522 90,560 100,000 108,590Medical Insurance
6036 3,448 3,620 4,320 4,320Dental Insurance
6037 288 340 420 420Term Life
6038 7,116 7,370 7,716 7,720Workers Compensation
6040 734 775 775 775Long Term Disability
6051 5,267 - - - Interdepartmental Labor
819,895 796,421 842,515705,779Personal Services Total $$ $$
Other Services & Charges
6103 1,369 230 240 240Professional Services -General $$$$
6201 - 5,000 5,000 5,000Rents & Leases
6202 32,100 35,000 33,267 62,333Data Processing Rental
6204 1,128 1,180 1,180 1,230Motor Pool Operating Rental
6205 - 10,000 10,000 10,000Maintenance & Repairs
6207 17,726 18,000 18,000 18,550Utility Services
6301 1,870 4,000 4,000 4,000Advertising & Publication
6302 5,650 4,000 5,600 5,600Communications
6303 2,719 4,000 4,000 4,000Professional Development
6305 1,649 3,250 3,250 3,250Subscriptions & Memberships
6307 9,969 4,330 4,330 4,500Insurance & Bonds
6308 120 120 120 120Property Liability
6315 39,191 154,380 164,681 164,225Other Contractual Services
6401 4,288 4,000 4,000 4,000Office Supplies
6402 173 - - - Copy Charges
6403 4,995 3,300 4,500 4,500Postage
6409 625 - 3,000 3,000Uniforms & Clothing
6414 9,916 79,770 72,250 80,300Other Supplies
6513 6,283 7,000 7,000 9,000Other Charges
337,560 344,418 383,848139,771Other Services & Charges Total $$ $$
1,157,455 1,140,839 1,226,363845,550RecreationTOTAL$$ $$
141
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Recreation - 17501BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-1Recreation Manager 1.00
1.00 1.0014Recreation Manager 1.00
- - GS5ERecreation Supervisor 3.00
3.00 3.0012Recreation Supervisor -
1.00 1.0010Recreation Program Coordinator -
- - GS2Senior Office Assistant 1.00
1.00 1.008Senior Office Assistant -
6.00 6.00Total6.00
Part-Time Employees
- - GS2Custodian 2.00
2.00 2.006Custodian-
2.00 2.00Total2.00
- - None $$- $
--Total $$-$
142
Department/Division
Actual Actual Budget Budget
2022 2023 2024 2025
Inputs:
Number of Full Time Employees 4 5 6 6
Division Revenues 247,493$ 288,863$ 233,850$ 270,750$
Division Expenditures 914,599$ 1,002,549$ 1,140,839$ 1,226,363$
Outputs:
Older Adult Registrants 1,540 1,586 1,600 1,600
Youth Recreation Registrations 1,598 2,147 2,200 2,300
Youth/Adult Athletics Registrations 640 804 820 900
Adaptive Registrations 722 1,200 1,300 1,300
Total Registrations 4,500 5,737 5,920 6,100
Effectiveness Measures:
Average Revenue Per Registration 55.00$ 50.35$ 39.50$ 44.39$
Efficiency Measures:
Average Cost Per Registration 203.24$ 174.75$ 192.71$ 201.04$
Revenues Per Capita 6.69$ 7.81$ 6.32$ 7.32$
Expenditures Per Capita 24.72$ 27.10$ 30.83$ 33.14$
Performance Measures
Rec Serv/Rec Programs & Athletics
143
WOOD LAKE NATURE CENTER MISSION STATEMENT Wood Lake Nature Center, part of the Recreation Services Department, exists to
enhance the quality of life in Richfield by providing the highest-quality, community-
based nature experience while serving the widest possible audiences. DIVISION FOCUS Wood Lake provides environmental education and community program opportunities to
the local and broader community.
• Provide safe, accessible, equitable, and informational programming (City Council Goal 1a, 3)
• Provide natural resource information to the general public including wildlife,
forest, prairie, wetlands, and lakes programming (City Council Goal 1a)
• Support and guide the Friends of Wood Lake in raising funds to assist in projects and seasonal staffing (City Council Goal/Priorities 1a)
• Acquire grants to assist with management of the natural resources on site. (City Council Goal 3)
• Provide recreational opportunities unique to the site (City Council Goal 5) 2024 HIGHLIGHTS
• In June 2024, long time naturalist Scott Ramsay retired with Cristina Palmisano filling the open position. (City Council Goal/Priorities 4a, 4b)
• Completed initial public engagement for Wood Lake Nature Center with focus groups and a survey filled out by 949 people. (City Council Goal/Priorities 5a, 5c)
• Develop program and staff transition plan for Wood Lake Nature Center Construction. (City Council Goal/Priorities 1c, 4b)
• Organized the 22nd annual Urban Wildland Half Marathon and 5K, adding a kids race component. (City Council Goal/Priorities 4b)
• Offering 11 weeks of summer camps, most are filled to capacity.
• Friends of Wood Lake (FOWL) changed their fundraising strategy from a single dinner to 3 smaller fundraisers targeting different audiences. 2025 DIVISION GOALS
• Continue public engagement for building project. (City Council Goal 5a)
• Implement program plan for 2025-26 when new building is under construction. (City
Council Goal 1c, 4b)
• Continue to provide consistent and quality programs to Richfield Public Schools and all of our other visiting schools. (City Council Goal 1c)
• Continue to manage the natural resources of the park to allow for access, safety,
and biodiversity. (City Council Goal 1c, 3b)
• Continue to provide new and familiar programs that engage the community. (City Council Goal 5)
• Continue to move FOWL to a higher level of fund raising and different types of fundraisers.(City Council Goal 5)
144
•Find additional grants to assist with trail and site maintenance and restoration. (CityCouncil Goal 1)
DIVISION EXPENDITURE COMMENT Wood Lake’s expenditures for the 2024 revised expenditure are projected to be $18,522 due to staff changes and pay increases.
DIVISION REVENUE COMMENT
The 2024 Revised revenues are $6,300 higher than adopted due to increases in building rentals, Sunday programs, and summer programs despite a ski and snowshoe rental season that generated $3,200 less than adopted. Revenue is expected to drop 25,000 in 2025 from the revised 2024 budget due to building construction.
145
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Wood Lake Nature Center - 18000BUSINESS UNIT:
Personal Services
6005 417,019 436,520 444,474 446,745Full Time $$$$
6006 245 - - - Part-time
6007 56,072 65,830 65,590 69,920Seasonal
6031 28,123 30,620 35,070 42,335Employer Social Security
6032 6,556 7,167 8,350 8,495Employer Medicare
6033 33,257 36,290 43,466 44,363Employer Pera
6035 44,364 49,000 40,420 36,920Medical Insurance
6036 2,892 2,890 2,950 2,860Dental Insurance
6037 296 200 200 210Term Life
6038 6,744 6,980 6,980 6,980Workers Compensation
6040 675 770 790 800Long Term Disability
6054 (79,606) (97,975) (100,000) (95,000)Interdepartmental Labor Credit
538,292 548,290 564,628516,637Personal Services Total $$ $$
Other Services & Charges
6103 2,608 4,000 4,000 4,000Professional Services -General $$$$
6202 23,960 26,000 24,886 54,452Data Processing Rental
6204 8,832 9,180 9,180 9,550Motor Pool Operating Rental
6205 4,938 5,500 4,200 4,800Maintenance & Repairs
6207 38,622 33,000 38,000 38,000Utility Services
6301 4,791 2,000 2,200 2,000Advertising & Publication
6302 4,348 3,250 3,900 3,900Communications
6303 923 1,000 1,000 1,200Professional Development
6307 11,932 11,560 11,560 12,020Insurance & Bonds
6308 3,490 3,610 3,610 3,750Property Liability
6315 6,298 5,500 6,300 6,550Other Contractual Services
6401 259 500 475 450Office Supplies
6403 62 250 100 100Postage
6409 1,376 1,000 1,000 1,000Uniforms & Clothing
6410 778 1,000 800 1,000Small Tools & Parts
6414 22,511 20,000 15,000 20,000Other Supplies
6513 4,083 2,750 4,100 4,260Other Charges
130,100 130,311 167,032139,811Other Services & Charges Total $$ $$
668,392 678,601 731,660656,448Wood Lake Nature Center TOTAL $$ $$
146
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Wood Lake Nature Center - 18000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-1Manager 1.00
1.00 1.0014Manager-
- - GS5ENaturalist 2.00
2.00 2.0012Naturalist-
- - GS2Senior Office Assistant 1.00
1.00 1.008Senior Office Assistant -
1.00 1.00LT3Public Works Worker 1.00
5.00 5.00Total5.00
- - None $$- $
--Total $$-$
147
Department/Division
Actual Actual Actual Budget Budget
2021 2022 2023 2024 2025
Inputs:
Number of Full Time Employees 5 5 5 5 5
Division Revenues 86,973$ 129,702$ 140,758$ 125,640$ 100,650$
Division Expenditures 601,247$ 614,927$ 656,448$ 678,601$ 731,660$
Outputs:
Volunteer Hours 1,407 2,987 3,657 3,000 3,000
Number of contact hours for all programs delivered 16,256 24,500 24,500 24,500 24,500
Effectiveness Measures:
Number of programs delivered annually 396 586 607 620 575
Number of people attending all programs annually 11,529 18,611 18,814 21,000 21,000
Efficiency Measures:
Dollars saved by volunteers 32,459$ 68,910$ 84,367$ 69,210$ 69,210$
Average cost/person of programs delivered 44.61$ 26.07$ 27.41$ 26.33$ 30.05$
Average cost of programs per hour delivered 31.64$ 19.81$ 21.05$ 22.57$ 25.76$
Revenues Per Capita 2.39$ 3.57$ 3.87$ 3.46$ 2.77$
Expenditures Per Capita 16.55$ 16.92$ 18.07$ 18.67$ 20.13$
Rec Serv/WoodLake Nature Center
Performance Measures
148
SPECIAL REVENUE
149
BUDGET SUMMARYLIQUOR CONTRIBUTION FUND
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 141,961$ 142,261$ 147,502$ 148,002$
Sources
Liquor Profits 550,000 500,000 500,000 475,000
Interest 5,541 500 500 1,000
Subtotal 555,541 500,500 500,500 476,000
Uses
Transfers 550,000 500,000 500,000 475,000
Subtotal 550,000 500,000 500,000 475,000
FUND BALANCE 147,502$ 142,761$ 148,002$ 149,002$
2024
MISSION STATEMENT
The Liquor Contribution Fund is financed by earnings of the Municipal Liquor Fund,which aretransferredto this fund annually.As capital improvement projects are undertaken, money istransferred out of this fund to the capital improvement funds to finance the project.
DIVISION FOCUS
The 2024 budget revision provides for expenditures of monies from the Liquor Contribution Fund in
accordance with the revised 2024 Capital Improvement Budget.The 2025 proposed budget similarlyallocates special revenue monies for expenditure in accordance with the 2025 Capital ImprovementBudget.In 2025,funding received from liquor profits is budgeted at $475,000 which is $25,000 lowerthan 2024.
150
BUDGET SUMMARY
TOURISM ADMINISTRATION
2023 2025AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 48,124$ 48,124$ 52,471$ 53,181$
Sources
Hotel/Motel Lodging Tax 7,714 6,000 6,000 7,000
Interest 2,073 150 150 150
Subtotal 9,787 6,150 6,150 7,150
Uses
Personal Services 5,440 5,440 5,440 5,440
Subtotal 5,440 5,440 5,440 5,440
FUND BALANCE 52,471$ 48,834$ 53,181$ 54,891$
2024
MISSION STATEMENT
To set up funding for the Richfield Tourism Promotion Board through a Lodging Tax on the grossreceipts on lodging from hotels and motels within the city.The purpose of this fund is to promote and
market the city as a tourist or convention center.
DIVISION FOCUS
To create a climate supportive of the hotel industry in the city of Richfield.This includes sponsoringevents and other appropriate activities which provide visibility for Richfield as a tourist center.
2025 TOURISM ADMINISTRATION GOALS
1.To promote the city of Richfield as a tourist destination.2.To promote civic activities which enhance the city's positive image.
3.To carry out such activities as permitted under Minnesota statutes.
DIVISION EXPENDITURE COMMENT
This fund is responsible for the collection of lodging tax revenues and the distribution of these funds totheRichfieldTourism Promotion Board (RTPB),and for the examination of the records of any operatorforverificationofaccuracy on the Lodging Tax Returns as well as an annual report to the State ofMinnesota.Revenue here represents 5%of the total taxes generated and submitted to the Richfield
Tourism Promotion Board.
The Richfield Tourism Promotion Board,which meets monthly,is comprised of a representative of theRichfieldChamber of Commerce and a representative from each of the three hotel/motel properties inRichfield.The City Manager serves as the City's liaison to the Board.The duties of the Board include theannual expenditure and a allocation of lodging tax revenues for permissible activities.
151
BUDGET SUMMARY
COMMUNICATIONS FUND
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 2,093,227$ 1,826,645$ 1,898,009$ 1,752,494$
Sources
Franchise Fees 314,280 275,000 256,000 235,000
Intergovernmental - - - -
Interest 55,940 5,000 5,000 5,000
Subtotal 370,220 280,000 261,000 240,000
Uses
Personal Services 220,564 241,732 232,009 240,623
Other Service & Charges 344,874 175,106 174,506 181,613
Capital Outlay - - - -
Subtotal 565,438 416,838 406,515 422,236
FUND BALANCE 1,898,009$ 1,689,807$ 1,752,494$ 1,570,258$
MISSION STATEMENT
DIVISION FOCUS
2024
COMMUNICATIONS FUND
To provide communication services to Richfield residents through City's Cable TV channel, web site,
publications, social media, and media relations, events and other engagement initiatives. Administer the
City's Cable Television ordinance.
The communication fund is financed through franchise fees derived from cable television
subscribers. These funds are paid to the city under the obligations of the Cable Television
Franchise Ordinance. The funds are used to finance public service-related cable television
programming and public information activities.
The overall administration of this fund is performed through the city’s Administrative Services
Department. Positions funded by this division include Communications and Engagement Manager,
Video Production Assistant, Communications Specialist and Communications Interns.
The Communications and Engagement Manager oversees the city’s website, social media
channels, e-newsletters, cable TV programming, print publications, video production, media
relations and other external communications. The position also supports internal communications
and the intranet website. In recent years, the Communications and Engagement Manager has
played a larger role in resident engagement through a variety of in-person and virtual events. The
part-time Communications Specialist assists the Communications and Engagement Manager in
accomplishing the city’s communication goals, with an emphasis on digital communications. The
part-time Video Production Assistant records city meetings, as well as assisting in the production of
other videos. As needed, Communications Interns are employed to provide college students who
are interested in communications and civil service a better understanding of the communications
profession, as well as to fill necessary gaps in resident communication offerings.
The city’s primary cable programming focuses on the live broadcast and re-broadcast of City
Council, Housing and Redevelopment Authority, Economic Development Authority and Planning
Commission meetings. All additional city programming is produced through this division. In an effort
to adequately produce these programs, cameras, controls, editing equipment and various
accessories are needed. Equipment is updated as needed.
152
CABLE T.V. FUNDFUND:
Administrative ServicesDEPARTMENT:
CABLE T.V. FUND - 20004BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M2Communications Manager .75
.75 1.0015Communications Manager -
.75 1.00Total.75
Intermittent Employees
- - SP-9Video Production Assistant .20
.20 .20103Video Production Assistant -
.20 .20Total.20
Part-Time Employees
- - GS-5Communication Specialist .50
.50 .5010Communication Specialist -
.50 .50Total.50
- - $$- $
--Total $$-$
153
BUDGET SUMMARY - ELECTIONS FUND
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 2,115,699$ 2,247,979$ 2,355,536$ 2,399,196$
SourcesIntergovernmental - - - Other Revenues 329,073 363,000 315,000 389,700 Lease Revenue 91,630 - - - Interest 77,385 5,000 10,000 5,000 Subtotal 498,088 368,000 325,000 394,700
UsesPersonal Services 104,891 149,908 135,480 187,470 Other Services and Charges 153,360 145,265 145,860 146,580 Subtotal 258,251 295,173 281,340 334,050
FUND BALANCE 2,355,536$ 2,320,806$ 2,399,196$ 2,459,846$
2024
MISSION STATEMENT
The Elections Fund was established to isolate the large fluctuation in costs from year to year.
DIVISION FOCUS
The Election Division provides voter registration services,voter information services,and electionadministrationservicesfortheCity.The City Clerk is responsible for the management of theseservices.City Clerk Division employees along with seasonal staff provide staffing and support totheElection Division.
Responsibilities include the conduct of primary,general,and special elections,the recruitment andtrainingofelectionjudges,maintenance of voter registration records,programming/testing of votingequipment,polling place arrangements, legal notices, candidate filings,ballot printing,administration of absentee ballot process,and acting as an information resource for the publicregarding election information.
DIVISION EXPENDITURE COMMENT
The 2024 Revised Budget reflects the cost associated with the upcoming General Elections andvoter registration activities.The 2025 budget reflects the cost associated with the upcoming level ofservicestobe provided during a non-election year.
154
ELECTIONS FUNDFUND:
Administrative ServicesDEPARTMENT:
ELECTIONS FUND - 20005BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
150,000 - Municipal Center UPS replacements $$- $
150,000 - Municipal Center Security Camera Replacement -
300,000 -Total $$-$
155
BUDGET SUMMARY
DRUG/FELONY FORFEITURE
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 273,789$ 288,610$ 288,610$ 232,790$
Sources
Intergovernmental Revenue -
Drug/Felony Forfeiture 28,494 35,000 35,000 35,000
Interest 10,657 500 500 500
Other Revenues 922 400 400 400
Subtotal 40,073 35,900 35,900 35,900
Uses
Other Service & Charges 25,252 57,000 91,720 30,000
Subtotal 25,252 57,000 91,720 30,000
FUND BALANCE 288,610$ 267,510$ 232,790$ 238,690$
2024
MISSION STATEMENT
The Drug/Felony Forfeitures Fund receives its revenues as the result of cash and property seizedrelatingtodrug and/or felony type criminal activity and vehicles seized due to aggravated DUIviolations.By law,the funds can only be used for law enforcement purposes.
DIVISION FOCUS
The funds will used for various police equipment and training needs.
In 2024 Revised planned purchases are K-9 Supplies and SWAT Supplies ($12,000) Bloomington's Bear Cat ($45,000) Drones Equipment and software ($31,500) Mobile Field Force suits ($3,220)
In 2025 Proposed planned purchases are a purchases are K-9 and SWAT Supplies ($10.000) Communications Sprinter Van ($20,000)
156
BUDGET SUMMARY
PUBLIC SAFETY COMPLIANCE
2023 2024 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 239,731$ 257,731$ 257,527$ 348,040$
Sources
Intergovernmental:
Federal Grants 18,662 5,000 17,800 5,300
State Grants 7,121 3,000 53,000 3,000
County Grants - 10,200 20,813 11,800
LEADS Revenue - 5,000 6,000 5,000
Interest 9,333 400 400 400
Other Revenues 23,552 9,000 10,000 10,000
Subtotal 58,668 32,600 108,013 35,500
Uses
Personnel Services - 3,600 3,500 3,600
Other Service & Charges 40,872 13,000 14,000 14,000
40,872 16,600 17,500 17,600
FUND BALANCE 257,527$ 273,731$ 348,040$ 365,940$
MISSION STATEMENT
Revenue for this fund comes from fines levied against businesses that fail alcohol and tobacc
compliance checks. These funds are then used for costs related to performing the complianc
checks. In addition the fund also is used to account for the LEADS on line system for paw
shops and and those that carry a second hand dealers license.
Citizen Corp Grants (CERT) ended in 2014. There currently is no funding source for CER
Grants through the Department of Homeland Security. All Justice Assistance Grant (JAG) fund
are administered in the Compliance Fund and will be utilized for additional purchases of polic
equipment and training. The City was awarded a JAG grant for 2022 and 2023.
The 2022 Grant does not expire until 2025 and the 2023 grant does not expire until 2026
We also received a UASI grant of $12,500 in 2024 Revised for equipment.
DIVISION FOCUS
Funds received from compliance failure fines will be used to fund future ongoing complianc
checks and the LEEDS online sytems. In addition, JAG grants will be administered within th
fund. We no longer receive grant money for JCCP. We currently share the cost with the county
In 2024 and 2025 we are anticipating another State and Federal bullet proof vest grant
157
BUDGET SUMMARY
RECREATION CONTRIBUTIONS
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 49,793$ 55,793$ 81,557$ 55,057$
Sources
Intergovernmental
Federal 7,426 - - -
Local Grant 4,492 55,000 55,000 55,000
Other 131,004 10,000 64,000 65,000
Interest 4,642 - - -
Subtotal 147,564 65,000 119,000 120,000
Uses
Other Services & Charges 115,800 59,000 145,500 145,500
Subtotal 115,800 59,000 145,500 145,500
FUND BALANCE 81,557$ 61,793$ 55,057$ 29,557$
MISSION STATEMENT
DIVISION FOCUS
2024
The Recreation Contributions Fund serves as a way to account for donations that are intended to
benefit activities of the Recreation Services Department. Sources of revenue include
donations/contributions come from individuals, businesses or corporations, as well grants and
interest earnings. Uses of the funds include staffing costs, supplies, equipment, construction,
reimbursements for credit card payments to Farmers Market vendors, and other charges.
Fund activity includes donations from individuals for donated park features, receipt of on-line
engraving donations for the Honoring All Veterans Memorial, Farmers Market, and Community
Center fundraising events like the Boutique and the Garage Sale.
158
BUDGET SUMMARYNATURE CENTER CONTRIBUTIONS
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 175,315$ 218,559$ 222,532$ 226,032$
Sources
Intergovernmental
County -$
Grants - Other 13,006$ 1,500$ 5,000$
Contributions 63,766$ 50,000$ 55,000$ 55,000$
Memberships 24,882$ 20,000$ 20,000$
Interest 7,865$ 7,000$ 7,000$
Subtotal 109,519$ 50,000$ 83,500$ 87,000$
Uses
Personal Services 11,756$ 21,900$ 45,000$ 40,000$
Other Services & Charges 50,546$ 35,000$ 35,000$
Subtotal 62,302$ 21,900$ 80,000$ 75,000$
FUND BALANCE 222,532$ 246,659$ 226,032$ 238,032$
MISSION STATEMENT
DIVISION FOCUS
2024
The Nature Center Contribution Fund serves as a way to account for donations that are intended to
benefit Wood Lake Nature Center. Sources of donations mostly come from the fundraising activities of
the Friends of Wood Lake (FOWL). Other donations are received from individuals, businesses or
corporations. Another source includes interest earned from the fund balance. Uses of the fund include a
transfer into to the Woodlake Nature Center Operating Budget for staffing costs, supplies, equipment,
construction and other charges.
Sources of revenue include proceeds from the FOWL Dinner, additional fudraisers, FOWL membership
fees, garden leaf sales, and miscellaneous donations received for park features. Uses of funds include
the a portion of the school year seasonal salary, intern pay, volunteer shirts, sponsorship of the
Halloween Program Candlelight and Ice and the UWHM.
159
BUDGET SUMMARY
PUBLIC HEALTH GRANTS
2023 2024 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 122,092$ 188,672$ 130,902$ 184,034$
Sources
Intergovernmental Revenues:
Public Health Grants 108,136 93,915 230,467 230,467
Interest 4,764 500 500 500
Subtotal 112,900 94,415 230,967 230,967
Uses
Other Service & Charges 104,090 177,835 177,835 177,835
104,090 177,835 177,835 177,835
FUND BALANCE 130,902$ 105,252$ 184,034$ 237,166$
MISSION STATEMENT
To prepare for internally and provide services to the community in the area of strengtheningtheCity’s ability to assess and enhance the capacity of local public health departments torespondtobioterrorism, infectious diseases, and other threats to public health.
DIVISION FOCUS
These dollars are grant funds that are provided to each Community Health Service agency,ofwhichRichfield is one,from or through the State of Minnesota to work on providing services intheareaofpublichealth emergency preparedness services.The grant dollars originate from
the Centers for Disease Control and Prevention and are intended to be used to assess andenhancethecapacityof the state and local public health departments to respond tobioterrorism, infectious diseases, and other threats to public health.
160
BUDGET SUMMARY
WOOD LAKE HALF MARATHON
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 71,492$ 76,492$ 80,294$ 87,294$
Sources
Intergovernmental - - - -
Charges for Service 58,507 55,000 58,000 58,000
Contributions 12,308 15,000 15,000 15,000
Interest Earnings 3,651 -
Subtotal 74,466 70,000 73,000 73,000
Uses
Personal Services 30,000 30,000 30,000 30,000
Other Service & Charges 35,664 35,000 36,000 36,000
Subtotal 65,664 65,000 66,000 66,000
FUND BALANCE 80,294$ 81,492$ 87,294$ 94,294$
2024
MISSION STATEMENT
The Urban Wildland Half Marathon & 5K has been held since 2003. The event was initiated
in response to proposed cuts in Local Government Aid and was seen as a way to fund Wood
Lake Nature Center's environmental education curriculum for Richfield Public School students
in kindergarten through eighth grade.
The costs of the environmental education program are offset by revenue from the Urban
Wildland Half Marathon & 5K.
DIVISION FOCUS
Event sponsorships are detailed as "contributions" and revenues from race registration,
detailed as "charges for service. The "uses" include expenditures related to the race, as well
161
BUDGET SUMMARY
FRANCHISE FEES
2023 2024 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 1,592,555$ 1,657,055$ 1,280,422$ 2,007,922$
Sources
Franchise Fee 1,936,308 2,450,000 2,450,000 2,450,000
Interest 80,572 6,500 50,000 50,000
Subtotal 2,016,880 2,456,500 2,500,000 2,500,000
Uses
Other Services & Charges 108,087 - 450,000 435,000
Capital Outlay - - - -
Transfers Out:
General Fund - 50,000 50,000 50,000
Debt Service Fund 745,994 746,000 746,000 746,000
Capital Project Fund 1,474,932 1,910,000 526,500 1,727,000
Subtotal 2,329,013 2,706,000 1,772,500 2,958,000
FUND BALANCE 1,280,422$ 1,407,555$ 2,007,922$ 1,549,922$
MISSION STATEMENTTheestablishmentof gas and electric franchise fees was in response to reductions in state aidsandthepotential for state imposed levy limits.The fees allow the City to have a reliable revenue
stream.
DIVISION FOCUSTheprimarypurpose of the establishment of gas and electric franchise fees was to replacerevenueslosttoreductionsinstateaidsandto offset the potential for state imposed levy limits.The fees provide funding for the maintenance of city streets,and diseased tree treatments,removal, and replacement.The most recent increase in Franchise fees took affect in 2024.The
purpose of this last increase was to fund the City's ongoing pavement management includingsidewalk,ADA,and bicycle improvements.
162
FRANCHISE FEESFUND:
FinanceDEPARTMENT:
FRANCHISE FEES - 20034BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
40,000 40,000Pedestrian Improvements $$- $
- 80,000Bicycle Improvements -
200,000 200,000ADA Improvements -
177,000 617,000Pavement Management Projects -
60,000 210,000Pillsbury Plaza -
- 200,000North Lyndale Ave Reconstruction -
- 325,000Public Works Storage Facility -
- 50,000Street Name Sign Replacement -
477,000 1,722,000Total$$-$
163
BUDGET SUMMARYICE ARENA
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE (3,038,483)$ (2,797,713)$ (2,528,944)$ (2,083,114)$
Sources
Intergovernmental
User Fees 1,095,568 1,067,780 1,128,090 1,248,520
Concessions 85,481 112,610 76,200 78,500
Other Revenues 188,691 62,210 70,210 70,880
Transfers In:
General Fund 140,000 180,000 180,000 220,000
Capital Project Fund 260,000 300,000 320,000 365,000
Subtotal 1,769,740 1,722,600 1,774,500 1,982,900
Uses
Personal Services 656,501 725,690 711,130 746,600
Other Service & Charges 594,095 590,273 589,320 605,650
Interest Charges 9,605 8,220 8,220 6,800
Capital Outlay - 20,000 20,000 20,000
Subtotal 1,260,201 1,344,183 1,328,670 1,379,050
FUND BALANCE (2,528,944)$ (2,419,296)$ (2,083,114)$ (1,479,264)$
2024
MISSION STATEMENT
The Ice Arena operation serves to provide recreational skating and on ice programs for a variety ofages;to provide equitable ice availability for male and females;to provide a quality ice sheet,and aclean and safe facility.
The operation provides skating lessons,open skating,and sponsors the annual ice show. Ice is rentedtothelocalhigh schools for practice and games,youth associations for clinics,practices,games, andhockey tournaments.The St.Paul Figure Skating Competition rents ice along with private hockeyschools and various groups for hockey and broomball.
DIVISION FOCUS
The Ice Arena division consists of four full-time employees that include a facility manager, two Recreation Supervisors, and one Public Works Worker. There are 10-15 resurfacing operators working year-round and seven seasonal concession workers and cashiers.
The Ice Arena Division provides skating lessons, open skating, and sponsors the annual ice show. Ice is rented to high school programs for practice and games, youth associations for clinics, practices, games and seven hockey tournaments. Ice is also rented for the annual St. Paul Figure Skating Competition; private hockey schools; and various groups for hockey and broomball. As always, it is our focus to maintain a quality ice sheet, and a clean and safe facility, provide quality service and maximize revenues
164
ICE ARENAFUND:
Recreation ServicesDEPARTMENT:
Ice Arena - 20035BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-1Facility Manager 1.00
1.00 1.0015Facility Manager -
1.00 1.00LT-1Public Works Worker 1.00
- - GS-5ERecreation Supervisor 2.00
1.00 1.0012Recreation Supervisor -
1.00 1.0013Recreation Supervisor-Facilities -
4.00 4.00Total4.00
$$$
Total $$$
165
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE (147,803)$ 142,707$ 228,698$ 282,768$
Sources
User Fees 439,266 425,960 425,960 475,150
Commodities 81,097 87,040 89,040 92,600
County Grant 23,300 - 23,300 23,300
Other Income 3,999 - - -
Transfers In:
General Fund 120,000 100,000 100,000 80,000
Capital Project Fund 280,000 100,000 - -
Subtotal 947,662 713,000 638,300 671,050
Uses
Personal Services 299,069 273,870 273,870 311,380
Other Service & Charges 272,092 309,960 310,360 332,470
Subtotal 571,161 583,830 584,230 643,850
FUND BALANCE 228,698$ 271,877$ 282,768$ 309,968$
BUDGET SUMMARY
SWIMMING POOL
2024
MISSION STATEMENT
The Swimming Pool strives to provide the community with an outstanding outdoor recreationalswimmingexperienceforvarious ages and groups;to provide quality pool water;to provide a cleanandsafefacilityandtoprovide healthy concession choices for customers.
DIVISION FOCUS
The arena staff and a seasonal staff of over 60 employees operate the swimming pool division. Each year the Richfield Outdoor Pool retains about 25 staff from the previous year providing a depth of experience.
The division provides adult lap swim, practice time for swim teams and public use of the pool, zero depth pool, and waterslides during daily open swim hours.
