2025-08-26