166
BUDGET SUMMARY
SPECIAL FACILITIES
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 50,539$ 52,019$ 61,558$ 45,088$
Sources
Other Revenues 58,847 59,150 59,150 67,510
Interest 2,667 - - -
Transfers In:
General Fund - - - -
Subtotal 61,514 59,150 59,150 67,510
Uses
Personal Services 11,420 11,820 11,820 12,290
Transfer Out - - -
Other Service & Charges 39,075 51,185 63,800 55,400
Subtotal 50,495 63,005 75,620 67,690
FUND BALANCE 61,558$ 48,164$ 45,088$ 44,908$
2024
MISSION STATEMENT
To provide leisure activity for the public through miniature golf and picnics;to provide a welllandscaped,attractive and fun miniature golf course, and to provide a clean and safe picnic area.
DIVISION FOCUS
The Arena staff and Wheel Fun Rentals, Inc. jointly operate the miniature golf and picnic shelter division. The division provides recreational miniature golf for all ages, plans special events, promotes group events, arranges newspaper and direct mail advertisement, and provides a quality picnic shelter for Farmers Market and park users.
The working season begins in early April with cleaning and preparing the miniature golf course, building and picnic shelter for usage. Picnic shelter rentals and miniature golf regular schedule begin in May. The course remains open daily June through August. Beginning after Labor Day the course is open on weekends only.
167
BUDGET SUMMARYRECREATION SPECIAL PROGRAM
2023 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 156,619$ 215,240$ 234,434$ 310,745$
Sources
Intergovernmental
County 135,409 130,000 155,530 140,000
Grants - Other (multi-family grant)- 5,800 - -
Special Assessment 73,604 - 128,467 198,751
Miscellaneous Revenue 2,369 - - -
Interest 7,642 - - -
Transfers in:
General Fund - 50,000 50,000 52,250
Special Revenue Fund (Franchise Fee)- 50,000 50,000 50,000
Capital Fund - - - -
Subtotal 219,024 235,800 383,997 441,001
Uses
Personal Services 45,471 83,038 99,762 145,103
Other Services & Charges 95,738 123,690 207,924 248,251
Transfer out:
General Fund - - - -
Subtotal 141,209 206,728 307,686 393,354
FUND BALANCE 234,434$ 244,312$ 310,745$ 358,392$
MISSION STATEMENT
2024
This fund is newly-created since the implementation of organized hauling. The fund will be the source for operating
the organic waste hauling program, including the organic drop-off sites, organic bags and containers, and promotion
of the program. With the implementation of organized hauling, the City will receive financial assistance from Hennepin County to coordinate and manage the program. The Recycling funds are also used to cover a portion of
the Sustainability Specialist position, who is the supervisor of the organized hauling program and the staff liaison to
the Sustainability Commission. A new Solid Waste Specialist position will also be covered by this fund in 2025.
168
RECREATION SPECIAL PROGRAMFUND:
Recreation ServicesDEPARTMENT:
Recreation Special Program - 20040BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - GS5ESustainability Specialist .60
.60 .6012Sustainability Specialist -
1.00 1.0010Solid Waste Specialist -
1.60 1.60Total.60
- - $$- $
--Total $$-$
169
BUDGET SUMMARY
OPIOID SETTLEMENT GRANT
2023 2024 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 110,159$ 129,257$ 132,082$ 268,394$
Sources
Intergovernmental Revenues:
Opioid Grant 27,310 45,652 145,812 56,613
Interest 4,436 - 500 500
Subtotal 31,746 45,652 146,312 57,113
Uses
Other Service & Charges 9,823 - 10,000 150,000
9,823 - 10,000 150,000
FUND BALANCE 132,082$ 174,909$ 268,394$ 175,507$
MISSION STATEMENT
To prepare for and provide resources and services to the community to address the ongoing opioidepidemic.
DIVISION FOCUS
These dollars are settlement funds that are provided to each Community Health Service agency,ofwhichRichfield is one,from or through an opioid settlement administrator to work on providing servicesinthe area of opiod prevention, treatment and recovery.This funding is in place through 2037.
170
BUDGET SUMMARY
PUBLIC SAFETY AID
2023 2024 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE - 1,604,296 1,463,296
Sources
Intergovernmental Revenues:
State Grant 1,604,296 - - -
Interest - 5,000 5,000
Subtotal 1,604,296 - 5,000 5,000
Uses
Personal Services - - -
Transfer to:
General Fund - 146,000 464,000
- - 146,000 464,000
FUND BALANCE 1,604,296$ -$ 1,463,296 1,004,296
MISSION STATEMENT
Track State grant funds earmarked to provide public safety.
DIVISION FOCUS
The grant funds are earmarked to provide public safety including various programs and activities.This fund will focus on transparency, compliance and accurate tracking of revenue andexpenditure.
171
BUDGET SUMMARY
STREET LIGHT USER FEE FUND
2023 2024 2025
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE -$ -$
Sources
Charges for Service:
Street Light User Fee - 332,000 332,000
Interest -
Subtotal - - 332,000 332,000
Uses
Utility Services - 332,000 332,000
- - 332,000 332,000
FUND BALANCE -$ -$ -$ -$
MISSION STATEMENT
Track operations of the City's street lighting system.
DIVISION FOCUS
The City includes a fee for street light service on the quarterly utility bills.The City Councilannuallyreviewsand establishes the rates for the street light user fee.The fees collected fundpaymentoftheelectricitycharges, along with maintenance and replacement of street lights.The City also intends to replace its streetlights with energy efficient LEDs as funding permits.This switch should save electricity and maintenance costs,and make public lighting
infrastructure more versatile,flexible and efficient.
172
ENTERPRISE FUNDS
173
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
3,307,952 4,037,272 3,028,293 3,096,355LYNDALE LIQUOR STORE $$$$(23.31%)50010
4,616,440 4,984,926 4,704,891 4,762,748CEDAR LIQUOR STORE (4.46%)50020
3,616,842 3,785,013 3,580,814 3,636,010PENN LIQUOR STORE (3.94%)50030
2,067,991 2,073,295 2,194,908 2,233,156WINE & SPIRITS 7.71%50040
14,880,506 13,508,906 13,728,26913,609,225Liquor Operations TOTAL $$$$(7.74%)
REVENUES
3,235,838 3,885,910 2,922,646 2,951,027LYNDALE LIQUOR STORE $$$$(24.06%)50010
5,022,805 5,036,934 4,957,727 5,007,186CEDAR LIQUOR STORE (0.59%)50020
3,769,315 3,730,885 3,684,859 3,721,594PENN LIQUOR STORE (0.25%)50030
2,007,518 2,075,475 1,925,988 1,945,144WINE & SPIRITS (6.28%)50040
LIQUOR STORES
YEAR Lyndale Cedar Penn W & S
2023 3,307,952 4,616,440 3,616,842 2,067,991
2024B 4,037,272 4,984,926 3,785,013 2,073,295
2024R 3,028,293 4,704,891 3,580,814 2,194,908
2025B 3,096,355 4,762,748 3,636,010 2,233,156
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
2023 2024B 2024R 2025B
E
X
P
E
N
S
E
S
YEAR
LIQUOR OPERATIONS W & S
Penn
Cedar
Lyndale
174
BUDGET SUMMARY
LIQUOR FUND PROJECTION
2023 2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 4,933,309$ 5,359,567$ 5,341,882$ 5,238,564$
Revenues
Sales 13,935,834 13,458,280 13,592,011 13,999,771
Less Cost of Sales (10,170,469) (9,719,633) (9,816,306) (10,110,795)
Net Sales 3,765,365 3,738,647 3,775,705 3,888,976
Miscellaneous Revenues
Interest 67,571 24,400 24,400 2,800
Other Revenues (Net) 32,073 8,540 8,540 8,796
Total Miscellaneous Revenues 99,644 32,940 32,940 11,596
Total Revenues 3,865,009 3,771,587 3,808,645 3,900,572
Expenses
Personal Services 1,640,092 1,895,278 2,023,543 2,084,249
Other Services and Charges 685,034 761,994 767,019 801,535
Depreciation 215,698 271,910 271,910 265,000
Total Operating Expenses 2,540,824 2,929,182 3,062,472 3,150,784
Net Income (Loss)1,324,185 842,405 746,173 749,788
Operating Transfers From (To):
General Fund (347,927) (360,090) (374,491) (385,726)
Special Revenue Fund (550,000) (500,000) (475,000) (450,000)
Net Transfers (897,927) (860,090) (849,491) (835,726)
RETAINED EARNINGS 5,359,567$ 5,341,882$ 5,238,564$ 5,152,626$
CAPITAL OUTLAY -$ -$ -$ -$
175
LIQUOR OPERATIONS
MISSION STATEMENT
The mission of the Municipal Liquor Operations is to responsibly distribute alcoholic
beverages at a retail level, consistently aid in the form of quality customer service, well maintained, attractive city-owned facilities while also providing adequate funds for recreational projects in Richfield.
DIVISION FOCUS
The Richfield Liquor Dispensary was established in 1943. The operations consist of four
brick & mortar retail stores with a 2023 annual sales revenue of $14,035,476 and profit of $1,324,185 prior to transfers out in 2023. When fully staffed, Liquor Operations employs 5 full-time, eight permanent part- time and approximately 50 intermittent staff members.
2024 HIGHLIGHTS
• As of May, our PPT and FT positions are fully staffed.
• Personnel Service billing is no longer being split 32% 32% 26% 10%.
o Each store will be billed for the hours consumed to get a more accurate view
of performance at each location.
• Electronic Invoicing/Finance & Liquor communication.
• Cannabis sales are a great replacement for the loss of Tobacco. o Cannabis sales YTD (06/30/2024) of $269,320 are 4% of total sales. o Tobacco sales YTD (06/30/2023) of $108,560 at 1.5% of total sales.
• The annual “Toast to Richfield” Partnership with the “Richfield Foundation” was a hit once again. Yielding orders over $10,000 in total sales.
2024/2025 GOALS
• Implement the timeclock on our Point-of-Sale system to eliminate timecards.
o Implement an incentive program for the “Round Up” campaign.
• Reduce inventory on hand especially in the “Wine” category.
• Clean our Point-of-Sale system of old data. (ongoing)
• Enhance the connection between our profits and the Cities recreational equipment and facilities. (Round Up & Whiskey for Wildlife products are a great tool for this)
DIVISION EXPENDITURE COMMENT
• Personnel services are no longer being split. So, you will see some fluctuations per store. Cost savings at 1,2,3 but a cost increase at 4.
176
LIQUOR OPERATIONS FUNDFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Liquor OperationsDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
LYNDALE LIQUOR STORE - 50010BUSINESS UNIT:
Liquor Sales
5005 1,160,864 1,395,360 1,018,819 1,029,007Sales - Liquor $$$$
5010 671,809 852,720 611,291 617,404Sales - Wine
5015 1,209,835 1,472,880 1,077,037 1,087,807Sales - Beer
5020 20,925 - 101,882 102,901Sales - Cordials
5025 31,288 60,000 - - Sales - Cigarettes
5030 30,138 29,070 29,109 29,400Sales - Food
5035 74,951 67,830 72,773 72,773Sales- Other
3,877,860 2,910,911 2,939,2923,199,810Liquor Sales Total $$$$
Other Income
8011 16,070 1,950 6,000 6,000Investment Earnings $$$$
8012 823 - 100 100Change in Fair Value
8032 2,590 2,000 2,500 2,500Commissions
8033 6,316 (250)(365)(365)Cash/Over Short
8034 9,410 - - - Other Refund/Reimbursements
8035 (2,408)- - - Other Miscellaneous Revenues
8040 3,227 4,350 3,500 3,500Sales - Lottery Commissions
8,050 11,735 11,73536,028Other Income Total $$$$
LYNDALE LIQUOR STORE TOTAL 3,885,910 2,922,646 2,951,0273,235,838$$$$
177
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
LYNDALE LIQUOR STORE - 50010BUSINESS UNIT:
Costs of Goods Sold
5510 2,349,774 2,907,000 2,095,855 2,116,290Purchases for Resale $$$$
2,907,000 2,095,855 2,116,2902,349,774Costs of Goods Sold Total $$ $$
Personal Services
6005 63,908 110,137 108,729 114,894Full Time $$$$
6006 120,791 153,056 93,041 115,761Part-time
6007 100,491 133,547 118,870 124,735Seasonal
6009 1,182 1,750 1,196 1,196Overtime
6031 17,043 23,986 19,807 21,931Employer Social Security
6032 3,986 5,609 4,634 5,129Employer Medicare
6033 20,700 29,756 24,079 26,655Employer Pera
6035 50,163 60,823 40,298 47,673Medical Insurance
6036 292 954 889 890Dental Insurance
6037 34 53 51 53Term Life
6038 3,192 3,300 3,300 3,300Workers Compensation
6040 79 195 192 203Long Term Disability
6051 36,631 30,838 22,166 23,053Interdepartmental Labor
6052 3,669 3,798 2,728 2,838Administrative Charges
557,802 439,980 488,311422,161Personal Services Total $$ $$
Other Services & Charges
6103 7,686 6,610 5,555 6,689Professional Services -General $$$$
6202 26,820 27,875 27,875 28,000Data Processing Rental
6205 2,881 5,000 5,000 6,000Maintenance & Repairs
6207 36,112 41,465 41,465 40,000Utility Services
6301 2,584 6,500 4,600 4,600Advertising & Publication
6302 867 900 900 900Communications
6303 20 350 1,300 1,300Professional Development
6305 93 3,200 3,200 3,200Subscriptions & Memberships
6307 17,943 16,150 16,150 16,800Insurance & Bonds
6308 4,650 4,810 4,810 5,000Property Liability
6310 587 1,500 600 600Taxes & Licenses
6315 19,031 10,500 10,500 10,500Other Contractual Services
6401 640 800 800 800Office Supplies
6402 66 140 72 72Copy Charges
6403 967 1,000 1,000 1,000Postage
6409 302 1,120 1,800 1,900Uniforms & Clothing
6414 9,224 12,000 10,000 10,000Other Supplies
6513 50,389 72,000 72,000 72,000Other Charges
211,920 207,627 209,361180,862Other Services & Charges Total $$ $$
Depreciation
6610 69,444 87,010 87,010 87,010Depreciation$$$$
178
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
LYNDALE LIQUOR STORE - 50010BUSINESS UNIT:
87,010 87,010 87,01069,444DepreciationTotal$$ $$
Other Financing Uses
8511 285,711 273,540 197,821 195,383Operating Transfers Out $$$$
273,540 197,821 195,383285,711Other Financing Uses Total $$ $$
4,037,272 3,028,293 3,096,3553,307,952LYNDALE LIQUOR STORE TOTAL $$ $$
179
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
LYNDALE LIQUOR STORE - 50010BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
.23 .2316Liquor Operations Manager -
1.00 1.0012Store Manager -
- - M-2Liquor Operation Manager .25
- - M-LLiquor Store Manager 1.00
1.23 1.23Total1.25
Intermittent Employees
15.00 15.00103Sales Associate -
15.00 15.00Total-
Part-Time Employees
- - GS-2Liquor Operations Shift Lead 1.00
- - GS-2Liquor Operations Shift Lead 1.00
2.00 2.007Shift Lead -
2.00 2.00Total2.00
- - NONE $$- $
- - None -
--Total $$-$
180
Department/Division
Actual Actual Budget Budget
2022 2023 2024R 2025P
Inputs:
Number of Full Time Employees 5555
Operations Expenditures 3,400,076$ 3,447,271$ 3,789,273 3,911,963
Cost of Sales 10,659,158$ 10,170,469$ 9,719,633 9,816,306
Total Expenditures 14,059,234$ 13,617,740$ 13,508,906$ 13,728,269$
Outputs:
Annual Liquor Sales 14,178,033$ 13,923,697$ 13,446,280$ 13,580,011$
Customer Count 583,595 575,425 567, 500 560,000
Annual Advertising Expenditures 21,373$ 21,500$ 20,000$ 20,000$
Effectiveness Measures:
Profit from Liquor Sales 3,518,875$ 3,753,228$ 3,726,647$ 3,763,705$
% of Sales 25%27%28%28%
Retained earnings (After Transfers Out)118,799$ 305,957$ (62,626)$ (148,258)$
Efficiency Measures:
Advertising Cost Per Sales 0.037$ 0.037$ 0.035$ 0.036$
Sales Per Customer 24.58$ 24.43$ 24.25$ 24.00$
Performance Measures
Liquor Operations
181
LIQUOR OPERATIONS FUNDFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Liquor OperationsDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
CEDAR LIQUOR STORE - 50020BUSINESS UNIT:
Liquor Sales
5005 1,701,452 1,719,633 1,731,097 1,748,408Sales - Liquor $$$$
5010 1,008,733 1,011,549 989,198 999,090Sales - Wine
5015 2,036,703 2,073,675 1,830,016 1,848,317Sales - Beer
5020 29,654 - 173,110 174,841Sales - Cordials
5025 78,681 60,000 - - Sales - Cigarettes
5030 51,204 63,222 37,095 37,466Sales - Food
5035 92,573 101,155 185,476 187,329Sales- Other
5040 5 - - - Sales- Lottery Commissions
5,029,234 4,945,992 4,995,4514,999,005Liquor Sales Total $$$$
Other Income
8011 16,070 1,950 6,000 6,000Investment Earnings $$$$
8012 823 - 100 100Change in Fair Value
8032 2,590 2,500 2,500 2,500Commissions
8033 139 (250)(365)(365)Cash/Over Short
8035 417 - - - Other Miscellaneous Revenues
8040 3,761 3,500 3,500 3,500Sales - Lottery Commissions
7,700 11,735 11,73523,800Other Income Total $$$$
CEDAR LIQUOR STORE TOTAL 5,036,934 4,957,727 5,007,1865,022,805$$$$
182
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
CEDAR LIQUOR STORE - 50020BUSINESS UNIT:
Costs of Goods Sold
5510 3,598,394 3,793,309 3,561,113 3,596,724Purchases for Resale $$$$
3,793,309 3,561,113 3,596,7243,598,394Costs of Goods Sold Total $$ $$
Personal Services
6005 127,559 131,125 131,281 135,994Full Time $$$$
6006 103,439 153,056 121,274 127,589Part-time
6007 115,317 154,080 154,931 161,766Seasonal
6009 1,594 2,000 1,612 1,612Overtime
6031 20,400 26,616 24,781 25,853Employer Social Security
6032 4,771 6,225 5,795 6,047Employer Medicare
6033 22,687 32,870 30,562 31,902Employer Pera
6035 49,481 57,935 54,067 58,123Medical Insurance
6036 954 954 948 948Dental Insurance
6037 78 53 52 56Term Life
6038 4,812 4,980 4,980 4,980Workers Compensation
6040 226 232 232 241Long Term Disability
6051 36,141 30,838 29,876 31,071Interdepartmental Labor
6052 3,669 3,798 3,677 3,825Administrative Charges
604,762 564,068 590,007491,128Personal Services Total $$ $$
Other Services & Charges
6103 7,686 6,500 7,487 9,015Professional Services -General $$$$
6202 29,650 32,000 32,000 33,000Data Processing Rental
6205 1,226 5,000 10,000 6,000Maintenance & Repairs
6207 29,696 33,065 33,065 33,100Utility Services
6301 2,250 6,500 6,200 6,200Advertising & Publication
6302 659 1,250 1,250 1,250Communications
6303 20 350 1,300 1,300Professional Development
6305 104 3,200 3,200 3,200Subscriptions & Memberships
6307 17,696 15,990 15,990 16,630Insurance & Bonds
6308 3,360 3,480 3,480 3,620Property Liability
6310 577 1,500 600 600Taxes & Licenses
6315 18,399 14,500 10,850 11,000Other Contractual Services
6401 438 800 800 800Office Supplies
6402 39 70 50 50Copy Charges
6409 631 1,100 1,800 1,900Uniforms & Clothing
6414 11,269 13,000 10,000 10,000Other Supplies
6513 80,416 88,000 88,000 88,000Other Charges
226,305 226,072 225,665204,116Other Services & Charges Total $$ $$
Depreciation
6610 39,051 87,010 87,010 87,010Depreciation$$$$
87,010 87,010 87,01039,051DepreciationTotal$$ $$
183
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
CEDAR LIQUOR STORE - 50020BUSINESS UNIT:
Other Financing Uses
8511 283,751 273,540 266,627 263,342Operating Transfers Out $$$$
273,540 266,627 263,342283,751Other Financing Uses Total $$ $$
4,984,926 4,704,890 4,762,7484,616,440CEDAR LIQUOR STORE TOTAL $$ $$
184
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
CEDAR LIQUOR STORE - 50020BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
.31 .3116Liquor Operations Manager -
1.00 1.0012Store Manager -
- - M-2Liquor Operation Manager .25
- - M-LLiquor Store Manager 1.00
1.31 1.31Total1.25
Intermittent Employees
15.00 15.00103Sales Associate -
15.00 15.00Total-
Part-Time Employees
2.00 2.007Shift Lead -
- - GS-2Liquor Operations Shift Lead 1.00
- - GS-2Liquor Operations Shift Lead 1.00
2.00 2.00Total2.00
- - NONE $$- $
--Total $$-$
185
LIQUOR OPERATIONS FUNDFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Liquor OperationsDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
PENN LIQUOR STORE - 50030BUSINESS UNIT:
Liquor Sales
5005 1,196,988 1,199,548 1,157,192 1,168,763Sales - Liquor $$$$
5010 939,624 939,181 900,038 909,038Sales - Wine
5015 1,447,300 1,450,616 1,368,425 1,382,109Sales - Beer
5020 22,446 - 156,129 157,690Sales - Cordials
5025 54,658 60,000 - - Sales - Cigarettes
5030 25,678 27,896 18,368 18,552Sales - Food
5035 54,496 46,494 73,472 74,207Sales- Other
5040 9 - - - Sales- Lottery Commissions
3,723,735 3,673,624 3,710,3593,741,199Liquor Sales Total $$$$
Other Income
8011 16,070 1,900 6,000 6,000Investment Earnings $$$$
8012 823 - 100 100Change in Fair Value
8032 2,590 2,500 2,500 2,500Commissions
8033 5,433 (250)(365)(365)Cash/Over Short
8040 3,200 3,000 3,000 3,000Sales - Lottery Commissions
7,150 11,235 11,23528,116Other Income Total $$$$
PENN LIQUOR STORE TOTAL 3,730,885 3,684,859 3,721,5943,769,315$$$$
186
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
PENN LIQUOR STORE - 50030BUSINESS UNIT:
Costs of Goods Sold
5510 2,753,781 2,789,646 2,645,009 2,671,459Purchases for Resale $$$$
2,789,646 2,645,009 2,671,4592,753,781Costs of Goods Sold Total $$ $$
Personal Services
6005 83,386 117,989 92,157 113,685Full Time $$$$
6006 106,892 124,358 132,922 128,156Part-time
6007 107,951 120,529 119,270 124,735Seasonal
6009 1,372 1,000 1,196 1,196Overtime
6031 18,792 22,347 21,103 22,464Employer Social Security
6032 4,395 5,227 4,937 5,254Employer Medicare
6033 22,509 27,215 25,826 27,494Employer Pera
6035 26,312 45,219 36,509 39,248Medical Insurance
6036 730 911 166 167Dental Insurance
6037 55 82 41 53Term Life
6038 2,976 3,080 3,080 3,080Workers Compensation
6040 175 209 163 201Long Term Disability
6051 29,183 25,057 22,166 23,053Interdepartmental Labor
6052 2,980 3,084 2,728 2,838Administrative Charges
496,307 462,264 491,624407,708Personal Services Total $$ $$
Other Services & Charges
6103 5,761 5,000 5,555 6,689Professional Services -General $$$$
6202 26,600 29,000 29,000 29,000Data Processing Rental
6205 3,281 5,000 5,000 5,000Maintenance & Repairs
6207 25,404 35,435 35,000 35,000Utility Services
6301 2,538 5,000 4,600 4,600Advertising & Publication
6302 1,631 1,600 1,600 1,600Communications
6303 20 350 1,300 1,300Professional Development
6305 58 3,200 3,200 3,200Subscriptions & Memberships
6307 13,005 13,290 13,290 13,820Insurance & Bonds
6308 3,760 3,890 3,890 4,050Property Liability
6310 577 1,500 600 600Taxes & Licenses
6315 17,411 14,500 10,500 10,500Other Contractual Services
6401 783 800 800 800Office Supplies
6402 43 65 65 65Copy Charges
6409 - 1,000 1,620 1,620Uniforms & Clothing
6414 7,702 9,000 10,000 10,000Other Supplies
6513 69,308 80,000 79,000 79,000Other Charges
208,630 205,020 206,844177,882Other Services & Charges Total $$ $$
Depreciation
6610 47,779 70,700 70,700 70,700Depreciation$$$$
70,700 70,700 70,70047,779DepreciationTotal$$ $$
187
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
PENN LIQUOR STORE - 50030BUSINESS UNIT:
Other Financing Uses
8511 229,692 219,730 197,821 195,383Operating Transfers Out $$$$
219,730 197,821 195,383229,692Other Financing Uses Total $$ $$
3,785,013 3,580,814 3,636,0103,616,842PENN LIQUOR STORE TOTAL $$ $$
188
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
PENN LIQUOR STORE - 50030BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
.23 .2316Liquor Operations Manager -
1.00 1.0012Store Manager -
- - M-2Liquor Operation Manager .25
- - M-LLiquor Store Manager 1.00
1.23 1.23Total1.25
Intermittent Employees
15.00 15.00103Sales Associates -
15.00 15.00Total-
Part-Time Employees
2.00 2.007Shift Lead -
- - GS-2Liquor Operstions Shift Lead 1.00
- - GS-2Liquor Operations Shift Lead 1.00
2.00 2.00Total2.00
- - None $$- $
--Total $$-$
189
LIQUOR OPERATIONS FUNDFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Liquor OperationsDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
WINE & SPIRITS - 50040BUSINESS UNIT:
Liquor Sales
5005 737,237 786,600 689,671 696,567Sales - Liquor $$$$
5010 365,161 372,600 335,257 338,609Sales - Wine
5015 762,043 807,300 699,249 706,242Sales - Beer
5020 21,759 - 124,524 125,769Sales - Cordials
5025 39,396 45,000 - - Sales - Cigarettes
5030 17,589 15,525 19,158 19,349Sales - Food
5035 40,496 41,400 47,894 48,373Sales- Other
2,068,425 1,915,753 1,934,9091,983,681Liquor Sales Total $$$$
Other Income
8011 16,070 1,800 6,000 6,000Investment Earnings $$$$
8012 823 - 100 100Change in Fair Value
8032 2,590 2,500 2,500 2,500Commissions
8033 3,385 (250)(365)(365)Cash/Over Short
8035 (980)- - - Other Miscellaneous Revenues
8040 1,949 3,000 2,000 2,000Sales - Lottery Commissions
7,050 10,235 10,23523,837Other Income Total $$$$
WINE & SPIRITS TOTAL 2,075,475 1,925,988 1,945,1442,007,518$$$$
190
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
WINE & SPIRITS - 50040BUSINESS UNIT:
Costs of Goods Sold
5510 1,468,520 1,552,500 1,417,656 1,431,833Purchases for Resale $$$$
1,552,500 1,417,656 1,431,8331,468,520Costs of Goods Sold Total $$ $$
Personal Services
6005 95,240 100,014 116,505 123,933Full Time $$$$
6006 73,692 47,830 120,603 127,363Part-time
6007 65,183 60,840 71,706 75,309Seasonal
6009 554 550 1,196 1,196Overtime
6031 14,525 12,880 19,048 20,146Employer Social Security
6032 3,397 3,012 4,456 4,532Employer Medicare
6033 17,607 15,652 23,161 24,495Employer Pera
6035 31,419 25,726 44,273 47,594Medical Insurance
6036 795 795 889 890Dental Insurance
6037 65 48 49 53Term Life
6038 1,908 1,980 1,980 1,980Workers Compensation
6040 170 177 206 219Long Term Disability
6051 13,403 9,641 22,166 23,053Interdepartmental Labor
6052 1,142 1,180 2,728 2,838Administrative Charges
280,325 428,966 453,601319,100Personal Services Total $$ $$
Other Services & Charges
6103 2,299 2,000 5,555 6,689Professional Services -General $$$$
6202 13,000 13,400 13,400 13,400Data Processing Rental
6205 7,825 5,000 5,000 5,000Maintenance & Repairs
6207 20,719 22,280 22,280 22,280Utility Services
6301 2,476 2,000 4,600 4,600Advertising & Publication
6302 532 650 650 650Communications
6303 20 150 800 800Professional Development
6305 58 3,200 3,200 3,200Subscriptions & Memberships
6307 7,038 7,610 7,610 7,910Insurance & Bonds
6308 3,360 3,480 3,480 3,620Property Liability
6310 577 1,500 600 600Taxes & Licenses
6315 19,525 12,850 12,250 12,250Other Contractual Services
6401 360 700 700 700Office Supplies
6402 46 50 50 50Copy Charges
6409 634 600 600 900Uniforms & Clothing
6414 8,252 6,500 6,500 6,500Other Supplies
6513 35,453 36,000 36,000 36,000Other Charges
117,970 123,275 125,149122,174Other Services & Charges Total $$ $$
Depreciation
6610 59,425 27,190 27,190 27,190Depreciation$$$$
27,190 27,190 27,19059,425DepreciationTotal$$ $$
191
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
WINE & SPIRITS - 50040BUSINESS UNIT:
Other Financing Uses
8511 98,772 95,310 197,821 195,383Operating Transfers Out $$$$
95,310 197,821 195,38398,772Other Financing Uses Total $$ $$
2,073,295 2,194,908 2,233,1562,067,991WINE & SPIRITS TOTAL $$ $$
192
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
WINE & SPIRITS - 50040BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
.23 .2316Liquor Operations Manager -
- - M-2Liquor Operation Manager .25
1.00 1.0012Store Manager -
- - M-LLiquor Store Manager 1.00
1.23 1.23Total1.25
Intermittent Employees
8.00 8.00103Sales Associate -
8.00 8.00Total-
Part-Time Employees
2.00 2.007Shift Lead -
- - GS-2Liquor Operations Shift Lead 1.00
- - GS-2Liquor Operations Shift Lead 1.00
2.00 2.00Total2.00
- - None $$- $
--Total $$-$
193
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT
FUND:
Public WorksDEPARTMENT:
WATER AND WASTEWATER UTILITIES
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
Increase/
(Decrease)
2024 Budget/
2025 Budget
51000 4,957,533 6,140,440 6,410,874 6,158,998WATER UTILITY $$$$0.30%
52000 4,557,589 5,573,210 4,959,130 6,605,105WASTEWATER UTILITY 18.52%
Public Works TOTAL 11,713,650 11,370,004 12,764,1039,515,122 $$$8.97%$
REVENUES
51000 5,448,273 4,779,480 4,779,480 5,033,880WATER UTILITY $$$$5.32%
52000 5,217,377 5,348,650 5,344,650 5,450,730WASTEWATER UTILITY 1.91%
WATER AND WASTEWATER UTILITY
YEAR Water Wastewater
2023 $4,957,533 $4,557,589
2024B $6,140,440 $5,573,210
2024R $6,410,874 $4,959,130
2025B $6,158,998 $6,605,105
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
2023 2024B 2024R 2025B
E
X
P
E
N
S
E
S
YEAR
WATER AND WASTEWATER UTILITY Water
Wastewater
194
WATER AND WASTEWATER FUND PROJECTION
2023 2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 18,333,182$ 19,483,711$ 19,769,837$ 20,302,944$
Revenues
Charges for Service:
Water & Wastewater Usage 10,241,076 9,945,380 10,305,860 10,615,036
Miscellaneous Revenues
Interest 226,423 58,000 58,000 55,000
Other Revenues 198,151 120,750 120,750 120,750
Total Miscellaneous Revenues 424,574 178,750 178,750 175,750
Total Revenues 10,665,650 10,124,130 10,484,610 10,790,786
Expenses
Personal Services 2,634,226 2,711,570 2,842,670 2,942,163
Other Services and Charges 5,030,753 5,359,410 5,324,680 5,511,044
Depreciation 1,378,469 1,573,120 1,608,650 1,656,910
Interest 171,673 193,904 175,503 156,940
Total Operating Expenses 9,215,121 9,838,004 9,951,503 10,267,057
Net Income (Loss)1,450,529 286,126 533,107 523,729
Operating Transfers From (To)
Projects Funds (300,000) - - -
(300,000) - - -
RETAINED EARNINGS 19,483,711 19,769,837 20,302,944 20,826,673
BOND PRINCIPAL *-$ 628,000$ 649,600$ 661,200$
CAPITAL OUTLAY **-$ 904,000$ 2,163,000$ -$
* Bonds and internal loans are not recorded as current expenses, but rather as adjustments to cash position.
** Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
195
BUDGET SUMMARY
WATER FUND PROJECTION
2023 2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 10,162,986$ 10,653,726$ 10,397,832$ 10,360,264$
Revenues
Water Usage 5,175,904$ 4,613,480$ 4,867,880$ 5,013,916$
Miscellaneous Revenues
Interest 74,217 46,000 46,000 40,000
Other Revenues 198,151 120,000 120,000 120,000
Total Miscellaneous Revenues 272,368 166,000 166,000 160,000
Total Revenues 5,448,272 4,779,480 5,033,880 5,173,916
Expenses
Personal Services 1,470,894 1,482,600 1,554,990 1,609,415
Other Services and Charges 2,249,915 2,126,970 2,068,285 2,140,675
Depreciation 1,112,012 1,281,530 1,319,980 1,359,579
Interest 124,711 144,274 128,193 111,920
Total Operating Expenses 4,957,532 5,035,374 5,071,448 5,221,589
Net Income 490,740 (255,894) (37,568) (47,673)
RETAINED EARNINGS 10,653,726 10,397,832 10,360,264 10,312,591
BOND PRINCIPAL *-$ 571,500$ 587,550$ 598,600$
CAPITAL OUTLAY **-$ 804,000$ 500,000$ -$
***Water Revenue Bond Debt Coverage 0.98 (0.36)(0.05)(0.07)
* Bonds and internal loans are not recorded as current expenses, but rather as adjustments to cash position.
** Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
***Calculation excludes depreciation.
196
WATER UTILITY DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for our community by offering the highest standards in critical municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To provide dependable, quality, high-grade softened water to the City of Richfield. Water is supplied by operating a 14 million-gallon per day lime softening plant 24 hours a day, 365 days per year. The water is delivered to 10,820 services by a 117-mile piping
system that ranges in size from 4 inches to 24 inches in diameter. The piping system
services two towers that store 2.5 million gallons of water, 1,062 hydrants, and approximately 2,460 valves. A clearwell reservoir of 2.5 million gallons of water is operated in conjunction with the treatment and distribution system for both maintaining water system demand and having a reserve for fire suppression.
The division also produces the annual Consumer Confidence Report and distributes the
report to all residents and businesses.
2024 HIGHLIGHTS
• Completed the Citywide water meter upgrade, ultimately enhancing the accuracy
and efficiency of the water delivery service. Supply issues are the reason for the delay in completing this project (City Council Priority/Outcome 1b-c & 3a).
• Utilized and further refined the utilities risk and resiliency plan and program for
resilience of our water infrastructure (City Council Priority/Outcome 1c & 3a-c).
• Complete the Water Distribution Model Update and CIP Equity Analysis. (City Council Priority/Outcome 1c, 3a, 3c, 5a & 5c).
• Completed an alternatives analysis for a Water System Interconnect with an
adjacent community and selected a strategy for design and development. (City Council Priority/Outcome 2c & 3a).
• Completed an Arc Flash Hazard Analysis at the water treatment plant to satisfy OSHA requirements. (City Council Priority/Outcome 1b-c & 4a-b).
• Participated in the State Commerce Department’s Energy Assistance Program for financial assistance with utility bills (City Council Priority/Outcome 2c & 5a).
• Design/Development/Roll-out of Opworks for water plant operations. Opworks
will be the new working dashboard for monitoring plant operations and treatment. (City Council Priority/Outcome 1c & 3b-c).
197
2025 GOALS
• Cyber Security System Assessment and Certification of Operations Technology
at the Water Treatment Plant (City Council Priority/Outcome 1c, 3a & 4b).
• Utilize and further refine the utilities risk and resiliency plan and program for resilience of our water infrastructure (City Council Priority/Outcome 1c & 3a-c).
• Continue with the design/development effort of a water system interconnect with the City of Minneapolis. (City Council Priority/Outcome 2c & 3a).
• Continue with the Trust the Tap Campaign for promoting the Richwater Brand
and consumption of drinking water produced by Richfield. (City Council
Priority/Outcome 1a, 3c & 5a).
• Maintain participation in the State Commerce Department’s Energy Assistance Program for financial assistance with utility bills (City Council Priority/Outcome 2c
& 5a).
DIVISION EXPENDITURE COMMENT
The 2024 Revised Budget reflects an increase of 3.60% from the 2024 Adopted Budget primarily due to increases in personnel services, a 92% increase in lime sludge hauling
costs, impacting the maintenance and repair (6205) line-item budget and overall increases in chemical costs (6413).
The 2025 Proposed Budget reflects an increase of 3.99% from the 2024 Adopted Budget. Despite increases in hauling and chemical costs, reduced planned expenditures in professional services (6103) offset those increases for the proposed
2025 budget.
198
WATER UTILITYFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Public WorksDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
WATER UTILITY - 51000BUSINESS UNIT:
License & permits
4164 - 2,500 2,500 2,500Water Permit $$$$
2,500 2,500 2,500- License & permits Total $$$$
Intergovernmental Revenues
4244 10,000 10,000 10,000 10,000Grants Other $$$$
10,000 10,000 10,00010,000Intergovernmental Revenues Total $$$$
Miscellaneous Revenues
4609 8,824 - - - Change in Fair Value $$$$
- - - 8,824Miscellaneous Revenues Total $$$$
Special Assessments
4740 12,369 4,500 4,500 4,500Special Assessments-Penalty &$$$$
4,500 4,500 4,50012,369Special Assessments Total $$$$
Utility Revenues
4812 3,893,625 3,634,000 3,634,000 3,888,400Metered Water - Tax Exempt $$$$
4814 779,439 500,000 500,000 500,000Metered Water
4816 428,143 433,600 433,600 433,600Water Service Charges
4818 30,328 26,380 26,380 26,380Other Water Charges/Services
4848 32,000 12,500 12,500 12,500Certification Fee
4,606,480 4,606,480 4,860,8805,163,535Utility Revenues Total $$$$
Other Income
8011 63,140 46,000 46,000 46,000Investment Earnings $$$$
8012 2,253 - - - Change in Fair Value
8035 188,152 110,000 110,000 110,000Other Miscellaneous Revenues
156,000 156,000 156,000253,545Other Income Total $$$$
WATER UTILITY TOTAL 4,779,480 4,779,480 5,033,8805,448,273$$$$
199
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
WATER UTILITYFUND:
Public WorksDEPARTMENT:
WATER UTILITY - 51000BUSINESS UNIT:
Personal Services
6005 868,819 855,750 881,480 923,940Full Time $$$$
6007 3,658 22,620 21,760 22,360Seasonal
6009 51,822 35,000 35,000 35,000Overtime
6031 54,778 54,410 54,490 57,140Employer Social Security
6032 12,811 12,730 12,750 13,360Employer Medicare
6033 66,377 63,770 64,630 67,810Employer Pera
6035 126,262 138,330 144,870 156,310Medical Insurance
6036 6,854 7,510 7,530 7,560Dental Insurance
6037 577 420 420 450Term Life
6038 36,864 38,150 38,150 38,150Workers Compensation
6040 1,252 1,510 1,520 1,600Long Term Disability
6051 45,000 50,000 60,000 65,000Interdepartmental Labor
6052 195,820 160,000 160,000 166,310Administrative Charges
1,440,200 1,482,600 1,554,9901,470,894Personal Services Total $$ $$
Other Services & Charges
6103 384,623 318,570 319,420 229,875Professional Services -General $$$$
6201 - 1,750 1,750 1,750Rents & Leases
6202 50,360 52,520 52,520 29,250Data Processing Rental
6203 1,406 - - - Motor Pool Fixed Rental
6204 52,836 54,950 54,950 57,150Motor Pool Operating Rental
6205 446,654 459,300 492,300 504,300Maintenance & Repairs
6207 335,522 365,000 365,000 365,000Utility Services
6301 21,590 12,000 12,000 16,000Advertising & Publication
6302 39,239 13,000 13,200 13,200Communications
6303 13,004 15,300 16,300 18,000Professional Development
6305 6,314 9,000 7,000 7,000Subscriptions & Memberships
6307 46,017 35,700 35,700 37,130Insurance & Bonds
6308 35,980 37,240 37,240 38,730Property Liability
6310 11,700 15,250 19,340 19,750Taxes & Licenses
6315 5,350 1,750 1,750 1,750Other Contractual Services
6401 1,530 2,000 2,000 2,000Office Supplies
6402 683 500 500 500Copy Charges
6403 1,699 13,000 15,000 16,000Postage
6409 6,436 7,000 8,000 9,000Uniforms & Clothing
6410 56,591 67,000 67,000 67,000Small Tools & Parts
6412 50,340 43,500 49,500 55,000Maint. & Const. Materials
6413 523,393 462,730 499,500 522,900Chemicals
6414 36,641 46,500 46,500 46,500Other Supplies
6513 44,844 10,500 10,500 10,500Other Charges
2,044,060 2,126,970 2,068,2852,172,752Other Services & Charges Total $$ $$
200
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
WATER UTILITYFUND:
Public WorksDEPARTMENT:
WATER UTILITY - 51000BUSINESS UNIT:
Depreciation
6610 1,112,012 1,281,530 1,281,530 1,319,980Depreciation$$$$
1,281,530 1,281,530 1,319,9801,112,012DepreciationTotal$$ $$
Capital Outlay
7350 72,987 727,000 704,000 450,000Other Improvements $$$$
7400 4,176 - 100,000 50,000Machinery & Equipment
727,000 804,000 500,00077,163Capital Outlay Total $$ $$
Other Financing Uses
8521 - 540,000 571,500 587,550Principal Payments $$$$
8522 124,474 106,350 142,974 126,693Interest Payments
8523 238 1,300 1,300 1,500Paying Agent Fees
647,650 715,774 715,743124,712Other Financing Uses Total $$ $$
6,140,440 6,410,874 6,158,9984,957,533WATER UTILITY TOTAL $$ $$
201
WATER UTILITYFUND:
Public WorksDEPARTMENT:
WATER UTILITY - 51000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-3Utility Superintendent .50
- - M-1Utility Supervisor .50
4.00 4.00LT-2Water Plant Operator 4.00
2.00 2.00LT-2Water Plant Mechanic 2.00
2.00 2.00LT-1Public Works Worker 2.00
- - GS-3Utility Billing Clerk .80
- - GS-2Senior Office Assistant .15
- - GS-6GIS Coordinator .15
- - M-2Assistant Utility Superintendent .35
.50 .5016Utility Superintendent -
.50 .5014Utility Supervisor -
.80 .808Utility Billing Clerk -
.15 .158Senior Office Assistant -
.15 .1512GIS Coordinator -
.35 .3515Assistant Utility Superintendent -
10.45 10.45Total10.45
62,000 - Filter Press Rehab $$100,000$
180,000 - Water Plant/Lift Station Network 180,000
70,000 - Water Plant HVAC 25,000
20,000 - HART System Expansion 50,000
300,000 - Watermain Rehabilitation 300,000
72,000 - Water Plant Security 72,000
- 125,000Water Plant Chlorine Storage Area -
- 150,000Water Plant Elevator Replacement -
- 25,000Water Plant Instruments & Controls -
- 100,000Water Plant Eye/Shower Safety Station -
- 50,000Sludge Pump Replacement -
100,000 50,000Water Meter Replacement -
804,000 500,000Total$$727,000$
202
Department/Division
Actual Actual Budget Budget
2022 2023 2024R 2025P
Inputs:
Number of Full-Time & Part-Time Employees 10.45 10.45 10.45 10.45
Division Operating Revenues 5,136,729$ 5,792,592$ 4,779,480$ 4,881,480$
Division Operating Expenses 2,118,376$ 2,172,752$ 2,126,966$ 2,068,282$
Principal Payments and Interest 136,701$ 124,712$ 715,774$ 715,743$
Capital Outlay (excluding Depreciation)129,349$ 1,743,750$ 804,000$ 500,000$
Outputs:
Total Miles of Water Mains 117 117 117 117
Water Pumped in Gallons 984,426,295 1,020,386,274 1,000,000,000 1,000,000,000
Total WM Replace/Rehab (feet)1,300 2,100 1000 1000
Total WM Condition Assessment (feet)24,747 n/a n/a n/a
Annual Number of Water Main Breaks 18 11 12 12
Effectiveness Measures:
Percent WM Replaced/Rehabbed 0.21%0.34%0.16%0.16%
Percent WM Condition Assessment 4.01%n/a n/a n/a
Percent Service Interuptions 1.00%1.00%1.00%1.00%
Efficiency Measures:
Operating Cost Per 1 Million Gallons Pumped 2,152$ 2,129$ 2,127$ 2,068$
Cost per Capita (excluding Capital Outlay)60.96$ 62.10$ #76.84$ 75.26$
Public Works/Water Utility
Performance Measures
203
GENERAL OBLIGATION REFUNDING BONDS, SERIES 2015B
SCHEDULE OF DEBT SERVICE REQUIREMENTS
December 31, 2024
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2024 - 1,170,000
2025 380,000 19,600 399,600 790,000
2026 390,000 11,900 401,900 400,000
2027 400,000 4,000 404,000 -
1,170,000$ 35,500$ 1,205,500$
204
WATER GENERAL OBLIGATION BONDS, SERIES 2019A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
December 31, 2024
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2024 1,005,000
2025 50,000 31,200 81,200 955,000
2026 50,000 29,200 79,200 905,000
2027 50,000 27,200 77,200 855,000
2028 55,000 25,100 80,100 800,000
2029 55,000 23,175 78,175 745,000
2030 60,000 21,450 81,450 685,000
2031 60,000 19,650 79,650 625,000
2032 60,000 17,850 77,850 565,000
2033 65,000 15,975 80,975 500,000
2034 65,000 14,025 79,025 435,000
2035 65,000 12,075 77,075 370,000
2036 70,000 10,050 80,050 300,000
2037 70,000 7,950 77,950 230,000
2038 75,000 5,775 80,775 155,000
2039 75,000 3,525 78,525 80,000
2040 80,000 1,200 81,200 -
1,005,000$ 265,400$ 1,270,400$
205
WATER GENERAL OBLIGATION BONDS, SERIES 2020A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
December 31, 2024
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2024 1,695,000
2025 125,000 40,550 165,550 1,570,000
2026 125,000 36,800 161,800 1,445,000
2027 130,000 32,975 162,975 1,315,000
2028 135,000 29,000 164,000 1,180,000
2029 140,000 24,875 164,875 1,040,000
2030 145,000 20,600 165,600 895,000
2031 145,000 16,975 161,975 750,000
2032 150,000 14,025 164,025 600,000
2033 60,000 11,925 71,925 540,000
2034 65,000 10,675 75,675 475,000
2035 65,000 9,375 74,375 410,000
2036 65,000 8,075 73,075 345,000
2037 65,000 6,775 71,775 280,000
2038 70,000 5,390 75,390 210,000
2039 70,000 3,903 73,903 140,000
2040 70,000 2,363 72,363 70,000
2041 70,000 788 70,788 -
1,695,000$ 275,068$ 1,970,068$
206
BUDGET SUMMARY
WASTEWATER UTILITY FUND PROJECTION
2023 2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 8,170,196$ 8,829,985$ 9,372,005$ 9,942,680$
Revenues
Sewer Usage 5,065,172 5,331,900 5,437,980 5,601,119
Miscellaneous Revenues
Interest 152,206 12,000 12,000 15,000
Other Revenues - 750 750 750
Total Miscellaneous Revenues 152,206 12,750 12,750 15,750
Total Revenues 5,217,378 5,344,650 5,450,730 5,616,869
Expenses
Personal Services 1,163,332 1,228,970 1,287,680 1,332,749
Other Services and Charges 2,780,838 3,232,440 3,256,395 3,370,369
Depreciation 266,457 291,590 288,670 297,330
Interest 46,962 49,630 47,310 45,020
Operating Expenses 4,257,589 4,802,630 4,880,055 5,045,468
Net Income 959,789 542,020 570,675 571,402
Operating Transfers From (To)
Projects Funds (300,000) - - -
(300,000) - - -
RETAINED EARNINGS 8,829,985 9,372,005 9,942,680 10,514,082
BOND PRINCIPAL *-$ 56,500$ 62,050$ 62,600$
CAPITAL OUTLAY **-$ 100,000$ 1,663,000$ -$
***Wastewater Revenue Bond Coverage - - 12.06 5.31
* Bonds are not recorded as current expenses, but rather as adjustments to cash position.
** Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
***Calculation excludes depreciation.
207
WASTEWATER UTILITY DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for our community by offering the highest standards in critical municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To provide responsible collection and disposal of wastewater for the community with minimal inconvenience to residents and businesses.
The division focus is operation and maintenance of a 100-mile collection system
consisting of pipes in diameter from 9 inches to 36 inches. This collection system serves
approximately 10,820 services. This division also operates a total of 9 sanitary sewer lift stations that lift wastewater from low areas to a higher elevation where it flows by gravity to the Metropolitan Council Environmental Services (MCES) wastewater system.
2024 HIGHLIGHTS
• Continued to be aggressive with maintenance on the wastewater collection system by jetting/proofing the entire city on an annual basis, including televising and root sawing (City Council Priority/Outcome 1c & 3a).
• Completed Sanitary Sewer Lift Station Condition Assessment and evaluated
rehabilitation recommendations (City Council Priority/Outcome 1b-c & 3a).
• Participated in the State Commerce Department’s Energy Assistance Program for financial assistance with utility bills (City Council Priority/Outcome 2c & 5a).
• Initiated a city-wide sanitary sewer model to review serviceability and provide a critical analysis of the system (City Council Priority/Outcome 1b-c & 3a).
2025 GOALS
• Continue the sanitary sewer main lining program (City Council Priority/Outcome 1c & 3a).
• Continue to be aggressive with maintenance on the wastewater collection system by
jetting/proofing the entire City on an annual basis, including televising and root
sawing (City Council Priority/Outcome 1c & 3a).
• Begin to program Lift Station Improvement projects for the future (City Council Priority/Outcome 1b-c & 3a).
• Maintain participation in the State Commerce Department’s Energy Assistance Program for financial assistance with utility bills (City Council Priority/Outcome 2c & 5a).
208
• Complete a city-wide sanitary sewer model to review serviceability and provide a critical analysis of the system (City Council Priority/Outcome 1b-c & 3a).
• Initiate a pump replacement program for the sanitary sewer lift stations. (City Council Priority/Outcome 3a & 3b).
DIVISION EXPENDITURE COMMENT
Approximately 60% of the Wastewater Division expenditures are attributed to the
Metropolitan Council Environmental Services (MCES) charges for providing wastewater treatment services for the City of Richfield. The 2024 charge from MCES is $2,557,715 and the 2025 MCES charge is $2,580,868; this a 0.91% increase of MCES charges for the 2025 Proposed Budget.
The 2024 Revised Budget reflects an increase of 1.14% from the 2024 Adopted Budget.
This is largely due to the delay in completion of the Lift Station Condition Assessment effort as those costs were planned to be a 2023 professional services (6103) expense.
The 2025 Proposed Budget reflects an increase of 3.01% from the 2024 Adopted Budget primarily due to increases in personnel services.
209
WASTEWATER UTILITYFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Public WorksDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
WASTEWATER UTILITY - 52000BUSINESS UNIT:
License & permits
4162 9,060 15,000 15,000 15,000Sewer Permit $$$$
15,000 15,000 15,0009,060License & permits Total $$$$
Miscellaneous Revenues
4609 4,682 - - - Change in Fair Value $$$$
- - - 4,682Miscellaneous Revenues Total $$$$
Utility Revenues
4832 5,056,112 5,303,900 5,303,900 5,409,980Sewer Charges $$$$
4836 - 500 500 500Other Sewer Charges/Services
4838 - 4,000 - - Sewer Availability Charge
4848 - 12,500 12,500 12,500Certification Fee
5,320,900 5,316,900 5,422,9805,056,112Utility Revenues Total $$$$
Other Income
8011 140,803 12,000 12,000 12,000Investment Earnings $$$$
8012 6,720 - - - Change in Fair Value
8035 - 750 750 750Other Miscellaneous Revenues
12,750 12,750 12,750147,523Other Income Total $$$$
WASTEWATER UTILITY TOTAL 5,348,650 5,344,650 5,450,7305,217,377$$$$
210
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
WASTEWATER UTILITYFUND:
Public WorksDEPARTMENT:
WASTEWATER UTILITY - 52000BUSINESS UNIT:
Personal Services
6005 674,505 690,490 689,380 723,030Full Time $$$$
6007 4,928 22,620 22,680 23,330Seasonal
6009 8,649 20,000 20,000 20,000Overtime
6031 39,561 43,340 42,460 44,530Employer Social Security
6032 9,252 10,140 9,600 10,080Employer Medicare
6033 48,827 51,370 50,590 53,110Employer Pera
6035 103,875 126,740 126,070 135,990Medical Insurance
6036 5,346 6,100 6,080 6,110Dental Insurance
6037 449 340 340 360Term Life
6038 21,036 21,780 21,780 21,780Workers Compensation
6040 1,084 1,210 1,190 1,250Long Term Disability
6051 50,000 70,000 82,000 85,000Interdepartmental Labor
6052 195,820 160,000 160,000 166,310Administrative Charges
6054 - - (3,200) (3,200)Interdepartmental Labor Credit
1,224,130 1,228,970 1,287,6801,163,332Personal Services Total $$ $$
Other Services & Charges
6103 125,839 220,870 261,870 242,675Professional Services -General $$$$
6202 24,130 24,980 24,980 29,250Data Processing Rental
6203 323 - - - Motor Pool Fixed Rental
6204 72,720 75,630 75,630 78,660Motor Pool Operating Rental
6205 45,872 115,000 115,000 125,000Maintenance & Repairs
6207 10,725 26,250 26,250 26,250Utility Services
6301 235 5,000 5,000 5,000Advertising & Publication
6302 13,161 13,000 14,300 14,300Communications
6303 14,160 11,800 13,400 14,900Professional Development
6305 917 250 250 250Subscriptions & Memberships
6307 16,543 10,120 10,120 10,520Insurance & Bonds
6308 7,170 7,420 7,420 7,720Property Liability
6310 - 200 200 200Taxes & Licenses
6315 20,182 21,000 21,000 21,000Other Contractual Services
6401 197 100 100 100Office Supplies
6403 305 100 100 100Postage
6409 7,810 6,000 7,500 8,000Uniforms & Clothing
6410 25,897 29,000 29,000 29,000Small Tools & Parts
6412 5,110 42,250 42,250 42,250Maint. & Const. Materials
6414 1,134 9,850 9,850 9,850Other Supplies
6513 - 10,500 10,500 10,500Other Charges
629,320 674,720 675,525392,430Other Services & Charges Total $$ $$
MCES Charges
6601 2,379,837 2,557,720 2,557,720 2,580,870MCES Charges $$$$
2,557,720 2,557,720 2,580,8702,379,837MCES Charges Total $$ $$
211
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
WASTEWATER UTILITYFUND:
Public WorksDEPARTMENT:
WASTEWATER UTILITY - 52000BUSINESS UNIT:
Depreciation
6610 266,457 291,590 291,590 288,670Depreciation$$$$
291,590 291,590 288,670266,457DepreciationTotal$$ $$
Capital Outlay
7350 7,795 800,000 - 1,613,000Other Improvements $$$$
7400 776 - 100,000 50,000Machinery & Equipment
800,000 100,000 1,663,0008,571Capital Outlay Total $$ $$
Other Financing Uses
8511 300,000 - - - Operating Transfers Out $$$$
8521 - 40,000 56,500 62,050Principal Payments
8522 46,962 30,300 49,480 47,110Interest Payments
8523 - 150 150 200Paying Agent Fees
70,450 106,130 109,360346,962Other Financing Uses Total $$ $$
5,573,210 4,959,130 6,605,1054,557,589WASTEWATER UTILITY TOTAL $$ $$
212
WASTEWATER UTILITYFUND:
Public WorksDEPARTMENT:
WASTEWATER UTILITY - 52000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-3Utility Superintendent .50
- - M-1Utility Supervisor .50
6.00 6.00LT-1Public Works Worker 6.00
- - GS-3Utility Billing Clerk .80
- - GS-2Senior Office Assistant .15
- - M-2Assistant Utility Superintendent .35
- - GS-6GIS Coordinator .15
.50 .5016Utility Superintendent -
.50 .5014Utility Supervisor -
.80 .808Utility Billing Clerk -
.15 .158Senior Office Assistant -
.35 .3515Assistant Utility Superintendent -
.15 .1512GIS Coordinator -
8.45 8.45Total8.45
- 900,000Sewer Main Lining $$800,000$
- 163,000Public Works Storage Facility -
- 300,000Lift 7 Reconstruction -
- 250,000Sanitary Sewer Hot Spot -
100,000 50,000Water Meter Replacement -
100,000 1,663,000Total$$800,000$
213
Department/Division
Actual Actual Budget Budget
2022 2023 2024R 2025P
Inputs:
Number of Full-Time & Part-Time Employees 8.45 8.45 8.45 8.45
Division Operating Revenues 5,213,287$ 5,217,377$ 5,348,650$ 5,454,728$
Division Operating Expenses & MCES 3,922,974$ 3,939,619$ 4,461,392$ 4,544,071$
Outputs:
Total Miles of Sanitary Sewer Mains 113 113 113 113
Total Sanitary Flow in Gallons 748,160,000 741,020,000 739,020,000 738,860,000
Effectiveness Measures:
Accumulative Sanitary Main Lined/
Replaced (feet) 59,881 86,300 87,000 111,300
% of System Replaced/Lined 10.04% 14.46% 14.58% 18.65%
Sanitary Sewer Back Ups
Caused by City Main 0 1 0 0
Efficiency Measures:
Annual Expense Per Capita for
Sanitary System and Disposal 106.04$ 106.49$ 120.60$ 122.83$
Public Works/Wastewater Utility
Performance Measures
214
SEWER GENERAL OBLIGATION BONDS, SERIES 2019A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2024
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
920,000
2025 45,000 28,600 73,600 875,000
2026 45,000 26,800 71,800 830,000
2027 50,000 24,900 74,900 780,000
2028 50,000 22,900 72,900 730,000
2029 50,000 21,150 71,150 680,000
2030 55,000 19,575 74,575 625,000
2031 55,000 17,925 72,925 570,000
2032 55,000 16,275 71,275 515,000
2033 60,000 14,550 74,550 455,000
2034 60,000 12,750 72,750 395,000
2035 60,000 10,950 70,950 335,000
2036 65,000 9,075 74,075 270,000
2037 65,000 7,125 72,125 205,000
2038 65,000 5,175 70,175 140,000
2039 70,000 3,150 73,150 70,000
2040 70,000 1,050 71,050 -
920,000$ 241,950$ 1,161,950$
215
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
STORMWATER UTILITYFUND:
Public WorksDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
2,566,206 4,578,530 3,828,080 4,551,560STORMWATER UTILITY $$$$(0.59%)53000
4,578,530 3,828,080 4,551,5602,566,206Public Works TOTAL $$$$(0.59%)
REVENUES
2,705,350 2,517,660 2,544,660 2,633,750STORMWATER UTILITY $$$$4.61%53000
STORM SEWER UTILITY
YEAR AMOUNT
2023 $2,566,206
2024B $4,578,530
2024R $3,828,080
2025B $4,551,560
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
2023 2024B 2024R 2025B
E
X
P
E
N
S
E
S
YEAR
STORM SEWER UTILITY
216
BUDGET SUMMARY
STORMWATER UTILITY FUND PROJECTION
2023 2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 8,839,509$ 8,978,649$ 8,665,229$ 8,408,729$
Revenues
Storm Sewer Usage 2,219,957 2,324,200 2,324,200 2,393,930
Local Grants 10,000 27,000 - -
Miscellaneous Revenues 475,393 193,460 193,460 199,270
Total Revenues 2,705,350 2,544,660 2,517,660 2,593,200
Expenses
Personal Services 575,110 535,890 541,470 560,420
Other Services and Charges 1,065,329 1,285,880 1,219,910 1,262,610
Depreciation 713,849 807,570 799,490 823,475
Interest and amortization 211,922 228,740 213,290 195,155
Total Operating Expenses 2,566,210 2,858,080 2,774,160 2,841,660
Net Income (Loss)139,140 (313,420) (256,500) (248,460)
Special Item - - - -
RETAINED EARNINGS 8,978,649 8,665,229 8,408,729 8,160,269
BOND PRINCIPAL *-$ 557,000$ 575,400$ 588,800$
CAPITAL OUTLAY **-$ 413,000$ 1,202,000$ -$
***Stormwater Revenue Bond Coverage 0.27 (0.40) (0.33) (0.32)
* Bonds are not recorded as current expenses, but rather as adjustments to the cash position.
** Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
***Calculation excludes depreciation.
217
STORM WATER UTILITY DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for our community by offering the highest standards in critical municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To provide flood protection and environmentally responsible management of storm water for the City of Richfield, as well as community outreach to residents and businesses on the impacts they have on the quality of ponds, lakes, and streams.
The Division’s mission is achieved by City of Richfield staff and contractors, who
perform the following functions:
• Maintaining compliance with the Municipal Separate Storm Sewer Systems (MS4) permit issued by the Minnesota Pollution Control Agency
(MPCA) for the operations of the City’s storm sewer system;
• Active education and outreach activities;
• Maintaining and operating eleven storm water lift stations;
• Contracting with the Street Division for the sweeping of streets to remove silt, organic matter, and phosphorus;
• Water quality monitoring;
• Operating and maintaining a flocculation treatment system for the removal of phosphorus to fulfill watershed reduction requirements; and
• Improving the flood protection of property by upgrading the storm water
system as opportunities arise.
2024 HIGHLIGHTS
• Continued visual inspections for storm system condition assessment (City Council Priority/Outcome 1c, 3a & 3c).
• Continued storm system manhole structure assessment and rehabilitation (City
Council Priority/Outcome 1c, 3a & 3c).
• Maintained the City’s Regulatory Program associated with the Municipal Separate Storm Sewer System Permit (City Council Priority/Outcome 1c, 3a & 3c).
• Completed the development and roll-out of a Stormwater Pond Prioritization Plan (City Council Priority/Outcome 1a, 3a & 3c).
• Initiated an engineering study to rehabilitate Adam’s Hill Pond and explore
opportunities for stormwater treatment (City Council Priority/Outcome 1c, 3a & 3c).
218
• Initiated an effort to update the stormwater model and comprehensive plan (City Council Priority/Outcome 1c, 3a & 3c).
• Participated in the State Commerce Department’s Energy Assistance Program for financial assistance with utility bills (City Council Priority/Outcome 2c & 5a).
2025 GOALS
• Continue visual inspections for storm system condition assessment (City Council Priority/Outcome 1c, 3a & 3c).
• Continue storm system manhole structure assessment and rehabilitation (City Council Priority/Outcome 1c, 3a & 3c).
• Maintained the City’s Regulatory Program associated with the Municipal Separate Storm Sewer System Permit (City Council Priority/Outcome 1c, 3a & 3c).
• Begin targeted storm system improvements based on hydraulic model and Storm
System Risk Assessment (City Council Priority/Outcome 1c, 3a & 3c).
• Maintain participation in the State Commerce Department’s Energy Assistance Program for financial assistance with utility bills (City Council Priority/Outcome 2c & 5a).
DIVISION EXPENDITURE COMMENT
The 2024 Revised Budget reflects an increase of 0.57% from the 2024 Adopted Budget.
The 2025 Proposed Budget reflects a decrease of 2.76% from the 2024 Adopted Budget.
219
STORMWATER UTILITYFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Public WorksDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
STORMWATER UTILITY - 53000BUSINESS UNIT:
Intergovernmental Revenues
4244 10,000 - - - Grants Other $$$$
4290 - 27,000 - Other Local Grants
- 27,000 - 10,000Intergovernmental Revenues Total $$$$
Miscellaneous Revenues
4609 28,690 - - - Change in Fair Value $$$$
- - - 28,690Miscellaneous Revenues Total $$$$
Utility Revenues
4848 - 2,500 2,500 2,500Certification Fee $$$$
4852 2,219,957 2,321,700 2,321,700 2,321,700Storm Drainage Fee
2,324,200 2,324,200 2,324,2002,219,957Utility Revenues Total $$$$
Other Income
8011 273,357 20,000 20,000 20,000Investment Earnings $$$$
8012 10,728 - - - Change in Fair Value
8035 162,618 173,460 173,460 173,460Other Miscellaneous Revenues
193,460 193,460 193,460446,703Other Income Total $$$$
STORMWATER UTILITY TOTAL 2,517,660 2,544,660 2,517,6602,705,350$$$$
220
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
STORMWATER UTILITYFUND:
Public WorksDEPARTMENT:
STORMWATER UTILITY - 53000BUSINESS UNIT:
Personal Services
6005 152,931 171,270 163,220 172,800Full Time $$$$
6009 123 - - - Overtime
6031 8,938 10,620 10,060 10,650Employer Social Security
6032 2,090 2,480 2,350 2,490Employer Medicare
6033 10,768 12,770 12,240 12,960Employer Pera
6035 19,977 26,310 26,570 28,710Medical Insurance
6036 1,217 1,420 1,380 1,390Dental Insurance
6037 103 80 80 80Term Life
6038 2,388 2,470 2,470 2,470Workers Compensation
6040 76 300 290 310Long Term Disability
6051 258,998 222,570 235,570 224,720Interdepartmental Labor
6052 117,500 81,660 81,660 84,890Administrative Charges
531,950 535,890 541,470575,109Personal Services Total $$ $$
Other Services & Charges
6103 200,910 301,970 300,420 222,120Professional Services -General $$$$
6201 - 5,500 5,500 5,500Rents & Leases
6202 13,400 13,870 13,870 14,620Data Processing Rental
6203 258 - - - Motor Pool Fixed Rental
6204 142,404 148,100 148,100 154,020Motor Pool Operating Rental
6205 468,341 649,750 649,750 649,750Maintenance & Repairs
6207 32,437 31,250 31,250 31,250Utility Services
6301 5,423 3,400 3,400 3,400Advertising & Publication
6302 3,593 4,000 4,320 4,440Communications
6303 4,704 3,880 3,880 3,880Professional Development
6305 7,464 8,320 7,720 7,720Subscriptions & Memberships
6307 4,247 1,340 2,590 1,390Insurance & Bonds
6308 1,280 1,320 1,320 1,370Property Liability
6310 140 3,000 3,000 3,000Taxes & Licenses
6315 77,099 54,350 61,350 64,350Other Contractual Services
6401 42 150 150 150Office Supplies
6402 - 150 150 150Copy Charges
6403 - 50 50 50Postage
6409 526 - - - Uniforms & Clothing
6410 14,153 3,000 3,000 3,000Small Tools & Parts
6412 2,485 16,310 16,310 20,000Maint. & Const. Materials
6413 - 18,000 18,000 18,000Chemicals
6414 1,303 1,250 1,250 1,250Other Supplies
6513 - 10,500 10,500 10,500Other Charges
1,279,460 1,285,880 1,219,910980,209Other Services & Charges Total $$ $$
Depreciation
6610 713,849 807,570 807,570 799,490Depreciation$$$$
221
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
STORMWATER UTILITYFUND:
Public WorksDEPARTMENT:
STORMWATER UTILITY - 53000BUSINESS UNIT:
807,570 807,570 799,490713,849DepreciationTotal$$ $$
Capital Outlay
7350 85,117 1,070,000 413,000 1,202,000Other Improvements $$$$
1,070,000 413,000 1,202,00085,117Capital Outlay Total $$ $$
Other Financing Uses
8521 - 605,000 557,000 575,400Principal Payments $$$$
8522 211,447 282,250 226,440 210,290Interest Payments
8523 475 2,300 2,300 3,000Paying Agent Fees
889,550 785,740 788,690211,922Other Financing Uses Total $$ $$
4,578,530 3,828,080 4,551,5602,566,206STORMWATER UTILITY TOTAL $$ $$
222
STORMWATER UTILITYFUND:
Public WorksDEPARTMENT:
STORMWATER UTILITY - 53000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - GS-3Utility Billing Clerk .40
- - M-2Assistant Utilities Superintendent .30
- - GS-6GIS Coordinator .20
- - GS-6Water Resources Engineer 1.00
.40 .408Utility Billing Clerk -
.30 .3015Assistant Utility Superintendent -
.20 .2012GIS Coordinator -
1.00 1.0013Water Resources Engineer -
1.90 1.90Total1.90
200,000 200,000Manhole Structure Rehab $$200,000$
200,000 200,000Storm Mains Rehab 200,000
- 550,000HUB Storm Improvements 500,000
13,000 - Irving Lift Station Improvements 80,000
- 90,000DSG Lift Station Improvements 90,000
- 162,000Public Works Storage Facility -
- - -
413,000 1,202,000Total$$1,070,000$
223
Department/Division Public Works/Stormwater Utility
Actual Actual Budget Budget
2022 2023 2024R 2025P
Inputs:
Number of Full-Time Employees 1.90 1.90 1.90 1.90
Division Operating Revenues 3,094,660$ 2,705,350$ 2,544,655$ 2,633,740$
Division Operating Expenses 2,085,996$ 2,481,164$ 3,415,080$ 3,349,560$
Outputs:
Total Tons of Street Sweepings 235 385 300 300
Effectiveness Measures:
Annual Pounds of TP* Removed
from Sweeping Activities 53.9 57.4 57.4 57.4
Annual Pounds of TP* Removed
from Infiltration and Floc Systems 70.05 121.0 121.0 121.0
Efficiency Measures:
Total Cost for Street Sweeping 113,557$ 146,328$ 110,000$ 110,000$
Total cost for Infiltration/Floc 74,801$ 141,611$ 75,000$ 75,000$
Cost per Pound of TP* Removed 1,520$ 1,614$ 1,037$ 1,037$
Operating Expenses per Capita 56.39$ 67.07$ 92.31$ 90.54$
*TP = Total Phosphorus
Performance Measures
224
GENERAL OBLIGATION REFUNDING BONDS, SERIES 2015B
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2024
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
485,000
2025 160,000 8,100 168,100 325,000
2026 160,000 4,900 164,900 165,000
2027 165,000 1,650 166,650 -
485,000$ 14,650$ 499,650$
225
STORM SEWER REVENUE BONDS, SERIES 2016A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2024
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
$2,095,000
2025 140,000 46,115 186,115 1,955,000
2026 145,000 42,565 187,565 1,810,000
2027 150,000 39,615 189,615 1,660,000
2028 150,000 36,615 186,615 1,510,000
2029 155,000 33,565 188,565 1,355,000
2030 155,000 30,465 185,465 1,200,000
2031 160,000 27,235 187,235 1,040,000
2032 165,000 23,740 188,740 875,000
2033 165,000 20,028 185,028 710,000
2034 170,000 16,090 186,090 540,000
2035 175,000 11,863 186,863 365,000
2036 180,000 7,335 187,335 185,000
2037 185,000 2,497 187,497 -
2,095,000$ 337,728$ 2,432,728$
226
STORM SEWER GENERAL OBLIGATION BONDS, SERIES 2019A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2024
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
$665,000
2025 30,000 20,700 50,700 635,000
2026 35,000 19,400 54,400 600,000
2027 35,000 18,000 53,000 565,000
2028 35,000 16,600 51,600 530,000
2029 40,000 15,300 55,300 490,000
2030 40,000 14,100 54,100 450,000
2031 40,000 12,900 52,900 410,000
2032 40,000 11,700 51,700 370,000
2033 40,000 10,500 50,500 330,000
2034 45,000 9,225 54,225 285,000
2035 45,000 7,875 52,875 240,000
2036 45,000 6,525 51,525 195,000
2037 45,000 5,175 50,175 150,000
2038 50,000 3,750 53,750 100,000
2039 50,000 2,250 52,250 50,000
2040 50,000 750 50,750 -
665,000$ 174,750$ 839,750$
227
STORM SEWER REVENUE BONDS, SERIES 2020B
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2024
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
$1,350,000
2025 140,000 20,930 160,930 1,210,000
2026 140,000 18,130 158,130 1,070,000
2027 145,000 15,280 160,280 925,000
2028 150,000 12,330 162,330 775,000
2029 150,000 9,330 159,330 625,000
2030 150,000 7,005 157,005 475,000
2031 155,000 5,250 160,250 320,000
2032 160,000 3,280 163,280 160,000
2033 160,000 1,120 161,120 -
1,350,000$ 92,655$ 1,442,655$
228
GENERAL OBLIGATION BONDS, SERIES 2022A
SCHEDULE OF DEBT SERVICE REQUIREMENT
DECEMBER 31, 2024
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 155,000 168,300 323,300 4,130,000
2026 160,000 162,000 322,000 3,970,000
2027 165,000 155,500 320,500 3,805,000
2028 175,000 148,700 323,700 3,630,000
2029 180,000 141,600 321,600 3,450,000
2030 190,000 134,200 324,200 3,260,000
2031 195,000 126,500 321,500 3,065,000
2032 205,000 118,500 323,500 2,860,000
2033 210,000 110,200 320,200 2,650,000
2034 220,000 101,600 321,600 2,430,000
2035 230,000 92,600 322,600 2,200,000
2036 240,000 83,200 323,200 1,960,000
2037 250,000 73,400 323,400 1,710,000
2038 255,000 63,300 318,300 1,455,000
2039 270,000 52,800 322,800 1,185,000
2040 280,000 41,800 321,800 905,000
2041 290,000 30,400 320,400 615,000
2042 300,000 18,600 318,600 315,000
2043 315,000 6,300 321,300 -
$ 4,285,000
$ 4,285,000 $ 1,829,500 $ 6,114,500
229
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230
INTERNAL SERVICE
231
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
CENTRAL GARAGEFUND:
Public WorksDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
2,621,535 4,070,620 4,087,630 4,272,200CENTRAL GARAGE $$$$4.95%61000
4,070,620 4,087,630 4,272,2002,621,535Public Works TOTAL $$$$4.95%
REVENUES
2,598,473 2,768,310 2,668,410 3,116,070CENTRAL GARAGE $$$$12.56%61000
CENTRAL GARAGE
YEAR AMOUNT
2023 $2,621,535
2024B $4,070,620
2024R $4,087,630
2025 $4,272,200
$0
$400,000
$800,000
$1,200,000
$1,600,000
$2,000,000
$2,400,000
$2,800,000
$3,200,000
$3,600,000
2023 2024B 2024R 2025
E
X
P
E
N
S
E
S
YEAR
CENTRAL GARAGE FUND
232
BUDGET SUMMARYCENTRAL GARAGE FUND PROJECTION
2023 2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 5,590,312$ 5,567,250$ 5,824,660$ 6,425,700$
Revenues
Intergovernmental - - 100,000 -
Charges for Service:
Equipment Rental 1,506,828 1,566,410 1,629,070 1,677,942
Miscellaneous Revenues
Interest 42,783 5,000 5,000 10,000
Other Revenues 168,862 47,000 47,000 48,410
Total Misc. Revenues 211,645 52,000 52,000 58,410
Total Revenues 1,718,473 1,618,410 1,781,070 1,736,352
Expenses
Personal Services 469,305 483,970 509,380 527,210
Other Services and Charges 1,213,970 1,031,210 1,082,960 1,462,000
Depreciation 938,260 895,820 922,690 950,300
Operating Expenses 2,621,535 2,411,000 2,515,030 2,939,510
Net Income (Loss)(903,062) (792,590) (733,960) (1,203,158)
Operating Transfers From (To)
Capital Projects Funds 880,000 1,050,000 1,335,000 1,388,400
880,000 1,050,000 1,335,000 1,388,400
RETAINED EARNINGS 5,567,250 5,824,660 6,425,700 6,610,942
CAPITAL OUTLAY -$ 1,657,590$ 1,735,000$ -$
* Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
233
CENTRAL GARAGE DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for our community by offering the highest standards in essential municipal services and providing
them in a timely, responsible and professional manner.
DIVISION FOCUS
To procure, maintain, repair and replace all motor vehicles, heavy equipment and attachments used by the City. To also provide quality, durable equipment for all divisions and maintain that equipment so that it performs 24 hours a day, seven days a week, and
is always able to respond to emergencies as needed.
Staff maintains 141 motorized pieces of equipment and another 52 non-motorized pieces of equipment.
2024 HIGHLIGHTS
• Ongoing evaluation of City of Richfield’s Fleet to address financial and delivery
constraints (City Council Priority/Outcome 1b-c & 3b).
• Purchase of 6 Police SUV Squads in light of unprecedented supply/availability constraints (City Council Priority/Outcome 1b-c & 4b).
2025 DIVISION GOALS
• Continue to evaluate repurposing Police patrol vehicles for use by other divisions (City Council Priority/Outcome 1a, 2c & 3a).
• Evaluation of opportunities to introduce more Hybrid/Electric vehicles into the fleet
(City Council Priority/Outcome 1a & 3c).
DIVISION EXPENDITURE COMMENT
The 2024 Revised Budget reflects a 0.4% increase from the 2024 Adopted Budget.
The 2025 Proposed Budget reflects a 4.95% increase from the 2024 Adopted Budget due
to an increase in vehicle purchases (caused by availability issues in 2023/2024) and
increased IT Charges. Staff expects vehicle and parts prices to continue to rise in future budget years and does not see an end to the availability issues experienced lately.
234
CENTRAL GARAGEFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Public WorksDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
CENTRAL GARAGE - 61000BUSINESS UNIT:
Intergovernmental Revenues
4212 - 100,000 - 100,000Federal Grants $$$$
100,000 - 100,000- Intergovernmental Revenues Total $$$$
Charges for Service
4318 1,506,828 1,566,310 1,566,410 1,629,070Equipment Rental - Operating $$$$
1,566,310 1,566,410 1,629,0701,506,828Charges for Service Total $$$$
Other Income
8011 40,705 5,000 5,000 5,000Investment Earnings $$$$
8012 2,078 - - - Change in Fair Value
8034 76 - - - Other Refund/Reimbursements
8035 100 2,000 2,000 2,000Other Miscellaneous Revenues
8037 60,186 20,000 20,000 20,000Recovery From Damage City Prop
8038 108,500 25,000 25,000 25,000Gain on disposal of Assets
52,000 52,000 52,000211,645Other Income Total $$$$
Other Financing Sources
8051 880,000 1,050,000 1,050,000 1,335,000Operating Transfers In $$$$
1,050,000 1,050,000 1,335,000880,000Other Financing Sources Total $$$$
CENTRAL GARAGE TOTAL 2,768,310 2,668,410 3,116,0702,598,473$$$$
235
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
CENTRAL GARAGEFUND:
Public WorksDEPARTMENT:
CENTRAL GARAGE - 61000BUSINESS UNIT:
Personal Services
6005 341,485 346,010 367,280 386,950Full Time $$$$
6009 3,872 8,000 8,000 8,000Overtime
6013 10 - - - Longevity
6031 20,670 20,870 21,440 22,620Employer Social Security
6032 4,834 4,880 5,010 5,290Employer Medicare
6033 25,769 25,820 26,550 28,020Employer Pera
6035 61,313 66,100 63,170 69,000Medical Insurance
6036 2,849 2,960 2,890 2,950Dental Insurance
6037 236 180 180 200Term Life
6038 7,596 7,860 7,860 7,860Workers Compensation
6040 671 610 630 660Long Term Disability
483,290 503,010 531,550469,305Personal Services Total $$ $$
Other Services & Charges
6103 1,603 4,240 4,240 4,250Professional Services -General $$$$
6202 25,140 26,020 26,020 42,890Data Processing Rental
6205 274,094 147,330 144,830 158,330Maintenance & Repairs
6206 56,203 35,000 35,000 35,000Accident Repairs
6207 83,964 83,720 83,720 87,580Utility Services
6302 3,457 2,900 4,200 4,200Communications
6303 2,236 2,580 2,080 2,580Professional Development
6307 33,950 61,090 61,090 63,530Insurance & Bonds
6308 28,170 29,160 29,160 30,330Property Liability
6310 1,033 5,000 5,000 5,000Taxes & Licenses
6315 79,374 42,060 41,060 42,060Other Contractual Services
6401 44 660 660 660Office Supplies
6402 3 120 120 120Copy Charges
6403 3 100 100 100Postage
6405 327,272 325,000 325,000 325,000Fuels
6406 5,352 10,500 10,500 10,500Lubricants
6407 11,269 15,460 15,460 15,460Auto Operating Supplies
6408 32,590 28,600 28,600 30,000Tires
6409 6,924 4,860 4,860 4,860Uniforms & Clothing
6410 180,195 141,080 141,080 145,080Small Tools & Parts
6414 35,434 68,430 68,430 75,430Other Supplies
1,033,910 1,031,210 1,082,9601,188,310Other Services & Charges Total $$ $$
Depreciation
6610 938,260 895,820 895,820 922,690Depreciation$$$$
895,820 895,820 922,690938,260DepreciationTotal$$ $$
Capital Outlay
7500 25,660 1,657,600 1,657,590 1,735,000Motor Vehicles $$$$
236
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
CENTRAL GARAGEFUND:
Public WorksDEPARTMENT:
CENTRAL GARAGE - 61000BUSINESS UNIT:
1,657,600 1,657,590 1,735,00025,660Capital Outlay Total $$ $$
4,070,620 4,087,630 4,272,2002,621,535CENTRAL GARAGE TOTAL $$ $$
237
CENTRAL GARAGEFUND:
Public WorksDEPARTMENT:
CENTRAL GARAGE - 61000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-4Deputy Public Works Director .25
- - M-1Operations Supervisor .50
- - LT-2Automotive Mechanic 3.00
3.00 3.00LT-3Automotive Mexhanic -
- - GS-2Senior Office Assistant .35
.25 .2518Deputy Public Works Director -
.50 .5014Operations Supervisor -
.35 .358Senior Office Assistant -
4.10 4.10Total4.10
- - $$- $
523,670 - Fire Pumper Body 523,670
320,000 - Tandem Axle Dump Truck 320,000
30,000 - Toro Z-Mower 7200 (1) 30,000
100,000 - Emergency Command Trailer 100,000
420,000 - 6 - SUV Police Squads 420,000
263,920 - Jetter Truck 263,930
- 150,000Garage Floor Sealing -
- 450,000High Ranger/Tree Bucket Truck -
- 60,000CSO Truck -
- 250,000Zamboni -
- 60,000Tahoe - Fire -
- 400,000Fire Truck -
- 65,000Toro Z-Mower 7200 (2) -
- 300,000Trackless MT -
1,657,590 1,735,000Total$$1,657,600$
238
Department/Division
Actual Actual Budget Budget
2022 2023 2024R 2025P
Inputs:
Number of full-time employees 4.1 4.1 4.1 4.1
Division Expenditures 1,478,788$ 1,658,488$ 1,534,217$ 1,614,497$
(personnel and services)
Outputs:
Number of Vehicles Maintained 141 141 141 141
Number of Pieces of Equipment 53 53 53 53
Effectiveness Measures:
Scheduled Service Work Orders 191 229 250 300
Unscheduled Service Work Orders 615 659 600 600
Efficiency Measures:
Total Cost of Repairs 971,463$ 1,192,041$ 1,031,209$ 1,082,955$
Average Cost/Vehicle Owned 6,889.81$ 8,454.19$ 7,313.54$ 7,680.53$
Division Expenditure per Capita 39.97$ 44.83$ 41.47$ 43.64$
(personnel and services)
Performance Measures
Public Works/Central Garage
239
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
INFORMATION TECHNOLOGIESFUND:
Administrative ServicesDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
1,582,931 1,982,168 1,879,660 1,887,720INFORMATION TECHNOLOGIES $$$$(4.76%)62000
1,982,168 1,879,660 1,887,7201,582,931Administrative Services TOTAL $$$$(4.76%)
REVENUES
1,435,569 1,630,140 1,629,550 1,780,270INFORMATION TECHNOLOGIES $$$$9.21%62000
CENTRAL SERVICES
YEAR AMOUNT
2023 $1,582,931
2024B $1,982,168
2024R $1,879,660
2025B $1,887,720
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
2023 2024B 2024R 2025B
E
X
P
E
N
S
E
S
YEAR
INFORMATION TECHNOLOGIES
240
BUDGET SUMMARYINFORMATION TECHNOLOGIES FUND PROJECTION
2023 2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 287,514$ 140,153$ 69,353$ 36,743$
Revenues
Intergovernmental -$ -$ -$ -$
Charges for Service 1,217,615 1,271,550 1,386,470 1,428,070
Subtotal 1,217,615 1,271,550 1,386,470 1,428,070
Miscellaneous Revenues
Interest 709 - - 1,000
Other - - - -
Total Miscellaneous Revenues 709 - - 1,000
Total Revenues 1,218,324 1,271,550 1,386,470 1,429,070
Expenses
Personal Service 833,709 567,310 691,670 715,880
Other Services and Charges 615,990 1,037,720 1,013,690 1,064,370
Depreciation 119,486 95,320 107,520 112,900
Total Operating Expenses 1,569,185 1,700,350 1,812,880 1,893,150
Net Income (Loss)(350,861) (428,800) (426,410) (464,080)
Operating Transfers: From (To)
Capital Project Funds 203,500 358,000 393,800 409,552
Net Transfers 203,500 358,000 393,800 409,552
RETAINED EARNINGS 140,153 69,353 36,743 (17,785)
CAPITAL OUTLAY *-$ 179,310$ 74,840$
* Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
241
INFORMATION TECHNOLOGIES DIVISION
MISSION STATEMENT
We recognize the individual strengths and qualities of each person on our team, and we combine our skills, knowledge, and resources to deliver quality technology support to the City of Richfield staff and vendors. We are committed to developing our services to meet staff needs and expectations while continuing to protect the integrity and security of the data and the network.
DIVISION FOCUS The purpose of the IT Department is to:
•Provide technology support for the City's Local and Wide Area Network operations.
•Develop and implement Citywide IT policies and procedures.
•Provide technology support for the City's desktop and mobile hardware.
•Provide support for all City software applications.
•Provide support for the City's communication systems hardware and software.
•Provide high-quality service with minimal downtime by having the necessarytraining and tools for the IT staff.
•Identify and recommend new technological developments while keeping withinbudget limits.
The IT Department is responsible for the following functions:
•Recommend, purchase, install, and provide technical support, maintenance, and
security for the City's local and wide-area network operations and all theircomponents.
•Recommend, purchase, install, and provide technical support for desktop and
mobile computer hardware and software applications.
•Maintain mobile device security, cyber security, data, and network security.
•Provide support for Voice over IP (VoIP) telephony system.
•Maintain the City’s audio/visual equipment in conference rooms, council chambers,and cable room.
•Research and recommend new or improved technology systems.
•Work with staff to create workflows to improve the city’s efficiency.
•IT also provides a variety of other support for-outgoing mail/deliveries
-the City's internal office supply store
-maintaining and supporting the copiers and printers,-oversees the Municipal Center/Public Works security system,-support the Finance department with budget processing.
2024 HIGHLIGHTS
•Created a SharePoint for city staff. IT staff worked with departments to help set uptheir own department’s site. SharePoint will help the city with easier collaboration,content management, and applications across the city.
•IT has incorporated a new and easier-to-use ticketing system. The more
straightforward process will encourage users to use it, create better tracking, andprovide more efficient support. This will also continue our goal of deliveringcentralized high-quality Help Desk support.
242
•Fiber has been run to all the Well houses, Penn Liquor, and Fire Station 2. We willalso finish a fiber run creating for Public Works and Cedar Liquor
•Increasing the software and hardware of the City’s S2 and Milestone systems to
accommodate the addition of the Water Plant’s cameras and card readers. This will
also allow us to add other city buildings in the future.
•Met with all departments to determine each department's needs and plannedprojects for 2024/2025 that would require IT involvement.
•Created an in-house agenda Management program using workflows and Laserfiche.
•As cyber-attacks and quickly changing intrusions increase, the importance ofsecurity and the need for experts to assist becomes greater. We will join LOGIS’s
Security as a Service in the 4th quarter of this year.
•Created workflows for IT to automate the month-end journal process for supplies,copiers, postage
•Completed IT Audits on AD, Azure, AMP, Adobe, WSUS, PW Database, LOGIS
Domain, Call Manager, and Entrust VPN.
•Manage city-owned mobile devices to create greater security and safety of the City’snetwork while maintaining work efficiency.
•Replace and upgrade components of the City’s network infrastructure.
•Replace hardware and upgrade the operating system on City PCs and laptops.
2025 DIVISION GOALS
•Refine employee training and security procedures to comply with the Payment CardIndustry data security standards (City Council Priority/Outcome 1c, 3a & 4a).
•Create applications to increase the use of Laserfiche technology, which will enhance
efficiency with workflows, automation, and electronic processing (City Council
Priority/Outcome 1c).
•Incorporate additional Office 365 tools for greater efficiency. (City CouncilPriority/Outcome 1c & 3a).
•Create a more centralized IT Help Desk for city staff. This will make for a moreunified environment without duplication of tasks. (City Council Priority/Outcome 1c)
•Continue to review the fiber network to create more redundancy and add more cityfacilities such as park buildings. (Council Priority/Outcome 1c & 3a).
•Add other city facilities to the door access control system (software and hardware)(City Council Priority/Outcome 1c).
•Work with Government Buildings and Police to upgrade the cameras in the
municipal center. (City Council Priority/Outcome 1c)
•Create redundancy in the network infrastructure (City Council Priority/Outcome 3a)
DIVISION EXPENDITURE COMMENT
The 2024 revised budget shows a decrease of -5.8% compared to the 2024 adopted
budget. This slight decline is because we have postponed hiring a second help desk
position in 2024. Additionally, we are moving selected equipment replacements from 2024 to 2025 to leverage better technology.
The proposed budget for 2025 shows a 6.6% increase from the 2024 revised budget. The increase is due to moving equipment replacement from 2024 to 2025, higher
personnel costs, increased equipment replacement costs, and improvements in the
City’s technical security. Additionally, LOGIS costs have increased by 4-5%.
243
INFORMATION TECHNOLOGIESFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Administrative ServicesDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
INFORMATION TECHNOLOGIES - 62000BUSINESS UNIT:
Charges for Service
4320 1,161,663 1,207,700 1,207,700 1,321,470IT Equipment Rental $$$$
4322 24,666 34,980 26,620 26,650Sale of Supplies
4324 8,498 12,440 11,670 12,020Copying Services
4326 22,787 16,420 25,560 26,330Postage Services
1,271,540 1,271,550 1,386,4701,217,614Charges for Service Total $$$$
Other Income
8011 13,746 600 -- Investment Earnings $$$$
8012 709 - - - Change in Fair Value
600 -- 14,455Other Income Total $$$$
Other Financing Sources
8051 203,500 358,000 358,000 393,800Operating Transfers In $$$$
358,000 358,000 393,800203,500Other Financing Sources Total $$$$
INFORMATION TECHNOLOGIES TOTAL 1,630,140 1,629,550 1,780,2701,435,569$$$$
244
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
INFORMATION TECHNOLOGIESFUND:
Administrative ServicesDEPARTMENT:
INFORMATION TECHNOLOGIES - 62000BUSINESS UNIT:
Costs of Goods Sold
5510 46,886 36,364 36,370 37,460Purchases for Resale $$$$
36,364 36,370 37,46046,886Costs of Goods Sold Total $$ $$
Personal Services
6005 416,762 507,555 441,820 533,010Full Time $$$$
6009 1,417 - - - Overtime
6013 2,399 2,506 2,570 2,700Longevity
6031 24,470 22,114 26,670 31,550Employer Social Security
6032 5,723 5,172 6,240 7,380Employer Medicare
6033 30,776 35,488 33,330 39,360Employer Pera
6035 48,064 75,121 52,240 72,430Medical Insurance
6036 3,126 3,112 3,230 3,840Dental Insurance
6037 261 346 180 220Term Life
6038 288 300 300 310Workers Compensation
6040 702 838 730 870Long Term Disability
652,552 567,310 691,670533,988Personal Services Total $$$$
Other Services & Charges
6103 299,722 364,412 243,960 306,820Professional Services -General $$$$
6205 170,109 150,601 194,400 198,760Maintenance & Repairs
6207 76,950 80,030 80,030 82,430Utility Services
6302 39,879 100,324 99,200 104,340Communications
6303 12,639 13,766 13,400 5,400Professional Development
6305 2,470 3,125 3,160 3,260Subscriptions & Memberships
6307 8,156 5,950 5,950 6,190Insurance & Bonds
6308 2,490 2,580 2,580 2,680Property Liability
6401 389 930 1,500 1,000Office Supplies
6402 336 250 450 460Copy Charges
6403 3,062 50 100 100Postage
6414 240,193 294,917 356,620 264,790Other Supplies
1,016,935 1,001,350 976,230856,395Other Services & Charges Total $$ $$
Depreciation
6610 26,176 99,161 95,320 107,520Depreciation$$$$
99,161 95,320 107,52026,176DepreciationTotal$$ $$
Capital Outlay
7400 119,486 177,156 179,310 74,840Machinery & Equipment $$$$
177,156 179,310 74,840119,486Capital Outlay Total $$ $$
1,982,168 1,879,660 1,887,7201,582,931INFORMATION TECHNOLOGIES TOTAL $$ $$
245
INFORMATION TECHNOLOGIESFUND:
Administrative ServicesDEPARTMENT:
INFORMATION TECHNOLOGIES - 62000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-3IT Manager 1.00
- - M-1Asst IT Mgr/BusAnalyst 1.00
- - GS-6IT Specialist 1.00
- - GS-5Help Desk Technician 1.00
- - GS-5Help Desk Technician 1.00
- - GS-6Police IT Specialist .20
- - GS-6GIS Analyst .30
1.00 1.0016IT Manager
1.00 1.0014Asst IT Mgr/BusAnalyst
1.00 1.0012-11IT Specialist
1.00 1.0011-5Help Desk Technician
1.00 1.0011-1Help Desk Technician
.20 .2012-11Police IT Specialist (FT-w/Police)
.30 .3012-7GIS Analyst (FT-w/PW)
5.50 5.50Total5.50
78,990 15,000Fiber Infrastruction Projects $$78,990$
18,360 51,690Network Infrastructure Replacement 47,020
26,960 - Squad Laptops 43,140
30,000 - Police/City Hall Department Color MFP w/fax 8,000
15,000 - Postage Meter -
10,000 - Synology Disk Station-Stored Data -
- 8,150Voice Bundle - Replacement -
179,310 74,840Total$$177,150$
246
Department/Division
Actual Actual Budget Budget
2022 2023 2024 2025
Inputs:
Number of full-time employees 4.5 4.5 4.5 5.5
Division operating expenses 1,197,860$ 1,433,571$ 1,700,329$ 1,812,872$
Division operating revenue 1,295,401$ 1,434,312$ 1,629,550$ 1,780,270$
Outputs:
Number of devices supported 670 670 670 670
(PCs, laptops, mobile devices,
cameras, credit card readers, servers,
& printers)
Number of telephony devices supported 280 280 380 390
Number of sites supported 15 15 15 15
Number of users supported 365 365 365 365
Number of Email Accts 430 430
Number of Various Office 365 Full Licenses 170 180
Number of P1 License (email only)143 120
Shared Office Licenses 70 40
Efficiency Measures:
Division operating expenses per user 3,282$ 3,928$ 4,658$ 4,967$
Division operating revenue per user 3,549$ 3,930$ 4,465$ 4,877$
Division operating expenses per capita 32.63$ 39.05$ 46.32$ 49.38$
Performance Measures
Administrative Services/Information Technologies
247
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
PROPERTY LIABILITYFUND:
Administrative ServicesDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
1,699,904 1,368,607 1,432,750 1,245,340PROPERTY LIABILITY $$$$(9.01%)64000
1,368,607 1,432,750 1,245,3401,699,904Administrative Services TOTAL $$$$(9.01%)
REVENUES
1,054,930 1,066,930 1,089,220PROPERTY LIABILITY $ 1,231,044 $$$3.25%64000
SELF INSURANCE
YEAR AMOUNT
2023 $1,699,904
2024B $1,368,607
2024R $1,432,750
2025B $1,245,340
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
2023 2024B 2024R 2025B
E
X
P
E
N
S
E
S
YEAR
SELF INSURANCE
248
BUDGET SUMMARYSELF INSURANCE FUND PROJECTION
2023 2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 4,223,700$ 4,502,189$ 4,136,369$ 3,980,249$
Revenues
Charges for Service:
Employers' and Employees' contribution 966,672 968,430 978,220 1,007,570
Operating Revenues 966,672 968,430 978,220 1,007,570
Miscellaneous Revenues
Interest 207,872 40,000 50,000 50,000
Total Miscellaneous Revenues 207,872 40,000 50,000 50,000
Total Revenues 1,174,544 1,008,430 1,028,220 1,057,570
Expenses
Personal Services 497,627 435,980 434,660 447,700
Other Services and Charges 398,428 938,270 749,680 772,170
Total Expenses 896,055 1,374,250 1,184,340 1,219,870
Net Income (Loss)278,489 (365,820) (156,120) (162,301)
Operating Transfers From (To)
Self Insurance - Workers Comp.56,500 58,500 61,000 58,500
Self Insurance - Property Liab.(56,500) (58,500) (61,000) (58,500)
- - - -
RETAINED EARNINGS 4,502,189$ 4,136,369$ 3,980,249$ 3,817,948$
249
SELF INSURANCE FUND
MISSION STATEMENT
To support all of the City’s costs for claims related to workers’ compensation,
unemployment insurance benefits and all other City self-insurance costs. To account for employee contributions and claims in the Flexible Spending Account (FSA) benefits plan and Dental insurance plan.
DIVISION FOCUS
This fund functions to service the City’s workers’ compensation program including safety programs, incentives and claims. It also provides funds for dental insurance coverage and serves as the account for the City’s Flexible Spending Account benefits plan. In addition, all claims paid below the City’s significant deductible limit for virtually all liability and property exposures are paid from this fund as well as awards of compensation, legal costs and administrative costs. Finally, the account also serves as a self insurance fund to cover risk exposures which are not insurable or which would require extraordinary premiums.
While the majority of the City’s workers’ compensation program is self insured, excess coverage for individual workers’ compensation claims which exceed $500,000 is purchased from the Workers’ Compensation Reinsurance Association (WCRA) as mandated by State Statute. All costs below that amount on each claim are paid from this fund.
Funding from the Self-Insurance Fund pay for disability benefits, medical costs, legal fees, administrative charges and safety and risk management/reduction programs. The fund also provides for the periodic maintenance and upgrade of the City’s fitness equipment.
The Administrative Services Director/Assistant City Manager and the Human Resources Manager and Human Resources Specialists regulate the Self-Insurance Fund and perform other associated duties. Accordingly, a portion of those individuals’ time is charged to this fund. The administration of the City’s risk management program is a very comprehensive and time-intensive function.
2024 HIGHLIGHTS
•The rates charged to City departments for property/casualty liability coverage reflecta 4.0% increase for 2025.
2025 SELF INSURANCE DIVISION GOALS
•Continue to monitor rates charged to user departments and divisions for workers’compensation and property casualty and adjust accordingly.
•Partner with City departments to learn more about high-risk workers compensationclaims and put together successful strategies to prevent them in the future.
•Promote employee health and safety.
•Administer a successful risk management program, identifying risk exposures anddealing with them appropriately.
•Continue to manage the City’s Wellness Program.
DIVISION EXPENDITURE COMMENT
The budgeted expenditures for the Self-Insurance Fund for the 2024 Revised/2025 Proposed Budget reflect the costs to administer the risk management program and
250
anticipated costs for high-cost workers’ compensation claims due to presumptions in the law related to first responders.
251
PROPERTY LIABILITYFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Administrative ServicesDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
PROPERTY LIABILITY - 64000BUSINESS UNIT:
Charges for Service
4328 576,605 593,050 593,050 593,050Self Insurance City Contributi $$$$
4330 60,066 61,000 61,000 62,000Self Insurance Employee Contri
4332 188,770 195,380 195,380 203,170Property Contribution
4334 37,710 49,000 49,000 45,000Flex Daycare
4336 17,761 23,000 20,000 20,000Flex Health
4338 2,009 - - - Insurance Claims
4340 83,750 50,000 50,000 55,000Insurance Premium Refunds
971,430 968,430 978,220966,671Charges for Service Total $$$$
Other Income
8011 198,136 25,000 40,000 50,000Investment Earnings $$$$
8012 - - - Change in Fair Value 9,736
25,000 40,000 50,000207,872 Other Income Total $$$$
Other Financing Sources
8051 56,500 58,500 58,500 61,000Operating Transfers In $$$$
58,500 58,500 61,00056,500Other Financing Sources Total $$$$
PROPERTY LIABILITY TOTAL 1,054,930 1,066,930 1,089,2201,231,044$$$$
252
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
PROPERTY LIABILITYFUND:
Administrative ServicesDEPARTMENT:
PROPERTY LIABILITY - 64000BUSINESS UNIT:
Personal Services
6005 64,583 15,000 15,000 15,000Full Time $$$$
6032 353 - - - Employer Medicare
6033 5,157 - - - Employer Pera
6038 136,309 59,513 131,260 116,140Workers Compensation
6039 34,600 30,000 32,000 32,000MN Unemployment
6051 119,932 229,944 229,940 243,740Interdepartmental Labor
6052 27,780 27,780 27,780 27,780Administrative Charges
362,237 435,980 434,660388,714Personal Services Total $$ $$
Other Services & Charges
6103 16,516 44,500 44,500 50,000Professional Services -General $$$$
6202 7,990 8,270 8,270 8,680Data Processing Rental
6303 - 1,100 - 500Professional Development
6306 84,953 95,000 95,000 95,000Care of Persons
6307 425 2,000 2,000 2,000Insurance & Bonds
6313 47,703 49,000 49,000 45,000Day Care Reimbursement
6314 19,977 28,000 20,000 20,000Health Care Reimbursement
6315 (173,795) 450,000 450,000 200,000Other Contractual Services
6316 895,540 75,000 75,000 80,000Dental Single
6317 28,007 26,000 26,000 28,000Dental Spouse
6318 44,905 43,000 43,000 45,000Dental Dependent
6414 - 1,000 500 500Other Supplies
6513 282,469 125,000 125,000 175,000Other Charges
947,870 938,270 749,6801,254,690Other Services & Charges Total $$ $$
Other Financing Uses
8511 56,500 58,500 58,500 61,000Operating Transfers Out $$$$
58,500 58,500 61,00056,500Other Financing Uses Total $$ $$
1,368,607 1,432,750 1,245,3401,699,904PROPERTY LIABILITY TOTAL $$ $$
253
DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
BUILDING SERVICES FUNDFUND:
Administrative ServicesDEPARTMENT:
Increase/
(Decrease)
2024 Budget/
2025 Budget
1,056,162 1,044,138 1,029,760 1,077,470BUILDING SERVICES FUND $$$$3.19%67000
1,044,138 1,029,760 1,077,4701,056,162Administrative Services TOTAL $$$$3.19%
REVENUES
1,046,327 1,052,550 1,052,550 1,083,800BUILDING SERVICES FUND $$$$2.97%67000
BUILDING SERVICES
YEAR AMOUNT
2023 $1,056,162
2024B $1,044,138
2024R $1,029,760
2025B $1,077,470
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
2023 2024B 2024R 2025B
E
X
P
E
N
S
E
S
YEAR
BUILDING SERVICES
254
BUDGET SUMMARYBUILDING SERVICES FUND PROJECTION
2023 2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 852,791$ 842,956$ 865,746$ 872,076$
Revenues
Charges for Service:
Building Rental 1,017,967 1,050,050 1,081,800 1,114,254
Miscellaneous Revenues
Interest 28,360 2,000 2,000 10,000
Other Revenue - 500 - -
Total Misc. Revenues 28,360 2,500 2,000 10,000
Total Revenues 1,046,327 1,052,550 1,083,800 1,124,254
Expenses
Personal Services 427,146 432,570 450,320 466,081
Other Services and Charges 603,449 564,360 594,320 615,121
Depreciation 25,567 32,830 32,830 33,815
Operating Expenses 1,056,162 1,029,760 1,077,470 1,115,017
Net Income (Loss)(9,835) 22,790 6,330 9,237
RETAINED EARNINGS 842,956 865,746 872,076 881,313
CAPITAL OUTLAY -$ 431,000$ -$ -$
* Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
255
BUILDING SERVICES DIVISION
MISSION STATEMENT
To provide mechanical and janitorial services to the Richfield Municipal Center complex and Fire Station 2 and to plan, administer and finance major maintenance for these
buildings.
DIVISION FOCUS
The Building Services Division is made up of the Building Superintendent, two Building Maintenance Mechanics and three Building Services Custodians.
The division is responsible for the maintenance and upkeep of the Richfield Municipal
Center, Fire Station 2, the Richfield Community Center, four municipal liquor stores and
Public Works Building.
The division charges City departments a rental charge based on their square footage use of the Richfield Municipal Center and Fire Station 2 for the costs of services, supplies and maintenance. The City’s Liquor operation is charged directly for time and materials
incurred.
In both 2024 and 2025 the focus of the division will be to provide high quality service to its customers and to maintain a clean and safe environment for City employees to work in.
Finally, the Division assists with maintenance tasks at the City’s Swimming Pool, Ice
Arena, park buildings, and Woodlake Nature Center. 2024 HIGHLIGHTS
• Worked with Recreation Director on planning and design for a new Wood Lake Nature Center building. • Replaced Public Works oil separators • Upgrade all outdoor lighting at the Municipal Center to LED lighting
2025 BUILDING SERVICES DIVISION GOALS
• Continue to refine the operating budget between increased user charges and
operating costs to ensure a balanced operation (City Council Priority/Outcome 1b).
• Work with the Finance Manager to establish a replacement plan for capital items at the Richfield Municipal Center to ensure its long-term viability (City Council Priority/Outcome 1b).
• Convert interior lighting at the Municipal Center to LED lighting. City Council Priority/Outcome 1b).
DIVISION EXPENDITURE COMMENT The 2024 Revised Budget reflects a 0% increase over the 2023 Adopted Budget.
The 2025 Proposed Budget reflects a 4% increase in expenditure, but off-set by internal chargebacks and other revenues. In 2025, Building Services will explore and analyze centralizing services to increase efficiencies resulting in cost savings throughout the City.
256
BUILDING SERVICES FUNDFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Administrative ServicesDEPARTMENT:
BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
BUILDING SERVICES FUND - 67000BUSINESS UNIT:
Charges for Service
4346 986,590 1,026,050 1,026,050 1,056,840Building Rental $$$$
4348 31,377 24,000 24,000 24,960Labor Services
1,050,050 1,050,050 1,081,8001,017,967Charges for Service Total $$$$
Other Income
8011 26,967 2,000 2,000 2,000Investment Earnings $$$$
8012 1,393 - - - Change in Fair Value
8034 - 500 500 - Other Refund/Reimbursements
2,500 2,500 2,00028,360Other Income Total $$$$
BUILDING SERVICES FUND TOTAL 1,052,550 1,052,550 1,083,8001,046,327$$$$
257
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2025
REVISED
2024
BUDGET
2024
ACTUAL
2023
BUILDING SERVICES FUNDFUND:
Administrative ServicesDEPARTMENT:
BUILDING SERVICES FUND - 67000BUSINESS UNIT:
Personal Services
6005 292,526 303,389 297,490 309,100Full Time $$$$
6006 31,320 31,303 31,670 32,690Part-time
6009 501 1,500 1,500 1,500Overtime
6031 18,799 18,415 17,920 18,620Employer Social Security
6032 4,397 4,307 4,190 4,360Employer Medicare
6033 24,084 22,754 22,310 23,180Employer Pera
6035 43,143 47,794 44,800 48,150Medical Insurance
6036 2,169 2,169 2,170 2,170Dental Insurance
6037 178 120 120 130Term Life
6038 9,540 9,870 9,870 9,870Workers Compensation
6040 488 537 530 550Long Term Disability
442,158 432,570 450,320427,145Personal Services Total $$ $$
Other Services & Charges
6103 152 1,170 180 190Professional Services -General $$$$
6202 14,482 15,120 15,120 23,110Data Processing Rental
6204 9,312 9,680 9,680 10,070Motor Pool Operating Rental
6205 65,437 42,500 42,500 44,200Maintenance & Repairs
6207 258,076 240,000 240,000 249,600Utility Services
6302 1,782 10,800 7,000 7,280Communications
6303 139 750 750 780Professional Development
6307 20,948 24,750 24,750 25,740Insurance & Bonds
6308 22,420 23,200 23,200 24,130Property Liability
6310 718 850 850 880Taxes & Licenses
6315 175,145 147,800 147,800 153,710Other Contractual Services
6401 8 300 300 310Office Supplies
6402 132 30 30 30Copy Charges
6403 1 - - - Postage
6409 1,716 2,130 2,130 2,220Uniforms & Clothing
6410 493 1,030 1,030 1,070Small Tools & Parts
6412 9,315 20,780 20,780 21,610Maint. & Const. Materials
6414 23,174 28,260 28,260 29,390Other Supplies
569,150 564,360 594,320603,450Other Services & Charges Total $$ $$
Depreciation
6610 25,567 32,830 32,830 32,830Depreciation$$$$
32,830 32,830 32,83025,567DepreciationTotal$$ $$
1,044,138 1,029,760 1,077,4701,056,162BUILDING SERVICES FUND TOTAL $$ $$
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BUILDING SERVICES FUNDFUND:
Administrative ServicesDEPARTMENT:
BUILDING SERVICES FUND - 67000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2024
REVISED
2025
BUDGET
2024
ADOPTED
CAPITAL OUTLAY
ITEMS
2024
REVISED
2025
BUDGET
2024
ADOPTED
Regular Full-Time Employees
- - M-3Building Superintendent 1.00
1.00 1.0016Building Superintendent -
2.00 2.00LT-2Building Maintenance Mechanic 2.00
3.00 3.00Total3.00
Part-Time Employees
- - GS-2Custodian .50
.50 .506Custodian-
.50 .50Total.50
150,000 - City Hall Security Camera Replacement and Installl $$150,000$
75,000 - Compressor Replacement -
56,000 - Hot Water Heaters -
150,000 - Municipal Center UPS replacement -
431,000 -Total $$150,000$
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Department/Division
Actual Actual Actual Budget Budget
2021 2022 2023 2024 2025
Inputs:Number of full time employees 3 3 3 3 3
Division Operating Expenditures 900,697$ 1,060,349$ 1,058,344$ 1,037,393$ 1,079,785$
Division Operating Revenues 921,708$ 990,517$ 1,046,327$ 1,052,550$ 1,083,800$
Outputs:
Annual Contract Cleaning Cost
City Hall 87,516$ 94,520$ 94,520$ 98,985$ 102,449$
Effectiveness Measures:
Cost per Square Foot to Clean City
Hall 1.25$ 1.35$ 1.35$ 1.41$ 1.46$
Efficiency Measures:
Estimated Cost per Square Foot
to Maintain City Hall 10.29$ 12.12$ 12.10$ 11.86$ 12.34$
Rent Revenue per Square Foot 8.86$ 9.53$ 10.06$ 10.12$ 10.42$
Expense per Capita 24.35$ 28.66$ 28.61$ 28.04$ 29.19$
Performance Measures
Administrative Services/Building Services
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DEBT SERVICE
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DEBT SERVICE FUNDS
MISSION STATEMENT
To account for the accumulation for resources used to service the City’s general obligation long-term
debt.
DIVISION FOCUS
The activity in these funds is a function of the debt service schedule of the outstanding bond issues,
as well as any covenants regarding fund and account structure that may be contained in the original
selling agreement for the different bond issues.
The debt service budget is made up of two primary funds; General Obligation Improvement bonds and
General Obligation Redevelopment bonds.
The General Obligation (G.O.) Improvement Bond fund provides for the collection of tax debt service
levies and special assessments for the payment of principal and interest on the bonds issued for the
purpose of public improvements. Beginning in 2007, in response to infrastructure improvements within
the City, the City has predominantly issued bonds that require the levying of taxes to service the debt.
Accordingly, the result is an annual debt service tax levy. For 2025, the total tax levy required will be
$4,101,375. The bonds that will be serviced by this levy and future levies, were issued to fund several
City projects, from the construction of the City municipal center to the reconstruction of roadways
within the City. The outstanding principal for G.O. Improvement bonds at the end of 2024 is
$39,925,000.
The G.O. Redevelopment Bonds are issued by the City of Richfield for the Richfield Housing and
Redevelopment Authority (HRA). The bonds are issued to provide funding for public improvements in
relation to redevelopment projects. The debt service on the outstanding bonds is provided through the
collection of tax increments remitted to the HRA from Hennepin County. As part of the bond issuance,
the HRA pledges the tax increment collections to the City for the purpose of the annual debt service
requirements of the bonds. There are currently no plans for issuance of redevelopment bonds in the
near future. The outstanding G.O. Redevelopment Bond principal at the end of 2024 is $260,000.
The City continues to evaluate outstanding bond issues to determine if cost savings can be achieved
by refinancing bonds or calling the bonds early. General Obligation bond debt service will be paid in
full in the year 2043. Redevelopment bond debt service will be paid in full in the year 2025. BOND RATINGS The bond rating process is a comprehensive analysis of the City’s financial practices and
performances (past and current). Forecasts of future performance and projected long-term planning
practices are also reviewed. The City of Richfield has maintained an excellent bond rating for many years. The City currently has
received a AA+ rating from Standard and Poor’s and an AA2 rating from Moody’s Investors Service
prior to that.
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BUDGET SUMMARY
GENERAL OBLIGATION IMPROVEMENT BONDS
2023 2024 2024 2025
Actual Budget Revised Budget
Fund Balance - January 1 5,775,047$ 6,627,689$ 6,263,293$ 6,954,262$
Source of Funds
Taxes 4,046,389$ 4,113,543$ 4,113,543$ 4,101,375$
Special Assessment Collections 41,055 49,000 49,000 40,000
Interest 120,686 10,000 10,000 10,000
Bond Proceeds - - -
Transfer in:
Special Revenue Fund 745,994 746,000 746,000 746,000
- - - -
Total Sources 4,954,124$ 4,918,543$ 4,918,543$ 4,897,375$
Use of Funds
Bond Principal 3,055,000$ 2,975,000$ 2,975,000$ 3,080,000$
Bond Interest 1,410,878 1,222,274 1,222,274 1,132,961
Fiscal Agent Charges - 5,300 5,300 5,000
Other Services & Charges - 25,000 25,000 5,000
Transfers to:
General Fund - - - -
Capital Project Fund - - - -
Total Uses 4,465,878$ 4,227,574$ 4,227,574$ 4,222,961$
Fund Balance - December 31 6,263,293$ 7,318,658$ 6,954,262$ 7,628,676$
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TAX LEVY UNPAID
REQUIREMENT YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
39,925,000$
4,101,375 2025 3,080,000 1,132,961 4,212,961 36,845,000
4,110,046 2026 3,155,000 1,043,974 4,198,974 33,690,000
4,121,139 2027 3,250,000 954,749 4,204,749 30,440,000
3,605,541 2028 3,350,000 862,736 4,212,736 27,090,000
2,473,449 2029 3,195,000 771,043 3,966,043 23,895,000
2,490,093 2030 2,210,000 694,664 2,904,664 21,685,000
2,487,906 2031 2,290,000 631,068 2,921,068 19,395,000
2,475,481 2032 2,345,000 565,483 2,910,483 17,050,000
2,352,926 2033 2,405,000 497,095 2,902,095 14,645,000
2,201,808 2034 2,360,000 426,720 2,786,720 12,285,000
1,904,309 2035 2,435,000 354,120 2,789,120 9,850,000
1,917,253 2036 2,160,000 284,114 2,444,114 7,690,000
1,912,620 2037 1,970,000 221,739 2,191,739 5,720,000
1,283,830 2038 2,025,000 160,116 2,185,116 3,695,000
1,006,228 2039 1,490,000 103,206 1,593,206 2,205,000
629,751 2040 880,000 64,038 944,038 1,325,000
431,550 2041 550,000 40,381 590,381 775,000
431,340 2042 380,000 23,400 403,400 395,000
2043 395,000 7,900 402,900 -
39,936,644 39,925,000$ 8,839,506$ 47,958,206$
Debt as a Percentage of Taxable Market Value 0.81%
Debt Per Capita 1,079.26$
General Obligation Improvement Bonds
Scheduled Debt Service Requirements - Annual Payments
December 31, 2024
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BUDGET SUMMARY
GENERAL OBLIGATION REDEVELOPMENT BONDS
2023 2024 2024 2025
Actual Budget Revised Budget
Fund Balance - January 1 -$ -$ -$ -$
Source of Funds
Transfers from -
Component Unit 872,009 880,256 875,256 267,238
Total Sources 872,009$ 880,256$ 875,256$ 267,238$
Use of Funds
Principal Bonds 815,000$ 850,000$ 850,000$ 260,000$
Bond Interest 56,772 24,256 24,256 3,738
Fiscal Charges 237 1,000 1,000 1,000
Other - 5,000 - 2,500
Total Uses 872,009$ 880,256$ 875,256$ 267,238$
Fund Balance - December 31 -$ -$ -$ -$
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GENERAL OBLIGATION REDEVELOPMENT BONDS
SCHEDULED DEBT SERVICE REQUIREMENTS - ANNUAL PAYMENTS
December 31, 2024
UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
- 260,000
2025 260,000 3,738 263,738 -
260,000$ 3,738$ 263,738$
Debt as a Percentage of Taxable Market Value 0.01%
Debt Per Capita 7.03$
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CAPTIAL IMPROVEMENT
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CAPITAL IMPROVEMENT BUDGET AND PLAN
MISSION STATEMENT
The Richfield Capital Improvement Budget and Plan is a comprehensive list of major improvements necessary to meet the needs of the community over a five-year period. This list is prepared through compiling the project needs requested by the various city departments. The Capital Plan sets forth the proposed scheduling and details of specific projects by year, estimated cost, and a justification or description to those responsible for making policy decisions regarding expenditures for new facilities. In addition, the Plan provides information so that individual project requests can be better evaluated against community needs and the community’s ability to pay for and maintain these facilities in the succeeding years.
CAPITAL IMPROVEMENT PLAN GOALS
The specific goals of the Capital Improvement Plan are:
• To develop a realistic list of capital improvement needs which relates proposed projects to the City’s capacity to finance such projects.
• To minimize the impact of projects on the residents’ ability to pay.
• To schedule various projects and improvements in a way which allows adequate time to detailed design and engineering of the projects, preparing environmental statements or grant applications or exploring alternative methods of financing.
• To provide coordination between City departments, various units of special and general local government, and public utilities.
• To implement the community’s Comprehensive Plan in an orderly fashion.
• To keep the public involved and informed about needed public improvements and to better enable the public to schedule private improvements.
OVERVIEW
Richfield’s Capital Improvement Plan is a process for identifying annual project needs and priorities for project coordination as well as for financial planning. In addition, the Capital Improvement process provides for public discussion of short range City improvements.
The Capital Improvement Budget (CIB)/Capital Improvement Plan (CIP) projects are identified through discussions of the various City commissions and the City departments. From these discussions City staff compiles estimated costs, scope and potential funding sources for the projects.
A preliminary report is then generated by the Finance Director based on these discussions and presented to a meeting of the Planning Commission.
The Planning Commission then reviews the projects and scheduling based on the following consideration:
• The proposed project’s conformance to the Comprehensive Plan.
The CIB/CIP, as recommended by the Planning Commission, is then returned to the Finance Director, and submitted to the City Council as part of the annual budget process. The Council may delete projects from the Plan or may change the scheduling and priority of the allocation of funds. In accordance with state statutes, the City Council should refer any new project they may add to the Capital Improvement Plan to the Planning Commission for review.
Accordingly, the 2024 Revised/2025 Proposed Capital Improvement Budget (CIB) reflects funding for several improvement projects throughout the City. Included are costs for the 77th Street Railroad Crossing Replacement, Pavement Management, RRFB installations and
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multi-year Pedestrian Improvement projects. Capital spending plan also include funds for park and recreation and water and wastewater projects.
The funding for the right of way projects is expected to come from sources such as Federal and State grants, Municipal State Aid (MSA), street reconstruction bonds, and utility franchise fees. Funding for other projects included in the CIB will come from intergovernmental revenues, special revenues, and user fees. The City’s main operating budgets should not be materially affected by the planned projects as all funding is outside those budgets. The only possible effect would be on the maintenance of the newly constructed projects. In some cases the maintenance costs may increase, but in others, it is expected to decrease.
The Capital Improvement Plan, which represents the next four-year period, also contains a number of significant proposed projects including, several park projects, major street improvement and reconstruction projects throughout the city, replacement of rolling stock and technology equipment, and several projects to improve public facilities throughout the City.
2025 Capital Improvement Budget Projects Recreation Open Space Donaldson Park Building Rebuild - $450,000
The old, outdated concrete structure at Donaldson Park needs to be refurbished or replaced. $335,000 has been allocated from liquor revenue in the 2024 capital improvement plan, $450,000 is proposed for the 2025 capital improvement budget and will come from liquor revenue in 2025.
Ice Arena Repairs - $15,000 Various repair and major maintenance projects to the Ice Arena building, rink equipment, and surrounding infrastructure that will be identified and prioritized each year by Recreation Services staff. Items may include repair or replacement of HVAC equipment, roof, windows,
flooring, ice rink equipment, bleachers, and other repair and replacement of existing capital
items. Community Center - $10,000
Various repair and major maintenance projects to the Community Center building and surrounding infrastructure that will be identified and prioritized each year by Recreation Services staff. Items may include HVAC repairs, roof repairs, window and flooring repairs, and other repair and replacement of existing capital items.
Veterans Park Complex - $4,200,000 Veterans Park is home to several recreation amenities: the Outdoor Pool, the Ice Arena, the Band Shell, the picnic shelter, the mini-golf facility, and the park itself (including trails, green
space, marsh, etc). Improvements to the Veterans Park Complex would include a new pool liner and pool concessions area, improvements to the arena roof, HVAC, lobby area, doors, and the addition of an elevator, improvements to the gutters and irrigation system of the band shell, a new roof, lighting, and surfacing for the pavilion, new roof and fascia for the mini-golf building, and improvements to the park trails, vegetation, signage, and the addition
of a wildlife viewing area. The funding source would be local sales tax, if approved in November 2024 by referendum. Wood Lake Nature Center Building - $15,737,000 Wood Lake Nature Center needs a complete re-build as its current building is 50 years old
and is falling into disrepair. The new building will be sustainably designed and will be able to meet the current demands and needs from across the community and region that are
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placed on the center. Grants have been secured for the project: $3m from a Federal grant and $12m from a State of Minnesota bonding grant. The largest remaining segment of funding, $11m, would come from local sales tax, if approved in November 2024 by referendum. Right of Way Improvements
ADA Improvements - $200,000 The City’s Americans with Disabilities Act (ADA) Transition Plan must be updated to comply
with State and Federal requirements. The updated plan will be used to identify missing or
non-compliant ADA infrastructure within the right-of-way. This may include sidewalks, trails, curbs, corner pedestrian ramps, crosswalks, and other infrastructure. The plan will be used to program ADA infrastructure improvements throughout the City.
Multi-Year Bicycle Improvements - $40,000
As part of the implementation of the Bicycle Master Plan and Safe Routes to School Plan, improvements to bike facilities will be installed. Each route will go through a public engagement process prior to implementation. Improvements may be identified as signage, pavement markings, or other items identified in each plan.
Pavement Management Program- $617,000 The City’s Accelerated 6-Year Mill and Overlay Project was completed in 2020. In order to protect the investments made in the City’s roadway infrastructure, an ongoing pavement management program is needed. The program will address areas of greatest need
throughout the City each year and may include mill and overlay, concrete replacement,
pavement rejuvenation treatments, crack sealing, and other various roadway improvements. Multi-Year Pedestrian Improvements - $40,000 Spot pedestrian improvements, such as refuge islands, RRFBs, and pavement markings will
be constructed where beneficial, as identified in the Pedestrian Master Plan and Safe Routes
to School Plan to achieve the greatest improvement in public safety. 70th Street SRTS Improvements – $675,000 Two intersections along 70th Street outside of the STEM/RDLS campus are slated for a
demonstration project in the spring/summer of 2024. This project would make the
improvements at the intersections of 70th Street with Elliot Avenue and 12th Avenue permanent, based on the results of the demonstration project. Staff will be pursuing state grant funding to cover construction costs for this project.
73rd Street SRTS Improvements (Centennial) – $925,000
Installation of a new trail on 73rd St between Bloomington Ave and Cedar Ave. Trail includes new pedestrian ramps, improved crossings at Bloomington Ave and 16th Ave, and a new connection/crossing at Cedar Ave to the Nokomis-Minnesota River Regional Trail. The City installed a demonstration version of this project in 2023 and has received Metropolitan Council
regional solicitation funding to construct the project in 2025.
Traffic Signal Replacements - $340,000 The existing City-owned traffic signals along the 76th St/77th St corridor will be reaching the ends of their expected life-cycles between 2025 and 2035. The signals will need to be
replaced with new signal systems or alternative traffic control measures. The estimated total
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cost of signal replacements is $3.1M, with the first signal components being replaced no earlier than 2025. TH62 Noise Barrier West - $697,500 Richfield was selected to receive a 20 ft. concrete precast noise barrier that would be
constructed from approximately Xerxes Avenue to Russell Avenue as part of the Minnesota
Department of Transportation’s Standalone Noise Barrier Program. The total cost of the project is estimated at $5.9M of which Richfield’s share is about 10%. North Lyndale Avenue Reconstruction - $200,000
This project includes reconstruction of Lyndale Ave between 65th St and Hwy 62. The project would “right-size” the roadway and modernize the corridor to match the Lyndale Ave corridor south of 66th St. The project would include a full public engagement process to determine the final design. Lyndale Ave between 63rd St and 65th St was restriped and partially repaved as part of the 65th Street Reconstruction project in 2023. Funds planned for
2025 are to extend the restriping under Hwy 62 into Minneapolis. The Lyndale Ave
Reconstruction project is not planned to occur until the existing pavement and surface infrastructure reach end-of-life. Street Name Sign Replacement - $50,000
All street name signs need to be replaced. Newer standards of lettering size and retroreflective set by the Federal Highway Administration’s Manual of Uniform Traffic Control Devices are not met with the existing signs. The signs will be purchased by a vendor and installed by City Staff.
Nicollet Avenue Reconstruction - $1,550,000
Nicollet Ave Reconstruction from 66th St to 76th St led by Hennepin County. Underground utilities will be replaced or lined as necessary. The County’s consultant will lead a robust public engagement process following Richfield’s Public Engagement Process to guide the roadway design. Staff will pursue additional funding sources to offset the local costs
currently identified for bonding. This is identified as a 2-year construction project (2026-27).
Penn Avenue Reconstruction – $200,000 This project consists of the reconstruction of Penn Avenue from Hwy 62 to 75th Street. The project includes the replacement of City utilities, ADA upgrades, and pedestrian and bicyclist
upgrades. The City and County will lead a robust public engagement process to guide the roadway design. The current estimate is based on the County’s cost share policy and assumes full utility replacement. Pillsbury Plaza - $270,000
The Public Works Department is looking to create a community space in remnant right-of-way as part of the 65th Street Reconstruction Project. The work includes a pathway, plaza area, benches, landscaping, ADA swing, water fountain, and is adjacent to a multi-use trail that connects Richfield Lake to Nicollet Avenue and the schools along 65th Street.
Public Facilities
City-wide Water meter Upgrade - $100,000
The outgoing city-wide system of 11,000 water meters was installed in 2007 and requires
employees to drive by each property to obtain meter readings. The system is failing, and it is
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becoming time consuming to maintain. The installation of a new system will have a signal read radio device which will eliminate the need to drive by each property. With the pandemic and supply shortages the project has been delayed multiple years. Rehabilitation of Stormwater Collection System Mains and Manhole - $400,000
The stormwater collection system was installed in the mid 1950’s and is comprised of mostly reinforced concrete pipe (RCP). A cleaning and inspection program is underway to determine the condition of the stormwater collection mains. Mains that are observed to be in poor condition, and not in need of upsizing for capacity related reasons, will be rehabilitated using an engineered method that is designed to restore hydraulic efficiency
and structural integrity. The rehabilitation effort will extend the life of the mains by up to 75 years. Sanitary Sewer Main Lining - $900,000 The wastewater collection system was installed in the late 1950’s and mainly consists of
VCP (Vitrified Clay Pipe). As staff does ongoing maintenance and television inspections,
they encounter areas with tree root intrusion and/or pipes that have cracks. In order to preserve the level of service to our users and protect the mill and overlay investment, these pipes should be lined. Lining consists of installation of a liner in the existing clay pipe; which expands and heats the liner, causing adherence to the pipe. Once it cools, the liner hardens
to a consistency of schedule 40 PVC, the appropriate standard. This technique is widely
used in the industry and is done at a fraction of the cost of open cutting a street to replace the pipe. It’s anticipated this program will be ongoing until completed based upon funding availability.
Adams Hill Life Station Control Panel Upgrade - $90,000
The lift station is in Adams Hill Park at 7313 Xerxes Ave S. The control panel and electrical components were last upgraded in 2008. Upgrading the control would bring the electrical and controls up to modern day standards. The upgrade will more importantly separate the high voltage power supply from the low voltage power supply making it safe for operators to
access the panel and perform routine maintenance. This would also standardize the lift
station controls with SCADA for continuous monitoring. Legion Lake Lift Station - $180,000 The Legion Lake infiltration system is a residential grade irrigation/infiltration system that
was constructed in 2015. The pumping system is not conducive to the application, nor is it
of the proper means to minimize health and safety for Public Works staff. This project will replace the irrigation cabinet and meter setup with a traditional storm sewer lift station and monitoring system. This will alleviate the need to reinstall the pump intake and transducer annually, it will better protect the instrumentation used to operate the pump and eliminate
health hazards working near and within the water body.
Lift 7 (Ice Arena) Richfield - $300,000 Lift Station 7 is in front of the Ice Arena at 636 E 66th St. The lift station was built in 1971. The lift station structure and ancillary components have been found to be in poor condition
as well as under size with the addition of rink 2. The recommendation is to decommission
the existing lift station and design and construct a new lift station of modern technology. The new lift station design will be one that meets the needs the service needs of the ice arena.
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Sanitary Sewer Hot Spot Improvements - $250,000 The City has roughly 20 locations within the sanitary sewer system that impedes or partially restricts the flow of sewage. This project would be programmed to design and develop engineering solutions that either eliminate these issues or improve system performance.
Water Plant Chlorine Storage Area Improvements - $125,000 The floor of the chlorine storage area in the water treatment plant has experienced severe spalling and exposure of rebar due to a previous chlorine leak. Impairment has very likely spread further beyond the spalling that is observable. In order to implement the proper repairs and restore the structural integrity of the floor, the chlorine storage tanks and day
tank system will need to be relocated and the full extent of the chlorine room (floor) inspected and repaired. This project will include the relocation effort along with the requisite concrete and reinforcing bar repair to the floor. Water Plant Elevator Replacement - $150,000
The elevator at the water treatment plant has reached the end of its useful life cycle. Public Works staff have been advised by the elevator service company that parts are no longer available for this elevator and control system, and it’s getting to be very difficult to service or repair when the need arises. The elevator is used daily for the transport of equipment, chemicals, and staff from lower to upper levels of the plant. It’s also that which satisfies
ADA requirements for the building. This project includes a full replacement of the elevator and controls with modern technology. Water Plant Instruments and Controls Upgrade - $25,000 The need for enhanced cyber security along with the State of Minnesota’s executive order
to complete, certify, and deliver a cyber security assessment has created the need to plan
for, and fund, certain upgrades and replacement of water treatment plants instruments and controls system. This project will help fund replacement of programable logic controllers, SCADA controllers and equipment, and enhance protective measures from cyber threats.
Water Plant Recirculation System - $100,000
The results of the Water Treatment Plant Condition Assessment conducted in 2022 revealed certain health and safety issues. One of the issues identified was a deficiency with the design and setup of the eye wash and shower stations. Although the water plant has the proper stations for our building type, it was discovered that the set up itself is not OSHA
compliant. Public works staff retained a consultant to formulate a design that mitigates
these issues of non-compliance. This project will include the construction of a recirculation system that satisfies both State and OSHA standards. Water Plant Sludge Pump Replacement - $50,000
Two of the three sludge pumps require replacement. The frequent effort of maintenance and repair is no longer adding value for plant operations. This project will be for the procurement and installation of two new sludge pumps at the water treatment plant. Buildings, Fleet and Technology
Garage Floor Sealing - $150,000
The Public Works Facility Garage floor is in need of repairs. This sealing project will address issues after an oil separator replacement project and other various defects in the garage floor.
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Fleet Purchases - $1,609,514 The Public Works Garage Division purchases all vehicles used by City Departments to provide City Services.
Public Works Storage Facility - $1,300,000 The City built its current maintenance facility with an understanding that on-going storage needs could be accommodated off-site. Historically, the City had relied on the MnDOT Cedar Ave Station to provide the salt needed for the winter season via an ongoing agreement and did not need to store salt on site. This agreement was modified in 2021 and
MnDOT has chosen to no longer provide salt to the city. In addition, the site the City is currently using for temporary storage for tree debris, sweepings, etc., is a short-term solution, requiring the City to identify a new location to be used for its storage needs. The goal is to find a location where all of our storage needs can be met. A feasibility study looking at the remnant site at 7636 Cedar Avenue will be conducted this year.
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2024 Budget
RECREATION & OPEN SPACE
Donaldson Park Building Demolition 100,000 R -
Donaldson Park Building Rebuild 235,000 R -
Donaldson Park Playground Equipment 70,000 R -
Donaldson Park Playground Equipment 50,000 C -
Donaldson Park Playground Equipment (grants or fundraising)10,000 OR - Multi-Year Ice Arena Repair 20,000 R 20,000 RMulti-Year Community Center Building Repair 15,000 R 15,000 RMulti-Year Parks Major Maintenance 50,000 R 50,000 R
Multi- Year Wood Lake Building and Fence Repair 10,000 R 10,000 R
TOTAL REC. & OPEN SPACE 560,000$ 95,000$
RIGHT OF WAY IMPROVEMENT
77th Street Railroad Crossing Replacement 600,000$ M 300,000 MADA Improvements 100,000 FF 200,000 FF
Hub Redevelopment 500,000 U - U
Hub Redevelopment (developer contribution)500,000 O - O
Hub Redevelopment 80,000 FF - FF
Multi-Year Bicycle Improvements 40,000 FF 40,000 FF
Multi-Year Pavement Management Program 697,000 FF 697,000 FF
Multi-Year Pedestrian Improvements 40,000 FF 40,000 FF
Retaining Walls - 120,000 FF
Richfield Parkway RRFB Installation 64,050 M 102,500 M
Richfield Parkway RRFB Installation 235,950 S 235,950 STOTAL RIGHT-OF-WAY IMPROVEMENT 2,857,000$ 1,735,450$
PUBLIC FACILITIES
7700 Lyndale Doors (Liquor operations reserves)11,000$ O 11,000 O
Citywide Water Meter Upgrade 525,000 U 525,000 U
Fiber Installation to Penn Liquor Store (IT reserves)60,350 O 60,350 O
Fiber Redundancy to Public Works and Cedar Liquor (IT reserves)64,000 O 64,000 O
Fleet Purchases 1,557,000 FR 1,557,000 FR
Fleet Purchases 100,000 F 100,000 F
HART System Expansion 50,000 U 30,000 U
Irving Storm Lift Station 80,000 U 30,000 URehabilitation of Stormwater Collection Mains 200,000 U 200,000 URehabilitation of Stormwater Collection Manhole Structures 200,000 U 200,000 URoof Replacement of Well Houses 25,000 U 29,727 USanitary Sewer Main Lining 800,000 U - Security Cameras City Hall & PW Building (Building Services reserves)150,000 O 250,000 O *City Hall HVAC Compressor Replacement (Building Services resereves)75,000 O 75,000 O
Security System Updates 72,000 U 57,029 U
Sludge Press Improvements 100,000 U 61,303 U
UPS Replacement - 150,000 O *Water Heater Building - 55,000 O *Water Treatment Plant-Network 180,000 U 117,000 U
TOTAL BUILDINGS, UTILITIES AND TECHNOLOGY 4,249,350$ 3,572,409$
TOTAL USES OF FUNDS 7,666,350$ 5,402,859$
ESTIMATED REVENUE BY SOURCE
(B) G.O. Bonds- Property Tax - -
(BU) G.O. Bonds-Utility - -
(C) Hennepin County 50,000 -
(F) Federal Grant 100,000 100,000
(FF) Franchise Fees 957,000 1,097,000
(FR) Fleet Special Revenue (PW Garage)1,557,000 1,557,000 (M) Municipal State Aid 664,050 402,500 (O) Other Funding 860,350 665,350 (OR) Other Recreation Funding 10,000 - (R) Special Revenue 500,000 95,000 (S) State 235,950 235,950 (TL) Tax Levy - - (U) User Fees 2,732,000 1,250,059
(X) Xcel Energy - -
TOTAL FUNDING BY SOURCE 7,666,350$ 5,402,859$
* Funding source to be identified
2024 Revised
2024 Capital Improvement Budget
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RECREATION & OPEN SPACE
Multi-Year Community Center Building Repair 10,000$ SR
Multi-Year Donaldson Park Building Rebuild (project to be built in 2026)450,000 SR
Multi-Year Ice Arena Repair 15,000 SR
Multi-Year Veterans Park Complex (projects to be built 2025-27)4,200,000 BST
Multi-Year Wood Lake Nature Center (project to be built 2025-26)2,013,000 BST
Multi-Year Wood Lake Nature Center (project to be built 2025-26)12,000,000 SMulti-Year Wood Lake Nature Center (project to be built 2025-26)1,724,000 FTOTAL REC. & OPEN SPACE 20,412,000$
RIGHT OF WAY IMPROVEMENT
70th Street SRTS Improvements 586,225$ S
70th Street SRTS Improvements 88,775 M
73rd Street SRTS Improvements (Centennial)635,000 F
73rd Street SRTS Improvements (Centennial)290,000 MMulti-Year ADA Improvements 200,000 FF
Multi-Year Bicylce Improvements 40,000 FF
Multi-Year Nicollet Reconstruction (project to be built in 2026-27)775,000 B
Multi-Year Nicollet Reconstruction (project to be built in 2026-27)775,000 BU
Multi-Year Pavement Management Plan 617,000 FF
Multi-Year Pedestrian Improvements 40,000 FFMulti-Year Penn Avenue Reconstruction (project to be built in 2029-30)200,000 M
Multi-Year Street Name Sign Replacement 50,000 FF
Multi-YearTraffic Signal Replacements 340,000 M
North Lyndale Avenue Restriping 200,000 FF
Pillsbury Plaza 270,000 FF
TH62 Noise Barrier West 697,500 M
TOTAL RIGHT-OF-WAY IMPROVEMENT 5,804,500$
UTILITIES
Adams Hill Lift Station Control Panel Upgrade 90,000$ UCitywide Water Meter Upgrade 100,000 U
Legion Lake Lift Station 180,000 U
Lift 7 (Ice Arena) Rebuild 300,000 U
Multi-Year Rehabilitation of Stormwater Collection System Mains 200,000 U
Multi-Year Rehabilitation of Stormwater Collection System Manhole 200,000 U
Multi-Year Sanitary Sewer Hot Spot Improvements 250,000 U
Multi-Year Sanitary Sewer Main Lining 900,000 U
Multi-Year Water Plant Instruments and Controls Upgrade 25,000 U
Water Plant Chlorine Storage Area Improvements 125,000 U
Water Plant Elevator Replacement 150,000 U
Water Plant Recirculation System 100,000 U
Water Plant Sludge Pump Replacement 50,000 UTOTAL UTILITIES 2,670,000$
BUILDINGS, FLEET AND TECHNOLOGY
Fleet Purchases 1,609,514$ FSR
Garage Floor Sealing 150,000 FSR
Public Works Storage Facility 325,000 FF
Public Works Storage Facility 650,000 O
Public Works Storage Facility 325,000 UTOTAL BUILDINGS, FLEET & TECHNOLOGY 3,059,514$
TOTAL USES OF FUNDS 31,946,014$
ESTIMATED REVENUE BY SOURCE
(B) G.O. Bonds- Property Tax 775,000$
(BST) Bonds- Sales Tax 6,213,000
(BU) G.O. Bonds-Utility 775,000
(C) Hennepin County -
(F) Federal Grant 2,359,000
PROJECT EXPENDITURE
2025 Capital Improvement Budget
276
(FF) Franchise Fees 1,742,000
(FSR) Fleet Special Revenue 1,759,514
(M) Municipal State Aid 1,616,275
(O) Other Funding 650,000
(OR) Other Recreation Funding - (S) State 12,586,225
(SR) Special Revenue 475,000
(TL) Tax Levy -
(U) User Fees 2,995,000
(X) Xcel Energy -
TOTAL FUNDING BY SOURCE 31,946,014$
277
CIB TOTAL*
2025 2026 2027 2028 2029 CIP COST Beyond 2029
RECREATION
OPEN SPACE DEVELOPMENT
25-Community Center Building Repair 10,000 SR 20,000 SR 20,000 SR 20,000 SR 20,000 SR 80,000 20,000 SR
25-Multi-Year Donaldson Building Rebuild 450,000 SR -
25-Multi-Year Donaldson Building Rebuild 300,000 C 300,000
25-Multi-Year Donaldson Building Rebuild 200,000 O 200,000
25-Multi-Year Ice Arena 15,000 SR 20,000 SR 20,000 SR 20,000 SR 20,000 SR 80,000 20,000 SR
25-Veterans Park Complex 4,200,000 BST 2,800,000 BST 2,000,000 BST 4,800,000
25-Wood Lake Nature Center Building 2,013,000 BST 8,987,000 BST 8,987,000
25-Wood Lake Nature Center Building 12,000,000 S -
25-Wood Lake Nature Center Building 1,724,000 F -
26-Multi-Year Parks Major Maintenance 210,000 SR 320,000 SR 320,000 SR 320,000 SR 1,170,000
26-Parks Master Plan 180,000 SR 180,000
26-Wood Lake Building & Fence Repair 20,000 SR 20,000 SR 20,000 SR 20,000 SR 80,000 20,000 SR
26-Wood Lake Trail Updates 50,000 SR 50,000
26-Wood Lake Trail Updates 200,000 S 200,000
27-Adams Hill Park Play Equipment Replacement 120,000 SR 120,000
28-Heredia Park Play Equipment Replacement 120,000 SR 120,000
29-Little Bob's Park Play Equipment Replacement 120,000 SR 120,000
TOTAL RECREATION & OPEN SPACE 20,412,000 12,987,000 2,500,000 500,000 500,000 16,487,000 60,000
(BST) Bonds- Sales Tax 6,213,000 11,787,000 2,000,000 - - 13,787,000
(C) County - 300,000 - - - 300,000
(F) Federal Grant 1,724,000 - - - - -
(SR) Special Revenue 475,000 500,000 500,000 500,000 500,000 2,000,000
(S) State 12,000,000 200,000 - - - 200,000 60,000
(O) Other Funding - 200,000 - 200,000
TOTAL FUNDING BY SOURCE 20,412,000 12,987,000 2,500,000 500,000 500,000 16,487,000 60,000
PROJECTS CIB TOTAL*
RIGHT OF WAY IMPROVEMENTS 2025 2026 2027 2028 2029 CIP COST Beyond 2029
25-70th Street SRTS Improvements 586,225 S
25-70th Street SRTS Improvements 88,775 M
25-73rd Street SRTS Improvements (Centennial)635,000 F
25-73rd Street SRTS Improvements (Centennial)290,000 M
25-ADA Improvements 200,000 FF 200,000 FF 200,000 FF 200,000 FF 200,000 FF 800,000
25-Multi-Year Bicycle Improvements 40,000 FF 40,000 FF 40,000 FF 40,000 FF 40,000 FF 160,000 40,000 FF
25-Multi-Year Nicollet Reconstruction 775,000 B 3,200,000 B 775,000 B 3,975,000
25-Multi-Year Nicollet Reconstruction 775,000 BU 3,200,000 BU 775,000 BU 3,975,000
25-Multi-Year Pavement Management Program 617,000 FF 737,000 FF 737,000 FF 777,000 FF 702,000 FF 2,953,000 700,000 FF
25-Multi-Year Pedestrian Improvements 40,000 FF 40,000 FF 40,000 FF 40,000 BU 40,000 M 160,000 40,000 FF
25-Multi-Year Penn Avenue Reconstruction 200,000 M 200,000 M 200,000 M 400,000
25-Multi-Year Penn Avenue Reconstruction 150,000 B 2,300,000 B 2,300,000 B 4,750,000 250,000 B
25-Multi-Year Penn Avenue Reconstruction 150,000 BU 2,300,000 BU 2,300,000 BU 4,750,000 250,000 BU
25-Multi-Year Street Name Sign Replacement 50,000 FF 50,000 FF 50,000 FF 100,000
25-Multi-Year Traffic Signal Replacements 340,000 M 350,000 M 230,000 M 580,000 2,000,000 M
25-North Lyndale Avenue Restriping 200,000 M
25-Pillsbury Plaza 270,000 FF
25-TH62 Noise Barrier West 697,500 M
27-77th Street Pavement Maintenance 810,000 M 810,000
28-64th Street Sidewalk 165,000 FF 291,000 FF 456,000
28-64th Street Sidewalk 854,000 F 854,000
28-69th Street Reconstruction 2,700,000 B 2,700,000
28-69th Street Reconstruction 3,800,000 BU 3,800,000
28-73rd Street Sidewalk Gap (Diagonal)200,000 M 323,960 M 523,960
28-73rd Street Sidewalk Gap (Diagonal)1,046,040 F 1,046,040
28-76th Street West Resconstruction 3,500,000 B 3,500,000
28-76th Street West Resconstruction 1,250,000 BU 1,250,000
28-76th Street West Resconstruction 1,000,000 X 1,000,000
29-76th & Knox Improvements 1,642,960 B 1,642,960
29-76th & Knox Improvements 2,687,040 F 2,687,040
>29-63rd Street Greenway - 1,000,000 FF
>29-63rd Street Greenway - 2,500,000 F
>29-70th Street Reconstruction - 1,200,000 M
>29-70th Street Reconstruction - 3,000,000 BU
>29-73rd St Bridge & Bikeways - 4,250,000 B
>29-73rd St Bridge & Bikeways - 5,500,000 F
>29-76th/77th Street Intersection Control - 3,300,000 B
>29-Bloomington Ave and Diagonal Blvd 1,650,000 M
>29-Bloomington Ave and Richfield Parkway - 1,650,000 M
>29-Humboldt Ave/Lake Shore Dr Reconstruction - 6,500,000 B
>29-Humboldt Ave/Lake Shore Dr Reconstruction - 3,500,000 BU
>29-North Lyndale Reconstruction 4,500,000 M
>29-TH62 Noise Barrier East - 500,000 M
TOTAL RIGHT OF WAY IMPROVEMENTS 5,804,500 8,017,000 3,927,000 18,502,000 12,427,000 42,873,000 42,330,000
(B) G.O. Bonds- Property Tax 775,000 3,200,000 925,000 8,500,000 3,942,960 16,567,960 14,300,000
(BU) Govt Bond Utilitiy 775,000 3,200,000 925,000 7,390,000 2,300,000 13,815,000 6,750,000
(F) Federal Grant 635,000 - - - 4,587,080 4,587,080 8,000,000
(FF) Franchise Fee 1,217,000 1,067,000 1,067,000 1,182,000 1,233,000 4,549,000 1,780,000
(S) State 586,225 - - - - - -
(M) Municipal State Aid 1,816,275 550,000 1,010,000 430,000 363,960 2,353,960 11,500,000
(X) Xcel Energy - - - 1,000,000 - 1,000,000 -
TOTAL FUNDING BY SOURCE 5,804,500 8,017,000 3,927,000 18,502,000 12,427,000 42,873,000 42,330,000
PROJECTS CIB TOTAL*
UTILITIES 2025 2026 2027 2028 2029 CIP COST Beyond 2029
25-Adams Hill Lift Station Control Panel Upgrade 90,000 U -
25-Citywide Water Meter Upgrade 100,000 U -
2025 CAPITAL IMPROVEMENT BUDGET & 2026 - 2029 CAPITAL IMPROVEMENT PLAN - CITY OF RICHFIELD, MINNESOTA
278
2025 CAPITAL IMPROVEMENT BUDGET & 2026 - 2029 CAPITAL IMPROVEMENT PLAN - CITY OF RICHFIELD, MINNESOTA
25-Legion Lake Lift Station 180,000 U -
25-Lift 7 (Ice Arena) Rebuild 300,000 U -
25-Multi-Year Rehab of Stormwater Collect. Mains 200,000 U 200,000 U 200,000 U 200,000 U 200,000 U 800,000 200,000 U
25-Multi-Year Rehab of Stormwater Collect. Manholes 200,000 U 200,000 U 200,000 U 200,000 U 200,000 U 800,000 200,000 U
25-Multi-Year Sanitary Sewer Hot Spot Improvements 250,000 U 250,000 U 250,000
25-Multi-Year Sanitary Sewer Main Lining 900,000 U 900,000 U 900,000 U 900,000 U 900,000 U 3,600,000 900,000 U
25-Multi-Year Water Plant Instruments & Controls Upgrade 25,000 U 25,000 U 25,000 U 25,000 U 75,000
25-Water Plant Chlorine Storage Improvements 125,000 U -
25-Water Plant Elevator Replacement 150,000 U -
25-Water Plant Recirculation System 100,000 U -
25-Water Plant Sludge Pump Replacement 50,000 U -
26-DSG Storm Lift Station Upgrade 90,000 U 90,000
26-HUB Redevelopment Participation 600,000 U 600,000
26-HUB Redevelopment Participation 125,000 FF 125,000
26-HUB Redevelopment Participation 600,000 O 600,000
26-Multi-Year Watermain Rehabilitation - Transmission Mains 500,000 U 500,000 U 500,000 U 500,000 U 2,000,000 500,000 U
26-Water Plant Generator 1,000,000 BU 1,000,000
26-Water Plant Pipe Gallery Coatings 500,000 U 500,000
26-Water System Interconnect 3,900,000 BU 3,900,000
26-Water System Interconnect 100,000 F 100,000
26-Well 3 Water Service 50,000 U 50,000
27-Nicollet Park Water Main 250,000 U 250,000
27-Water Plant Filter Bay Media Replac & Rehab 500,000 U 500,000
27-Water Plant Program Space Renovation 500,000 U 500,000
27-Wilson Pond Flood Mitigation 100,000 U 400,000 U 500,000
27-Wilson Pond Flood Mitigation -
TOTAL UTILITIES 2,670,000 9,040,000 3,175,000 2,225,000 1,800,000 16,240,000 1,800,000
(BU) Govt Bond Utilitiy - 4,900,000 - - - 4,900,000 -
(F) Federal Grant - 100,000 - - - 100,000 -
(FF) Franchise Fee - 125,000 - - - 125,000 -
(O) Other Funding - 600,000 - - - 600,000 -
(U) User Fee 2,670,000 3,315,000 3,175,000 2,225,000 1,800,000 10,515,000 1,800,000
TOTAL FUNDING BY SOURCE 2,670,000 9,040,000 3,175,000 2,225,000 1,800,000 16,240,000 1,800,000
PROJECTS CIB TOTAL*
BUILDINGS, FLEET AND TECHNOLOGY 2025 2026 2027 2028 2029 CIP COST Beyond 2029
25-Fleet Purchases 1,609,514 FSR
25-Garage Floor Sealing 150,000 FSR
25-Public Works Storage Facility 325,000 FF
25-Public Works Storage Facility 650,000 O
25-Public Works Storage Facility 325,000 U
26-Fiber Redundancy to the Water Plant 63,500 O
TOTAL BUILDINGS, FLEET AND TECH 3,059,514 63,500
(FF) Franchise Fee 325,000 -
(FSR) Fleet Special Revenue 1,759,514 -
(O) Other Funding 650,000 63,500
(U) User Fee 325,000 -
TOTAL FUNDING BY SOURCE 3,059,514 63,500 - - - - -
SUMMARY PROJECTS
Recreation/Open Space Development 20,412,000 12,987,000 2,500,000 500,000 500,000 16,487,000 60,000
Right of Way Improvements 5,804,500 8,017,000 3,927,000 18,502,000 12,427,000 42,873,000 42,330,000
Utilities 2,670,000 9,040,000 3,175,000 2,225,000 1,800,000 16,240,000 1,800,000
Buildings, Fleet and Technology 3,059,514 63,500 - - - 63,500 -
TOTAL CAPITAL PROJECTS 31,946,014 30,107,500 9,602,000 21,227,000 14,727,000 75,663,500 44,190,000
(B) G.O. Bonds- Property Tax 775,000 3,200,000 925,000 8,500,000 3,942,960 16,567,960 14,300,000
(BST) G.O. Bonds-Sales Tax 6,213,000 11,787,000 2,000,000 - - 13,787,000 -
(BU) G.O. Bonds-Utility 775,000 8,100,000 925,000 7,390,000 2,300,000 18,715,000 6,750,000
(C) Hennepin County - 300,000 - - - 300,000 -
(F) Federal Grant 2,359,000 100,000 - - 4,587,080 4,687,080 8,000,000
(FF) Franchise Fees 1,542,000 1,192,000 1,067,000 1,182,000 1,233,000 4,674,000 1,780,000
(FSR) Fleet Special Revenue 1,759,514 - - - - - -
(M) Municipal State Aid 1,816,275 550,000 1,010,000 430,000 363,960 2,353,960 11,500,000
(O) Other Funding 650,000 863,500 - - - 863,500 -
(OR) Other Recreation Funding - - - - - - -
(S) State 12,586,225 200,000 - - - 200,000 -
(SR) Special Revenue 475,000 500,000 500,000 500,000 500,000 2,000,000 60,000
(U) User Fees 2,995,000 3,315,000 3,175,000 2,225,000 1,800,000 10,515,000 1,800,000
(X) Xcel Energy - - - 1,000,000 - 1,000,000 -
TOTAL FUNDING SOURCES 31,946,014 30,107,500 9,602,000 21,227,000 14,727,000 75,663,500 44,190,000
* Total CIP costs do not include any project costs reflected in the 2025 CIB.
279
The City of Richfield’s funding for capital projects comes from a variety of sources, but generally falls into one of several categories: federal grants, state money, county funds, local revenues, franchise fees, user fees, and bond proceeds. Total planned funding for 2025 is $31,946,014. Capital project expenditures are classified into four specific programs: Recreation and
Open Space, Right of Way Improvements, Public Facilities and Buildings, Fleet & Technology. Total planned expenditures for 2025 are $31,946,014.
(B) G.O. Bonds-
Property Tax
3%(BST) Bonds-Sales
Tax
21%
(BU) G.O. Bonds-Utility 3%
(F) Federal Grant8%
(FF) Franchise Fees6%
(FSR) Fleet Special
Revenue
6%(M) Municipal State
Aid
6%
(O) Other Funding
2%
(S) State
43%
(SR) Special Revenue
2%
TOTAL 2025 FUNDING BY SOURCE
Recreation/Open
Space
64%
Right of Way18%
Public Facilities
8%
Buildings, Fleets &
Technology
10%
TOTAL 2025 SPENDING BY USE
2025 Capital Improvement Budget - Sources and Uses
280
TOTAL NUMBER OF FULL-TIME REGULAR BUDGETED PERSONNEL
2024-2025
2024 2024 2025
General Fund Budget Revised Proposed
Legislative/Executive
City Council 5 5 5
City Manager 3.6 3.6 3.5
Subtotal 8.6 8.6 8.5
Administrative Services
Admininstration 1.25 1.25 1
Human Resources 2.9 3 3
Finance 5.5 6.5 6.5
Deputy Reistrar 45 5
City Clerk 11 1
Subtotal 14.65 16.75 16.5
Public Safety
Support Servies 22 2
Police Operations 53.8 54.8 55.8
Subtotal 55.8 56.8 57.8
Fire 30.4 31.4 32
Subtotal 30.4 31.4 32
Community Devlopment
Administration 7 7 7
Inspections 9 9 9
Subtotal 16 16 16
Public Works
PW Administration 2 2 2
Engineering 56 6
Street Maintenance 13.3 13.3 13.3
Park Maintenance 8.5 8.5 8.5
Subtotal 28.8 29.8 29.8
Recreation Services
Recreation Services Administration 2.4 2.4 2.4
Recreation Program & Athletics 66 6
Wood Lake Nature Center 55 5
13.4 13.4 13.4
Total 167.65 172.75 174
Special Revenue Fund
Cable TV Fund 0.75 0.75 1
Ice Arena 4 4 4
Recreation Special Program 0.6 1.6 1.6
Subtotal 5.35 4.75 5
Enterprise Fund
Liquor 55 5
Water & Wastewater Utility 18.9 18.9 18.9
Storm Sewer Utility 1.9 1.9 1.9
Subtotal 25.8 25.8 25.8
Internal Service Funds
Central Garage 4.1 4.1 4.1
Information Technologies 5.5 5.5 5.5
Government Buildings 33 3
Subtotal 12.6 12.6 12.6
Total 211.4 215.9 217.4
281
Action step Priority/
Outcome
Process
Improve
ment?
Assigned to Status Notes
Develop Capital Replacement Schedule for City Hall 3 Administrative Services -
Buildings
2024 Q4 -
2025 Q1 Goal is to have updated data in time for 2025 budget process.
Security Camara Replacement for City Hall and New
Cameras for Public Works 3 Administrative Services -
Buildings
2024 Q4 -
2025 Q1 In 2024, due to the high cost, the project segmented into different phases. Phase 1 will include outside cameras and critical interior locations such as front desk and Motor Vehicles. Funding will be from chargebacks and tranfers from Elections Fund.
Develop Data Management System - City Wide 1,3,4 Y Administrative Services - City
Clerk 2025 Review existing data management processes for inefficiencies and redundancies. Begin training and implementation once new processes are established.
Evaluate need for an virtual engagement platform 1c, 5a, 5b Administrative Services -
Communications 2024 Q3
Issue RFP for new website, select vendor, begin
migration.1c Administrative Services -
Communications
2024 Q4 --
2025 RFP in late 2024. Migration in 2025, launch new website in Q1 2026.
Grow social media reach, especially on YouTube and
Instagram 1c, 5c Administrative Services -
Communications 2025 Q1
Re-Establish Web Team 1,4 Administrative Services -
Communications 2025 Q1 Convene remaining members of original web team. Recruit and train new members. Outline roles and responsibilities for website management.
Develop Communications Plan 1c Administrative Services -
Communications 2025 Q2 Developing as part of the Certified Public Communication Program.
New Resident Guide 5a, 5c Administrative Services -
Communications 2025 Q3 Explore options for providing comprehensive information to new residents, via a website, print product, event or other medium.
Update and enhance existing Carousel infrastructure to
provide up to date information on public info screens
at City Hall.
1c Administrative Services -
Communications Completed
Re-Establish Employee Engagement Committee 1,4 Administrative Services -
Communications 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. Training related to the sales tax refendum is completed. Plan to offer additional training in 2025
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
Paused 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 2025.
Support State of the City event planning and execution 1a & 5a Administrative Services -
Communications / Executive Completed 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 Local Sales Tax
initiative
1b, 3a, 3b,
5a, 5c
Administrative Services -
Communications / Executive Ongoing
Coordinate communications efforts for speed limit
changes 5c Administrative Services -
Communications / PW In Progress Speed limit campaign in action and will be paused in the fall of 2024.
Implement CDL Clearinghouse processes 4a Y Administrative Services - HR 2024 Update CDL drug testing policy and procedures required by the Clearinghouse. This is mostly complete we just need to collect forms from the affected workers.
Implement Electronic Personal Action Form (PAF)1c Y Administrative Services - HR 2024 Q4/
2025 Q1 We have developed a process to complete electronically using Laserfische to accommodate workflow/electronic signatures.
Safety Pays Program 4a Administrative Services - HR 2024-2025 We discussed bringing the program back in 2024-2025 and are working on pulling together data.
Worker Compensation Program 1c Administrative Services - HR 2025 Explore alternatives to our self-insurance with LMCIT
Organizational culture training 4 a,b Administrative Services - HR 2025 Continue the training for all staff (will depend on the capacity of the internal trainers). Our Equity Coordinator has released a survey that hopefully will provide guidance on training opportunities.
Employee Survey 1, 4 Administrative Services - HR 2025 The cycle has been every two years to survey staff on employee experience, satisfaction and solicit feedback. This was rescheduled to 2025 with release of our DEIA Survey in 2024.
Stay Interviews 1,4 Administrative Services - HR 2025 Establish program for City Manager and Assistant City Manager to meet/checkin with new hires (within 90 days of hire or promotion). Also implement service anniversary check-ins (one year, five years, etc...) with HR. This was started in 2023, paused due to staff capacity limitations and will be re-launched in 2025.
Update our AWAIR program including a plan for Safety
Training (non Fire, Police and PW staff)4a Administrative Services - HR 2025 Q1/Q2 This will be addressed in 2025.
Upgrade of Oracle Finance and HR software 1c Y Administrative Services -
HR/Finance ON HOLD The project is on hold due to implementation problems with the first city. We are meeting regularly with LOGIS and member cities to understand options and next steps.
Laserfiche Work Flows 1c Y Administrative Services - IT 2024 Developed an in-house Laserfiche workflow for Agenda Management to help with managing Council/Commission agendas, staff reports, and minutes. This new program will replace the current one, which has an annual support cost. Training will start in August of 2024.
We are also working on a Laserfiche workflow for HR PAF and hope to complete it by the end of 2024.
City Internal Wifi 1c & 3a T Administrative Services - IT 2024 Q3 Create an internal City SSID for staff to access internal resources without having to use VPN.
Update to Webex Cloud 1c & 3a y Administrative Services - IT 2024 Q4 We are migrating from on prem WebEx to WebEx in the cloud. This will give us greater features and more capabilities such as remote control.
LOGIS Security as a Service 1c & 3a Y Administrative Services - IT 2024
Q4/2025 The importance of security and the need to have an expert with all of the rapidly changing intrusions means that LOGIS would take on a more significant role.
IT & Secuirty Assessment-Loffler 1c & 3a Y Administrative Services - IT 2024-2025 Using the Loffler Assessment, IT has implemented Security Recommendations, a ticketing system, asset management, and Security as a Service.
Centralized Help Desk for IT/Richfield 1c Y Administrative Services - IT 2024-2025 Create a centralized help desk for the city staff. Tickets would be created, and all the departments would utilize the same system. This will create a more unified environment without duplication of tasks.
Continued expansion of M365 Services 1c & 3a Y Administrative Services - IT 2024-2025 The City's SharePoint setup has been completed, and each department has received training and support. With IT's assistance, every department is in the process of developing its own SharePoint site. We plan to introduce more tools and applications in M365.
IT Policy 1c Y Administrative Services - IT Ongoing We are currently developing an IT policy that will establish the necessary security and IT standards for our users, safeguarding functionality and data security. The first draft has been started, and the review process is scheduled to begin in 2024. This step is also a component of LOGIS Security as a Service.
Infastructure - Fiber Install 1c & 3a Y Administrative Services - IT Ongoing In 2024, three well houses will be connected to fiber for redundancy. Fiber will be extended along 66th Street to create redundancy from City Hall to the Public Works building and the Cedar Liquor Store. We are continuing to improve the fiber infrastructure for redundancy.
Cameras and Door Access 1c & 3a Y Administrative Services - IT Ongoing In 2024, we plan to integrate the door access and camera systems of the water plant and well houses into the city's main programs. Our ultimate goal is to continually expand the main system with additional cameras and door access from various buildings, making it more cost-effective.
Develop ( Implement a "Key Holder" position for each
liquor store 4b Y Administrative Services -
Liquor Operations 2024-2025 Work with H/R & Payroll to develop a "shift" pay plan for this "Intermittent" position. Implementation of this position will allow for each store to schedule and function more effectively with very minimal financial impact.
Develop Capital Replacement Schdule for Liquor
Operations-Building 3b Administrative Services -
Liquor Operations 2024-2025 Review and implement a replacement schedule of common building maintenance items including estimated costs. Roof, HVAC, Boiler, Cooler compressors, ETC…
Develop an "Apartment Navigator" program to expand
connections with apartment communities.2c, 5a Community Development 2024 Extended ARPA grant with Conflict Resolution Center. They continue to work on connecting with apartment managers and residents, hosting workshops and attending events.
2024 Policy Request: Short-term rental regulations 2c Community Development 2025 Draft rules to limit and/or prohibit short-term rentals
Zoning changes re: cannabis Community Development 2024 Work session July 2024. Rule-making documents from State expected late July. Anticipate ordinance in fall 2024, prior to end of moratorium (December 31, 2024).
Analyze multi-family (MR-2/MR-3) regulations 2b,c Community Development 2024-2025 This is a continuation of code update work to reflect Comprehensive Plan. June 2024: Received grant award of $35,000 to help fund this work. Work will begin fall 2024 and be completed in 2025. Intent is to to ensure supportive of "missing middle" type projects and elimate out-dated regulations.
Model the type of development and investment that
we want to see in the Community 2b, 2c,3c Community Development 2024-2025 The HRA approved the sale of two lots to buyers to construct duplexes through the Richfield Rediscovered Program in 2023. Both buyers continue to struggle with high construction costs and getting financing in place. Staff is exploring different options for facilitating those projects and also reaching out to other potential
builders/buyers. Staff continues to work with Woodlawn Terrace on bringing in new units, rehab of rental units is nearing completion, and utility work is scheduled to be completed in 2024.
Update housing work plan. 2c Community Development 2024-2025
Develop appropriate continuum of affordability, identify tools to address unmet needs and investment and preservation of NOAH rental housing. An evaluation of housing programs is underway and is expected to be completed in the first quarter of 2025. Staff reviewed potential uses for Local Affordable Housing Aid
(LAHA) with policymakeres in April 2024. Funds are programmed for the First-time Homebuyer Program in the 2024R/2025 Budgets. The first payment in the amount of $116,801.46 was received on July 25. Administration of the Apartment Remodeling Program shifted to the Center for Energy and Environment to expand in-
house staff capacity.
Award additional social service ARPA funds.
2c, 5a Community Development 2024-2025 $60,000 committed to "clutter house" clean-up grants in Spring 2024. Contract extensions granted to VEAP and Conflict Resolution Center. $95,000 remaining to be committed, and will be committed by the deadline of December 2024.
Zoning changes re: "Sacred Communities"Community Development Completed Adopted December 2023
2023 Policy Request: Parking minimums 2c Community Development Completed Revised standards adopted July 2024.
2023 Policy Request: Renter protections 2c Community Development Completed Memo provided to Council winter 2024.
2023 Policy Request: Investor owner research 2c Community Development Completed Memo provided to Council winter 2024.
Review process of bringing a development to
Council/residents. 1c Y Community Development Ongoing Foster a better understanding of "vested entitlements" granted in the zoning code, develop recommendations for developer's community engagement, and research other cities' approaches. Planning Commission training scheduled held in April 2023. 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.
Restart In-Person Events like Richfield Home Tour &
Realtor Workshop 2b Community Development Partially
Complete Home Tour was held on October 7, 2023. 350-400 people visited 6 remodeled homes. Realtor workshop was cancelled again in 2024 due to lack of capacity at the Minneapolis Association of Realtors. Will continue to explore whether or not this is an event that can come back in the future.
Develop a strategy for marketing downtown and
attracting new businesses. 2a, b Community Development 2024-2025
and beyond
Staff has compiled an inventory of downtown businesses and analyzed the types of uses and hours of business to identify existing gaps. Staff will apply for grant funding in Fall 2024 for a consultant to develop a downtown branding strategy. If the grant is received, branding work will be done in 2025. Branding will inform
initial implementation of downtown wayfinding and placemaking beyond 2025.
Develop plan to market HRA owned sites for
redevelopment 2b, c Community Development 2024-2025
and beyond
The marketing brochure for the Gateway site (1600-1710 78th St E) has been updated to reflect that the HRA now owns the entire 3.7 acre site. Staff meets with and stategically sends the marketing brochure and other site information to prospective developers. Information is being gathered on other HRA-owned sites to
develop a plan for how to market them for redevelopment.
2024-2025 City of Richfield Action Steps (Workplan)
Action step Priority/
Outcome
Process
Improve
ment?
Assigned to Status Notes
2024-2025 City of Richfield Action Steps (Workplan)
2023 Policy Request Adjacent: Short-term rentals tax
collection and identification 2c Community Development +
Exec/Finance
2023-2024.
CD -
complete
(check box
added)
Exec. Staff investigating how to collect tourism tax and collecting information on other community regulations. Began asking question on 2024 rental licensing renewal form. Sixty-five rentals reported being "short-term rentals." Inspectors verify answer as part of inspections process.
Create economic development plan within budget and
staffing constraints 2a,b Community Development/
EDA 2024-2025
Staff continues to build on the economic development work that commenced in 2023 with the hiring of the Economic Development Manager. Work to create an inventory of small businesses city-wide continues. Quarterly issues of the Richfield Business Bulletin e-newsletter have been developed and supplemented by
periodic bulletins with information about upcoming classes and events for small businesses. Staff is working on developing another small business assistance program with EDA funding to complement the SAC Assistance Program developed in late 2023. Work to supplement the City's website with information and resources
for developers and businesses is underway.
Implement electronic plan review and new city-wide
permitting system 1c Y
Community
Development/several other
depts
Completed ARPA funded. Fine-tuning continues, but system in place. In addition to efficiency gains, financial savings beginning to be realized.
Community survey (last completed in 2020)1c & 5a Executive 2024 Residents completed surveys April 26-June 7 and the results will be presented to City Council on September 10, 2024.
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.
Report progress on equity plan metrics to staff, council
and community annually 5a Executive 2025 Baseline data will be incorporated into the newly created equity plan. The city contracted with the Strategic Diversity Initiatives to create a citywide internal equity plan.
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 2023-2024 Draft of the manual to be available by the end of the year and all other items completed.
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 4a Executive/Admin Serv 2025 Will add some training opportunities in 2024 and continue to build the program in 2025.
Update and create HR processes/policies that align with
equity and inclusion goals. 5b Y Executive/Admin Serv 2024-2025 This work will began in 2024 and extend into 2025.
Maintain strategic plan dashboard to track
performance targets, and update the progress on the
strategic plan twice a year.
1a Executive/Admin Serv 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 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. 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 The legislature adjourned without passing a capital infrastructure ("bonding") bill earlier this year. Funding for Nicollett was included in the final bill drafts. Council and staff serve on regional legislative committees advocating for more flexibility on local cost shares for county and state transportation projects.
Create and launch a public equity and Inclusion
webpage.5a Executive/CAREs Team 2024 Will be launching in Q4
Create Equity Plan framework and support
departments in creating their specific equity workplans 5a Executive/CAREs Team 2024-2025 Strategic Diversity Initiatives has been hired to facilitate the creation of an Equity Plan. The first stage, a DEIA (Diversity, Equity, Inclusion and Access), climate survey and focus groups were run in August. The equity plan will be ready for implementation by Q1 2025.
Create equity tool kit and support departments in the
continued use of the tool kit. 5c Executive/CAREs Team 2025-2026 A draft Toolkit was created by the CAREs team prior to the hire of the Equity Coordinator. The Equity Toolkit is in the editing/research stage and will begin to be piloted in Q3/Q4 2025.
Improve 10 year financial plans. Research and present
options for additional revenues to council.1b & 3b Executive/Finance 2024-2025 Improved the long-term financial plan document, Key Financial Strategies, as part of the budget process. Support departments applying for and securing grants. Contracting with Ehlers to further improve long term financial planning in 2025.
Review and document methodology of allocating
administrative cost to all funds and departments 3b Finance 2024-2025 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.
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.
Implement Electronic Timecards 1c Y Finance/Admin Serv 2024-2025 Several departments are now entering their "timecard" directly into the payroll software, expect to automate the process for all departments in 2025. The change greatly reduces errors and staff time.
Organizational Development / Departmental Resiliancy 1a-c, 4a Y Fire 2024 Q3 Completed a Fire Department Strategic Plan, members created a template for the future of the RFD
Piloting Alternative Response Team with PD and Edina
Police and FIre 1c, 4b Y Fire 2024-2025 Worked with Hennepin County, RPD, Edina PD, and Edina Fire to create a new program for residents to benefit from getting a more appropriate resource for their issues instead of going to the Emergency Department.
Collaborating with area Fire Departments 1c, 4a-b,
5a-c Fire Ongoing Working with area departments to determine best ways to implement; Fire Cadet Program, EMS Delivery Strategy, and other current trends
Continue to use Everbridge as emergency notification
system and begin promoting dashboards with more
information on websites.
1a-
c,3,4,5a/b Y Public Safety 2022 Q1-
2025
Have used everbridge consistently for the Civil Unrest and some Covid-19. Dash board completed for COVID-19 communications. 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. Update: launched citizen connect in first quarter of 2024 and still working out some issues. Hope to be fully
completed in Q1 of 2025
Instituited 20 police reform measures that were passed
by the Legislature and the POST Board on mandated
policies. Anticipate additional reforms will be put into
place this year and 2025.
1,3,4,5 Public Safety 2023-2025 Worked internally to complete and process new reform measures through development, training, and education, and implementation of equipment. Worked through and completed updated POST Board Mandates, ERPO, and working on other legislative mandates for 2023 and 2024. Anticipate further police reform
changes during the 2025 legislative session.
Emergency Management/Response for continued
support of COVID, addition training, preparation for
man-made and natural disaters. Outreach to
underserved communities. We will be looking at using
the remainder of the ARPA money to replace an
existing Communications Van that is close to 30 years
old and needs replacement.
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. We will be looking at using the money to replace an aging communications van.
Maintain 1,700 hours of Community Oriented Policing
despite staff shortages.
1,3a-
c,4,5a/b Public Safety 2023-2026 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. The opioid settlement money will be planned and spent over the next 18 years.
Continue robust recruitment to fill vacancies due to
tight labor market and maintain diversity.1a,4,5a-c Public Safety 2024-2025 Have maintained 20 percent female sworn staff. This percent is above the national average for law enforcement agencies. RPD is also over 23 percent officers of color. CSO program is an important pipeline for new officers. Additional CSO hired 2023 (Completed) we are currently down 4 positions and looking to backfill
them through additional grants and hiring processes in Q1 of 2025
Strengthen community partnerships through the JCPP
and other programs, including hosting outreach events.
1c ,3a, 4,
5a-c Public Safety 2024-2025 Partnering with 30 civic organizations and host 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. Added Drivers License for
all training and completed 2 classes. Working on additional programming for 2025
Support Services will continually evaluate properties
and perform inspections to make ensure properties are
well maintained and in compliance with the code. Also
regularly review and update relevant code in Support
Services.
1,3a-c,4,5 Public Safety 2024-2025 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 have been or need to be changed following legislative action on adult-use cannabis: Implemented policies on low-dose cannabis
products, passed an adult-use cannibis ordinance on smoking, eliminated favored tobacco and limited future tobacco licenses with an ordinance. Working on dispensary zoning and business registration process.
Add social worker to work on an Alternative Response
Team pilot program with Edina.
1a-c 3,4,
5a-c Public Safety 2024-2025 The Public Safety Department has one embedded social worker and one dedicated to the Alternative Response Team (ART). Launched the ART pilot program in June of 2024 with the City of Edina. We have had alot of early successes and are currently collecting data.
Continue to engage with community via social media
and train/assign staff to manage. 1,4,5 Public Safety 2024-2025 While this will be mostly ongoing we expect to plan for large strides in the next few years. We have increased our facebook followers to 8,400 and our Twitter numbers have increased to 3,200. Transitioned to Tyler Technology. Launched Citizen Connect earlier this year which gives the community the ability to sign up to
receive Crime Alerts.
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. Hope to have
program implemented in 2025
Support Services, property maintenance, etc 1,3,5 Public Safety 2024-2026 Continue to work on updating ordinances as they relate to property maintenance and vacant homes and update processes.
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.
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 assessments for schools
and businesses.
1,3,4, 5a/c Public Safety 2025-2026 We have worked this last year with Richfield Towers and Seasons Park on building maintenance and security issues along with Landlord Tenant concerns. Based on the number of "Active Shooter" incidents occurring around the country, increased requests for onsite security assessments. Working with schools and
businesses on safety protocols for critical incidents.
Organizational and Staffing Study with the Axtell Group 1, 3, 4, 5 Public Safety Completed 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. (Completed in April 2024)
Action step Priority/
Outcome
Process
Improve
ment?
Assigned to Status Notes
2024-2025 City of Richfield Action Steps (Workplan)
Assist Building Managers with data based analysis to
assist in helping them 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.
Improve our ability to communicate with our
customers (e.g. remove language barriers).1, 3, 5 Public Safety/Fire 2024-2025 We continue with Spanish language training, PS also hired 3 additional employees who are bi-lingual. More are to be hired in Q4 2024 and 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.
Successfully complete the city-wide water meter
replacement program by the end of 2023.3a Public Works 2024 Less than 350 meters left to replace. Anticipated completion by December 2024.
The City needs a new Public Works storage facility.1c, 3a Public Works 2025 In 2023, staff began working with a consultant to assess the old Motel 6 remnant site. The Motel 6 site preliminary work was put on hold for discussions with MnDOT regarding a lands swap of land that would be ideal for the site north of the Diagonal Ave off-ramp from Hwy 77. If either site proves feasible, the 2024 goal
will be to identify funding and complete design and public engagement for construction in 2025.
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 2025 Q2 Richfield staff is actively participating in MCES’s task force for the development of policies and programs relating to FOG. Staff is underway with preparing the requisite ordinance and language for adoption of these policies by City Council into municipal code.
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.
Successfully complete the 65th Street Reconstruction 2a, 3a Public Works Completed
Reducing residential speed limits 5c Public Works Completed Implementation is complete for residential roadways (Excpetion: 77th/76th). Hennepin County roads will require further discussion and action.
Conduct a utility rate affordability analysis 2c, 5c Public Works Completed Final report distributed to City Council Q1 2023.
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 Ongoing Completing public engagement in spring 2023 and developing final plan through 2023/early 2024. Adopted by City Council in January 2024 and $40,000 annual (accruing) is set aside for implementation using Franchise Fees.
Collaborate with state officials to examine the
equitability of regional cost share policies 2c, 3b Public works Ongoing Highlighting the issues with Metro Cities and collegues has been successful in getting movement on the topic. In 2024, staff met with Hennepin County staff as a courtesy to discuss the issue and need to follow up with a meeting with Commissioner Goettel. May consider action this legislative session to have legislation
drafted and identify champions at the Capitol, although in 2023 some legislation was introduced (not by Richfield).
Utilize "Richwater" campaign to promote high quality
of Richfield water and the "one water" ethos.3a, 3c Public Works Ongoing Campaign/branding strategy developed and soft rollout began summer 2022. Will continue to promote branding where applicable including CCR report, water treatment plant tours, City hosted events, and utilities direct mailings. A sub-theme was developed in 2024 called ‘Trust the Tap’ which focuses on sending the
message that tap water is carefully monitored and of the highest standard for residential and commercial consumption/use.
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.
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 after pool close in August 2024
Develop a timeline and complete funding plan for a
new $26M nature center and park improvements.
1b, 3a,b,
5a,c Recreation Services 2023-2024 Develop project timeline and transition plan, detailed budget. Working on arcitectual plans. Have selected Construction Manager at Risk and exhibit company to work with.
Explore additional recreation funding sources 1b Recreation Services 2023-2025 Researched park dedication fees. Implementing educational plan for local option sales tax to be on the ballot in November of 2024. Exploring grant options
Create CAP education and communications plan 3c Recreation Services 2023-2025 Council prioritized CAP goal - Contracted with consultant to assist with development of communiciations plan and sustainability sub branding.
Implement recommendations from the municipal
building energy audits.3b,c.Recreation Services 2023-2025 Council prioritized CAP goal - Making lighting improvements at city hall based on energy audit recomendations.
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 - Contracted with consultant to performe vehicle assessment.
Expansion of skate park at Augsburg Park 5a,c Recreation Services Completed Construction took place July 2024, Opening Celebration August 10, 2024
Establish project partners for the Wood Lake Nature
Center Building Project 3a,b Recreation Services Completed 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 Completed 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.
Expand programming at the Richfield Farmer's Market
to include more aspects of Veterans Park 1c Recreation Services Ongoing 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.
Oversee a municipal building energy audit and
implement needed energy improvements that are
within our capacity.
3b,c Recreation Services Ongoing Part of the Climate Action Plan and funded through ARPA funds.
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. Parks Master Plan process slated for 2026
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 Ongoing Includes informal and formal opportunities. WLNC classes, Farmer's Market tabling, Eco-fair, work with Sustainbility Commission, outreach regarding CAP, etc. Contracted with consultant to assist with development of communiciations plan and sustainability sub branding.
Implement innovative hiring solutions to maintain a full
part-time and seasonal staffing team 4b Recreation Services Ongoing 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 2024-2025 Initial list was created in 2022, condition assessment has been difficult to find time to complete. Staff will need to discuss hiring a consultant to complete the assessment in 2024/2025 as workload has prevented progress on this item. Outcomes will foster future discussion and potential facility policies.
2025 BUDGET PREVIEW
Timetable and key events
14 Aug.
Work session: 2025 budget preview, KFS, utility rates & city fees, 2025 CIB/2026-2029 CIP
Tonight
2024 Revised and 2025 Proposed Budget presentation with Directors
10 Sep.
Adopt preliminary tax levy
26 Nov.
Truth in Taxation meeting
10 Dec.
Certify final levy, adopt Budget & CIB/CIP
Budget Update
•Labor force participation remains below pre-
pandemic levels.
•Cost of living increase at 3%, average step
increases per the revised compensation plan,
market adjustments for negotiated contracts-
large increases for police officers due to tight
market.
•Personnel is approximately 71%of GF.
•Debt issues planned for late 2024 and 2025
funded with local sales tax if referendum passes.
•Continued inflationary pressure expected to
persist into 2025.
•2025 LGA remains almost flat increasing by $18,000
only, 2024 had a significant increase of $1.35M.
•2025 Fiscal Disparity Aid reflects sizeable increase of
$975,000.
•Licenses and permits revenue showing
improvement ~ 38K increase compared to 2024.
•Rolling stock/equip/tech levy at $1,528,800 -
increased by 26.5% (to provide funding for
increased costs/upgrades for rolling stock and
technology).
•EDA levy at $623,343 -increased by 4.0%.
•Proposed levy increase is 5.36%.
Budget Update, cont.
General Fund Revenues
2024A 2024R 2025P
Taxes 22,220,051 22,220,051 23,394,851
Licenses and Permits 1,140,000 1,005,550 1,177,750
Intergovernmental 4,885,289 5,467,524 5,294,208
Charges for services 2,016,720 1,652,240 1,766,800
Fines and forfeitures 200,000 200,000 200,000
Miscellaneous 77,060 135,750 58,750
Transfers 360,090 506,090 838,490
30,899,210 31,187,205 32,730,849
2025 (2024) Proposed Budget
General Fund Revenues
Taxes
71% (72%)
Intergov’l Revenue
16% (16%)
Charges for Service
5% (6%)
License/Permits
4% (4%)
Fines/Forfeits 1% (1%)
Misc./Trans
3% (1%)
2025 Proposed Preliminary Levy
2025 Proposed Levy is $29,882,318
–Increase of 5.36%over the 2024 Levy
$23,628,800GeneralFundLevy
Equipment Levy
EDA Levy
Base Levy Total
Debt Service Levy
Total 2025 Levy
$ 1,528,800
$623,343
$ 25,780,943
$ 4,101,375
$29,882,318 (5.36%)
2025 Proposed Levy
Impact on the Average Home
2024
•$317,000 average home
•City Tax $1,657
2025 Proposed
•$319,000 average home
•City Tax $1,776
Certified Tax Levy History
Average increase of 5.57%
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
$21,000,000
$24,000,000
$27,000,000
2020 2021 2022 2023 2024P 2025P
2025P:
5.36%
History of State Aid
Certified Change 2013 - $1,218,346 $02014 - $1,937,907 $719,5612015 - $2,053,363 $115,4562016 - $2,084,057 $ 30,6942017 - $2,094,443 $ 10,3862018 - $2,229,280 $137,8372019 - $2,235,643 $ 6,3632020 - $2,366,046 $130,4032021 - $2,001,680 $(364,366)2022 - $2,010,927 $ 9,2472023 - $2,038,711 $ 27,7842024 - $3,392,552 $1,353,8112025 - $3,410,633 $18,081
General Fund Expenditures
2024A 2024R 2025P
Legislative/Executive 1,265,380 1,224,207 1,314,929
Administrative 1,263,950 1,298,424 1,304,174
Finance 912,618 1,398,838 678,020
Public Safety 11,817,265 11,743,663 12,799,639
Fire 5,552,889 5,744,315 6,188,977
Community Development 1,849,550 1,810,320 1,865,120
Public Works 5,182,120 5,219,890 5,253,150
Recreational Services 2,326,037 2,325,548 2,474,590
Transfer Out 330,000 330,000 352,250
Special Projects (Comp Study)307,401 - -
40% Fund Balance Reserve 92,000 92,000 500,000
30,899,210 31,187,205 32,730,849
2025 (2024) Proposed Budget
General Fund Expenditures
Public Safety
39% (38%)
16% (17%)
Public Works 6% (6%)
Comm. Devel.
4% (3%)
Admin. Service4% (4%)
Leg/Exc.
Recreation
8% (7%)
Fire
18% (19%)
Transfers
1% (1%)
2% (3%)
Finance
Fund Balance
1%
2025 Proposed
General Fund
Budget
The 2025 proposed General Fund Budget of $32,730,849 is a:
•5.93% increase from the 2024 adopted budget.
•4.95% increase from the 2024 revised budget.
Staffing Update
•We are proposing 7.5 FTE additions in the 2024 Revised and 2025 Proposed Budgets
•Increasing the Administrative Assistant position to full-time in Fire and increasing Administrative Assistant position to work in Executive 50% and 50% in City Clerk Division (Net addition to GF is 1 FTE in 2024).
•Increased 1 full-time Accounting Technician (2024 Revised).
•Adding 1 full-time firefighter (2025).
•Adding 2 full-time police officers (2024 and 2025).
•Adding 1 full-time temporary engineer position to assist with projects for next 3 years(2025).
•Added 1 full-time Solid Waste Coordinator to be paid 100% with SCORE funding (2024).
•Increased part-time position to full-time Recreation Coordinator (2024).
Net General Fund impact is 5 additional FTEs.
General Fund Expenditure History
Actual column for 2024 expenditure reports 2024 revised expenses.
Finance
Finance
Department overview
•General Fund Divisions
•Finance
•Assessing
•Finance Team
•Finance Director
•Assistant Finance Director
•One Accountant
•One Payroll Accountant
•Three Accounting Technicians
•Two Utility Billing Technicians
2024R/2025 Budget
Finance Department
2024 Highlights
Finance
•Maintain all financial records of the City, HRA and EDA
•Continued unqualified audit opinion.
•Reaffirmation of City’s AA+ bond rating
Assessing
•Major cost has been assessing contract with the County
•Beginning 2025 Hennepin County to perform assessment services at no cost to the City.
•$416,000 decrease for 2025.
•Responsible for special assessment processing
2025
Initiatives
or Goals
•Continue to develop long-term financial plans to implement actions identified in strategic plan.
•Review and update technology tools, business processes and workflows.
•Support, stabilize and strengthen the staff.
Community Development
Community Development
Department overview
Community Development is a team of 20 employees: 16 FT/5 PT
•8 FTEs are funded > 60% by the HRA/EDA/HUD
Three divisions funded by City Budget:
•CD Administration
•Planning & Zoning
•Inspections
Turnover again, but less.
•Two retirements
•One new hire
2024R/2025 Budget
•2024 Revised Budget decreases by 2% due to reevaluation of costs and permit software savings
•2025 increase only 1% overall
•$35,000 grant revenue in 2024R
•Inspection revenues adjusted downward for 2024R based on first half; predicting rebound in 2025
Budget Notes
•Regulatory side of CD work primarily core services. Most discretionary projects/programs funded by HRA and EDA.
•Almost all budget expenses (90+%) are salaries, benefits, equipment, and non-discretionary costs.
•Efficiencies and cost savings through permitting improvements
•Electrical Inspections moving to State of MN
•Development activity slower, legislative work increased.
•Large projects slowed; falling interest rates should increase 2025 activity
•State and local policy changes increase ordinance workload
2024 Highlights
Inspections Division
•Fully staffed most of the year
•2 Inspectors received additional licensures/certificates
•Implementation of new permitting/plan review software (ARPA funds)
•On track to do approximately 13,000 inspections in 2024
•Permit clean up and catch up
•Cross-training
Planning & Zoning
•Both Planners passed AICP exam, working on final steps for full accreditation
•Promotion of Assistant Planner Planner I
•Ordinance amendments – Parking, cannabis
•Land use applications/inquiries – Partnership Academy, HUB, Woodlake Center
•LCA Grant Award for ordinance work in 2024-2025
2025 Initiatives
and Goals
More of the same!
•Professional Development
•Cross training / future-proofing department
•CitizenServe / modernization
•Fully on track with rental inspections
•Land use regulations: short-term rentals, MR-2/MR-3, Downtown
•Ramping up for 2050 Comprehensive Plan
Future
considerations
and needs
•Macro-economic impacts on future redevelopment
•HRA/EDA financial support of CD staff costs will decline after 2025, but looking better than previous forecasts
•New staff still learning ins/outs
•Importance of retention
•Succession planning, leadership training.
Fire
Richfield Fire
Department overview
Fire Chief
Dobesh
Assistant Chief
Wood
Risk Reduction
A Shift
Cpt. Crofford
Lt. Wienholz
FF Kaczmarczyk
FF Swiggum
FF Faint
FF Mueller
FF Conrads
FF Rodriguez
B Shift
Cpt. Haider
Lt. O’Connell
FF Odendahl
FF Chapeau
FF Keis
FF Wolf
FF Bohlsen
FF Baird
C Shift
INT. Cpt. Halaska
INT. Lt. Brown
FF Butler
FF Kinsella
FF Rehberger
FF Krieter
FF Schneider
FF Martin
FF Olson
Assistant Chief
Ziskovsky
Training / Safety
Admin Assistant
Wynn
New Hires
Promotions
Deployed
2024/2025 Fire Budget
2024 Highlights
New Record: 4,989 calls for service
Staffing:
•Two on Deployment (Cpt. Ewald and FF Garcia)
•Promoted: One Assistant Chief, One Lieutenant
•Hired: Three Firefighters (+1 and Admin to FT)
•Paid Parental Leave 8x (last 12 months)
BIG Deals
SOP/SOGs (including Expectations)
Department Strategic Plan
•Complete Promotional Exams for Cpt. and Lt.
•Receive new Engine (Q4)
2025 Initiatives and
Goals
1497
2602 2809 3768 4451
6072
8034
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
1980 1990 2000 2010 2020 2030 2040
Calls for Service
448
Future considerations & needs
•Continue to implement departmental Community Risk Reduction activities community-wide•Conduct an Officer Test w/ Civil Service•Continue to develop staff within and beyond Richfield•Secure funding for a Fire Cadet/Apprentice program
Administrative Services
Administrative
Services
•Administration (1 FT employees)
•City Clerk (1 FT employee, 1 PT employee)
•Communications (1 FT employee, 1 PT employee, 1 intermittent)
•Deputy Registrar (5 FT employees, 4 PT employees, 2 intermittent employees)
•Human Resources (3 FT employees)
•Information Technology (5 FT employees)
•Liquor Operations (5 FT employees, 8 PT employees, ~50 intermittent employees)
•Building Services (3 FT employees, 1PT employee)
Total: 24 FT employees / 14 PT employees / 50+ Intermittent employees
Administrative
Services
General Fund: Administration, Human
Resources, Deputy Registrar, City Clerk
Special Revenue Funds: Cable TV,
Elections, Liquor Operations
Internal Service Funds: Self-Insurance and
General Insurance, Building Services, IT
Enterprise Fund: Liquor Operations
2024R/2025 Administrative Services
2024R/2025 Administrative Services
Internal Service Funds
2023
Actual
2024
Budget
2024
Revised
2025
Budget
Increase/2024
Budget/2025
Budget
Expenditures
62000 Information Technology 1,467,133 1,805,012 1,811,310 1,780,200 -1.37%
64000 Property Liability 1,699,904 1,368,607 1,432,750 1,245,340 -9.01%
67000 Building Services 1,056,162 1,044,138 1,029,760 1,077,470 3.19%
Revenues
62000 Information Technology 1,435,569 1,630,140 1,629,550 1,780,270 9.21%
64000 Property Liability 1,231,043 1,054,930 1,066,930 1,089,220 3.25%
67000 Building Services 1,046,327 1,052,550 1,052,550 1,083,800 2.97%
2024R/2025 Administrative Services
Enterprise Funds
2023
Actual
2024
Budget
2024
Revised
2025
Budget
Increase/2024
Budget/2025
Budget
Expenditures
20004 Cable TV 565,439 416,838 406,520 422,220 1.29%
20005 Elections 258,251 185,173 171,340 224,050 20.99%
Revenues
20004 Cable TV 370,220 280,000 261,000 240,000 -14.29%
20005 Elections 498,088 258,000 215,000 279,700 8.41%
Budget Notes
City Clerk
•Addition of a shared administrative assistant position (50/50) split with Executive.
Human Resources (HR)
•Increase in Property and Liability Insurance Premium of $428,416 to $486,012.
•Increase in health insurance of 12.9% for 2025 which will be split between city and employee.
•Bringing on additional support due to a maternity leave.
Human Resources
Highlights
•Negotiated three of five labor agreements. The final two to be completed before the end of 2024.
•Continued to work on the City’s recruitment process and onboarding experience for new employees including revising new hire orientation to be more engaging, simplifying processes for efficiency, shifting responsibility of certain steps for better collaboration with hiring managers.
•Transitioned responsibility of Benefits Administration to HR.
•Provided support to Finance to stabilize payroll.
•Implemented a Compensation and Classification system to create more equitable alignment in job classes and market pay across the City.
Initiatives & Goals
•Conduct an employee engagement survey,
as we have every two years.
•Implement a more streamlined process for
processing Personnel Action Forms.
•Explore alternatives to our current Workers
Compensation Insurance arrangement.
•Create a formalized employee training
program in coordination with other City
leaders.
•Update our AWAIR program including
creating a safety training program for all City
staff.
•Complete an analysis of the upcoming MN
Paid Family Leave program in coordination
with our current leave benefits.
City Clerk
Highlights:
•Implementing new agenda
management system.
•Along with the Hennepin County
Elections Department, administered a
successful election process for three
elections: presidential primary,
primary election, and general election
(complete in Fall).
•Hired new City Clerk.
•Maintained an accurate record of all
City Council, HRA, and EDA Minutes,
Ordinances, Resolutions, and Legal
Notices.
Initiatives & Goals:
•Implement the new agenda
management system.
•Develop data management
system city-wide.
•Continue to produce and
maintain accurate City records,
resolutions, ordinances and
legal notices. Maximize
efficiency and data
management procedures.
•Continue involvement with the
Municipal Clerks and Finance
Officers Association of
Minnesota (MCFOA) for
professional development.
Deputy Registrar
Highlights:
•Dealerships-able to bring back loss revenue.
•Minimal fee increases
•Multilingual Staff
•Stabilized Staffing
Initiatives & Goals:•Provide excellent core services across alldepartments and continue to monitor forimprovements, efficiencies and cost savings.
•Continue to recruit, retain and develop a diverse,committed, high performing staff.
•Continue to work with legislators regardingfinancial sustainability for deputy registrars.
Building Services
Highlights
•Continue the conversions to LED lighting at the Municipal
Center.
•Replace three underground oil separators at the Public
Works Building.
•Replaced two heat pumps at the Public Works Building.
Building Services
•Develop Capital Replacement Plan for City Hall and other
municipal buildings.
•Replace and upgrade interior cameras at the Municipal
Center
•Replace the Uninterruptable Power Supply (UPS) at the
Municipal Center
•Finish LED lighting conversion
IT Highlights:
•IT has implemented a new ticketing systemfollowing the recommendations from the ITassessment.
•Developed a plan to assist each department increating a SharePoint site.
•Created an in-house Laserfiche workflow to replacethe existing Agenda Management program.
•Installed fiber to three well houses and redundantconnections to the Public Works building and CedarLiquor Store.
•Start improving IT policies and partnering withLOGIS for Security as a Service (SaaS).
Initiatives & Goals:
•Meet with all City departments to determinetechnology needs and discuss budget.
•Continue evaluating the addition of cameras anddoor access from other city buildings.
•Develop applications to increase the use ofLaserfiche technology, enhancing efficiency withworkflows, automation, and electronicprocessing.
•Continue using LOGIS’s Security as a Service toimprove and strengthen the IT Security policies,emergency plans, standards, procedures,guidelines, and vulnerability management.
Communications
Highlights:•Led, or assisted with, public information campaigns related to:
Local Sales Tax
Richfield Drives 25
National Community Survey
RichWater/Trust the Tap
•Delivered over 200 e-bulletins across topic areas, to more than 22,000subscribers (+14% over 2023). Maintained average engagement rate of77%.
•Re-established the Employee Engagement Committee to work on internalcommunications, recognition and engagement efforts.
Initiatives & Goals:
•Develop a three-year strategic communications plan for the division.
•Prepare and issue RFP to select new website provider. Successfullymigrate relevant content and conduct staff training on new contentmanagement system.
•Manage declining revenues and seek long-term funding solutions.
•Expand the city’s ability to reach non-English speaking residents.
Municipal Liquor Stores
Liquor
Operations
Department overview
Employee Totals:
•5 Full-time employees: 1 operations manager, 4 store managers
•8 Permanent Part-time: 2 Shift lead supervisors per store
•Approximately 50 intermittent
•Fully staffed since April 2024
2024R/2025 Liquor Budget
Note:
These
numbers
include
transfers
out.
Revenues Total:$14,035,476 $14,729,205 $13,491,220 $13,624,951 (7.50%)
Budget
Notes
•Personal Expenses are appropriately applied per store as used.
•Generational consumption trends are changing.
•Lyndale rebound slower than expected.
•Allocated transfer amounts may be unsustainable.
2024
Highlights
•3.4% of total sales YTD are from the MN Legal/cannabis category.
•Monthly Liquor Manager Meetings have been implemented.
•Electronic invoicing between Liquor & Finance has been achieved.
•Richfield Foundation: Toast to Richfield 10th anniversary (May).
Generated roughly $10k worth of sales orders.
2024 Round Up
Campaigns
Richfield Recreational Scholarship: $1,282.75
Whiskey for Wildlife: $1,620.00
4th Quarter Campaign $ ??
Total customer donations: $2,902.75
Data as of 07/31/2024
2025 Initiatives
and Goals
•Develop a Capitol improvement plan
Forecast future maintenance and repair.
•Eliminate paper timecards
Implement the employee time-clock on our Point-of-Sale system.
•Utilize and enhance our buying power
Collaborate with store purchasers to eliminate product redundancy.
Future considerations and needs
Aging Equipment:
AC, sidewalks at Cedar store
Public Works
Public Works
Department overview
Staff:
•54 FT staff
•11 seasonal staff in summer 2024
Divisions:
•Administration
•Engineering
•Street Maintenance/Forestry
•Park Maintenance
•Water Utility
•Waste Water Utility
•Stormwater Utility
•Central Garage
Public Works - Core Services
•Water treatment and distribution
•Snow plowing
•Forestry services
•Park and ballfield maintenance
•Street sweeping
•Sanitary waste disposal
•Stormwater management
•Infrastructure preservation, permitting, and capital projects
•Median maintenance
•Sidewalk, trails, cycle track maintenance and snow removal
•Special projects
$25,684,883 Million Budget (2025 Proposed)
$5,253,150 General Fund
2024R/2025 PW General Fund Budget
2024R/2025 PW Enterprise Fund
WATER AND WASTEWATER UTILITIES
STORMWATER UTILITY
2024R/2025 PW Internal Fund Budget
CENTRAL GARAGE
Budget Notes
•Increasing Personnel Services (COLA, Comp & Class, & 2024-2025 Union Contract)
•Inflationary pressures continued to drive increases in material, chemical & equipment acquisition across the department
•Rainy spring and summer could impact utility revenue for 2024
•Streetlight revenues and expenditures moved from Streets division to new Street Light User Fee Special Revenue Fund
•Vehicle and fleet availability and long lead times on purchases
2024 PW
Highlights
•Implemented residential speed limit reduction and “Richfield Drives 25” campaign
•Concluded the EAB Tree Removal Assistance Program (ARPA) and awarded new USFS EAB grant funds ($500,000)
•Continued to represent Richfield’s interests related to construction of I-494 Project 1 & development of Project 2
•Completed 71st St sidewalk and 66th St/Richfield Parkway ADA projects
•Initiated a Cybersecurity Risk Assessment for the Water Treatment Plant
2024 PW Highlights, cont.
•Concluded Nicollet Ave Reconstruction Project public engagement w/ Hennepin County and approved preliminary design
•Completed the Water Meter Replacement project and began design of Emergency Water Interconnect project
•Completed basketball hoop upgrades at various parks
•Completed sanitary sewer lift station assessment and continued storm sewer structure and manhole condition assessments
•Completed Stormwater Pond Prioritization Plan
•Maintained the City’s vehicle/equipment fleet and purchased 6 SUV squads for Public Safety
•Evolution of “Trust the Tap” messaging as part of the Richwater campaign
•Identified a location and funding sources for a future PW storage site
2025 PW Initiatives
and Goals
•Advocate for equitable cost-share legislation
•Construct 73rd St and 70th St trail projects
•Complete final design of Nicollet Reconstruction and begin public engagement for Penn Ave Reconstruction
•Continue to represent Richfield’s interests related to I-494 Projects 1 & 2
•Begin a pavement markings inventory program
•Complete Water Treatment Plant cyber security assessment
•Complete construction of PW Storage Site
Future considerations and needs
•Identify sustainable funding solutions for City’s aging infrastructure.
•Limit use of utility bonds for street reconstruction projects.
•Identify and pursue external funding source(s) for Nicollet Ave and Penn Ave Reconstruction projects
•Fund necessary utility improvements while maintaining utility affordability for users
•Reassess approach to Fleet in response to limited availability and current approval process. Need to assess, timelines, leasing options, and EV opportunities.
Recreation Services: General Fund
Recreation Services: General Fund Divisions
ADMINISTRATION
2.4 Full-Time
•Department administration
•Sustainability & Solid Waste
RECREATION PROGRAMS
6 Full-Time, 2 Part-Time, 30+ Seasonals & Intermittents
•Youth, adult, & senior programs
•Picnic shelters, athletic facilities, Community Center
•Farmers MarketWOOD LAKE NATURE CENTER
5 Full-Time, 8 Seasonals & Intermittents, 1 Intern
•Environmental education
•Youth camps, weekend programs, and
special events
•Building, amphitheater, and picnic shelter rental
NEW & PROMOTED STAFF
2024/2025 Recreation Services
General Fund Budget
2024 Highlights
ADMINISTRATION
•Fully-staffed, including seasonals
•New Recreation Fee Assistance program
•Local Option Sales Tax referendum in November
•New play equipment at Fairwood Park
•Augsburg Skate Park expansion
RECREATION PROGRAMS/ATHLETICS
•Expansion of Farmers Market and programming
•Park buildings available to rent
•New full-time Recreation Coordinator
WOOD LAKE NATURE CENTER
•Engagement for new building
•Robust programming participation
•Friends of Wood Lake micro-fundraisers
Budget Notes
ADMINISTRATION
•1% increase in 2024 expenditures: brochure costs and credit card fees
•3% increase in 2025 expenditures: personnel step increases
RECREATION PROGRAMS/ATHLETICS
•1.4% decrease in 2024 expenditures: personnel transitions
•6% increase in 2025 expenditures: personnel and data processing
•15.5% increase in 2024 revenue: expanded programming
•8% increase in 2025 revenue: expanded programming
WOOD LAKE NATURE CENTER
•1.5% increase in 2024 expenditures: personnel
•9.5% increase in 2025 expenditures: personnel and data processing
•5.3% increase in 2024 revenue: expanded programming and events
•15.7% decrease in 2025 revenue: building demolition/construction
2025 Initiatives and Goals
ADMINISTRATION
•Secure funding and develop design for Donaldson Park
reinvestments.
•Timelines and implementation plans for sales tax initiatives.
•Collaborate with Public Works to assess recreation facilities.
RECREATION PROGRAMS
•Expand breadth of program offerings.
•Grow program participation.
•Outreach to underserved populations.
•Promote fee assistance program.
•Grow playground program to two sites per week .
•Offer additional affordable community programming.
WOOD LAKE NATURE CENTER
•Transition plan for Wood Lake building project.
•Wood Lake programming across Richfield.
•Grow Friends of Wood Lake fundraising.
•Nurture partnerships with community groups and organizations.
Recreation Services:
Special Revenue Funds
Recreation Services:
Enterprise Funds
ICE ARENA
4 Full-Time, 30+ Seasonals & Intermittents
•Ice and facility rental
•Drop-in activities
•Support for all Veterans Park facilities
OUTDOOR POOL
90+ Seasonals & Intermittents
•Daily swimming and concession sales: June-August
•Lane rental and special eventsSPECIAL FACILITIES
No budgeted staff
•Wheel Fun Mini-Golf and Malt Shop (facility lease)
•Veterans Park Picnic Pavilion
•Honoring All Veterans Memorial
•Richfield Community Band Shell
2024/2025 Recreation Services
Enterprise Funds Budget
2021 2022 2023 2024 2024 2025
EXPENSES ACTUAL ACTUAL ACTUAL ADOPTED REVISED PROPOSED
ICE ARENA $1,398,095 $1,199,067 $ 1,260,201 $ 1,344,183 $ 1,328,670 $ 1,379,050
OUTDOOR POOL $ 469,176 $ 582,544 $ 571,161 $ 583,830 $ 584,230 $ 643,850
SPECIAL FACILITIES $ 47,894 $ 42,586 $ 50,495 $ 63,005 $ 75,620 $ 67,690
TOTAL EXPENDITURES $ 1,915,165 $ 1,824,197 $ 1,881,857 $ 1,991,018 $ 1,988,520 $ 2,090,590
-0.1%5.0%
2021 2022 2023 2024 2024 2025
REVENUE ACTUAL ACTUAL ACTUAL ADOPTED REVISED PROPOSED
ICE ARENA $1,225,754 $1,524,944 $ 1,708,710 $ 1,722,600 $ 1,774,500 $ 1,982,900
OUTDOOR POOL $ 823,540 $ 908,419 $ 947,662 $ 613,000 $ 683,300 $ 671,050
SPECIAL FACILITIES $ 57,359 $ 57,981 $ 54,280 $ 59,150 $ 59,150 $ 67,510
TOTAL EXPENDITURES $ 2,106,653 $ 2,491,344 $ 2,710,652 $ 2,234,750 $ 2,516,950 $ 2,721,460
12.6%21.8%
2024 Highlights
ICE ARENA
- Fortis Academy lease of training space- Third year of Little Spartan Hockey- Ice Time RFP
OUTDOOR POOL
- No major mechanical issues- Fully-staffed (74 employees)- Hosted Poolapalooza with cardboard boat races- Hosted June swim meet with over 1,000 swimmers-New Splash Pad and Sign
SPECIAL FACILITIES
-Hosted Farmers Market and Holiday Market-Increased usage of the band shell
Budget Notes
ICE ARENA
•1.2% decrease in 2024 expenditures
•2.6% increase in 2025 expenditures: data processing and repairs
•3.0% increase in 2024 revenue: higher rates and new ice lease
•15.1% increase in 2025 revenue: higher rates and new ice lease
OUTDOOR POOL
•0% increase in 2024 expenditures
•10.3% increase in 2025 expenditures: personnel for splash pad
•4.1% increase in 2024 expenditures: daily and season pass sales
•9.5% increase in 2025 revenue: daily and season pass sales
SPECIAL FACILITIES
•20% increase in 2024 expenditures: repairs and sales tax
•7.4% increase in 2025 expenditures: repairs
•0% increase in 2024 revenue
•14.1% increase in 2025 revenue: revamped shelter rental fees
2025 Initiatives and Goals
ICE ARENA
•Plan for replacing flooring in rinks and updating exterior
•Add in more programming: special skate days
•New game contracts with schools.
OUTDOOR POOL
•Expand zero-depth pool open days (Memorial and Labor Day)
•Complete and open splash pad
•New programming for sensory-sensitive children
•Plan for renovation of main pool container
SPECIAL FACILITIES
•Repair and stain siding on mini-golf building
•Apply for grant funding to expand shelter platform
•Add a bike station to the pavilion
•Add a shade structure to the band shell
Recreation Services: Sustainability
Recreation Services:
Sustainability Funds
•The Sustainability budget
includes 3 funds:
o Sustainability
o Recycling
o Organic
•60% of the Sustainability
Coordinator position
•100% of the Solid Waste
Specialist position
NEW & PROMOTED STAFF
2024R/2025 Rec Services - Sustainability
2023 2024 2024 2025
ACTUAL ADOPTED REVISED PROPOSED
STARTING BALANCE $ 156,619 $ 215,240 $ 234,434 $ 310,745
SOURCES
County Grant $ 135,409 $ 130,000 $ 155,530 $ 140,000
Multi-Family Grant --$ 5,800 ----
Special Assessment $ 73,604 $ 128,467 $ 198,751
Misc. Revenue $ 2,369 ------
Interest/Fair Value $ 7,642 ------
General Fund Transfer In --$ 50,000 $ 50,000 $ 52,250
Franchise Fee Transfer In --$ 50,000 $ 50,000 $ 50,000
TOTAL SOURCES $ 219,024 $ 235,800 $ 383,997 $ 441,001
USES
Personal Services $ 45,471 $ 83,038 $ 99,762 $ 145,103
Other Services & Charges $ 95,738 $ 123,690 $ 207,924 $ 248,251
TOTAL USES $ 141,209 $ 206,728 $ 179,219 $ 393,354
END-OF-YEAR BALANCE $ 234,434 $ 229,072 $ 310,745 $ 358,392
Budget Notes: Sustainability
•The 2024 revised budget revenue reflects the finalized SCORE funding and removal of the tree sale from this fund.
•2024 revised expenditures include the addition of the fleet assessment study and project reprioritization.
•2025 proposed budget personal services includes a full year salary for the solid waste specialist.
2024 Sustainability
Highlights
•Successfully hired a full-time solid waste specialist
•Contracted with Sawatch Labs
•Conduct a fleet assessment
• EV infrastructure study
•Create a CAP communications plan
2025 Sustainability Goals
•Focus on high priority Climate Action Plan projects
•Fully execute the USDA forestry grant
•Fully execute the EECBG grant
•Use EV assessment results to create a fleet plan
•Finish updating B3 energy data for municipal
buildings
•Re-engage with GreenStep Cities
•Restart a staff green team
Public Safety
Public Safety - Support ServicesDivision overview
•1 Support Services Manager/CHS Administrator (FT)
•1 Code Compliance Officer (FT)
•2 Environmental Health Specialists (PT)
•2 Business Licensing Technicians (PT)
•3 Community Service Officers (PT)
Budget Notes – Support Services
•Last year of ARPA funded CSO
•Record public health funding
•Implementation of Citizenserve in Business Licensing
2024 Support Services
Highlights
•Continued success moving CSO’s to Officer positions
•Successful launch of Citizenserve in Business Licensing
•Overhaul of hoarded home abatement process
•Cross-training in preparation for staff retirements
•Secured a shared Americorps Ampact member with Edina for 2025
•Public Health reaccreditation by PHAB for next 5 years
•Addressed over 800 property maintenance complaints in the first 7 months of 2024
2024 Initiatives
and Goals
Initiatives
•Mental health focus with PHABER
•Cannabis education and youth prevention
Goals
•Continue to find innovative ways to communicate with non-English speaking visitors and organizations
•Increase licensing revenue through continued communications with businesses and resident groups
Future
considerations and
needs
•A permanent 3rd CSO
•Replacement of copier machine
•Permanent funding for hoarded home abatements
Public Safety
Department overview
•1 Director of Public Safety/Chief of Police
•1 Administrative Analyst
•1 Deputy Director of P.S./Deputy Chief
•Patrol: 1 Lieutenant, 8 Sergeants, 25 Officers
•Investigations: 1 Lieutenant, 8 Officers assigned to investigations (2 SIU)
•Administration: 1 Lieutenant, 1 FT Records Supervisor, 2 FT Senior Office Assistants, 2 PT Senior Office Assistants, 1 FT Police IT Tech (80% PD/20% IT), 1 FT Police data and media specialist, 2 FT Social Worker (60%/40% Hennepin County one assigned to ART/one embedded), 1 FT JCPP Liaison (30%/70% Hennepin County)
2024R/2025 Public Safety Budget
Budget Notes - Police
•1 new Police Officer
•Community relations and events
•Implementation of ART Team with Edina
•Implementation of Flock ALPR System
•Implementation of drone program with 5 pilots
2024 Public Safety
Highlights
•Reallocated social worker in April 2024 to ART Team
•Responded to over 37,000 calls for service
•Legislative changes with adult use cannabis and enforcement along with licensing and registration
•Legislative changes on gun background and emergency response protective order (ERPO)
•Received ICPOET Grant from OJP for 2024
•Launched Citizen Connect
2024 Initiatives and Goals
Initiatives
•Enhance Police effectiveness with additional technology upgrades and apps
•Continue to evaluate and update City Ordinances in the Public Safety department
•Maintain staffing levels in a shortage of quality candidates to fill potential vacancies due to retirements or people leaving the profession
Goals
•Continue to build on our diversity and
equity work in the Public Safety
Department
•Continue to seek out grant funding for
new programs and equipment
•Maintain crime reduction efforts to
increase the feeling of safety/security
via a partnership between members of
the community and the police
department
Future
considerations
and needs
•Recruitment and retention of staff in Public Safety
•Replacement of squad cameras due to outdated technology, cameras are over 10 years old
Legislative/Executive
Legislative/Executive
Department overview
•Mayor/City Council
•Other agencies
•City manager
•Legal
2024/2025 Legislative/Executive
Budget
Budget Notes
City Council
•The 2025 Proposed budget plans a 4.18% increase compared to the 2024 Adopted budget, primarily due staff overtime costs to support community events and to begin the essential services plan.
•City Council salaries increased 3% in 2024 and are proposed to increase 3% in 2025, consistent with staff cost of living increases.
Other Agencies
•The 2025 Proposed Budget is a 2.96% increase from the 2024 Adopted Budget due to less interdepartmental labor and a 17.5% increase in total contracts to be awarded.
Budget Notes, cont.
City Manager
•The 2024 Revised budget has a decrease of 6.91% from the 2024 Adopted budget. This is largely due to savings from an unfilled position for a couple of months.
•The 2025 Proposed budget has an increase of 5.21% from the 2024 Adopted budget due to increased personnel and training costs.
Legal
•The 2024 Revised budget is the same as the 2024 Adopted budget.
•The 2025 Proposed budget is 2.18% higher than the 2024 Adopted budget due to modest increases in the rates for legal services for the past few years.
2024 Highlights: City
Council
•Supported community engagement to inform residents about a November 2024 referendum to approve a local sales tax to fund three recreation projects including a new Wood Lake Nature Center Building, improvements to Veteran’s Park and a new Community Center.
•Conducted a community survey to better understand residents’ needs and gaps in programs and policies. Results are tracked by demographics, compared to the 2020 Richfield survey and to other cities.
•Met with residents and supported a variety of community initiatives, including Juneteenth, the 4th of July, Penn Fest and the first State of the Community event.
Thank you Council Members Trautmann and Whalen for your exceptional service to the City of Richfield!
2024 Highlights:
City Manager
•In partnership with the Recreation, Finance, and Communications, coordinate the City’s communications and engagement efforts prior to a referendum on a local sales tax in November.
•Created an internal Equity Plan and supported departments’ equity initiatives.
•Organized City Council-Staff retreats to help build constructive operating norms and expectations to enable a high functioning team. Council and Directors worked to identify policy proposals for the coming year during quarterly effective governance meetings.
2025 Initiatives or Goals
City Council
•Embed Strategic Plan mission, vision, values and priorities/outcomes in Council policy and communications and report progress on the dashboard.
•Continue to improve partnerships with community organizations, including schools, civic groups, nonprofits, and local businesses. Support community events like 4th of July, Penn Fest and the State of the Community.
•Increase Richfield’s visibility with earned media and public by speaking at key local and regional events.
•Continue to advocate for City priorities at the federal, state and county level including identifying funding for the local match to reconstruct Nicollet Ave and legislation to better align local share transportation policies with cities’ ability to pay their relative burden.
2025 Initiatives or Goals
City Manager
•Continue to lead the integration of the City’s mission, vision, values, and strategic plan priorities into communications, processes, and City culture. Update dashboards to track performance targets.
•Launch external Equity and Inclusion page on the City’s website. Lead internal equity team (CARES) to support implementation of equity plan.
•Assist the Finance Director to develop long-term financial plans to fund operations and capital needs.
•Provide additional communications training for staff.
•Onboard two new council members.
•Implement process improvements across administrative functions.
Future considerations & needs
The success of the strategic plan depends on first implementing core initiatives:
•Focused & cohesive leadership team
•Stabilized workforce
•Updated technology
•Continued process improvements
•Expanded long-term financial planning
"Success lies in the relentless execution of the basics." -- Leonardo da Vinci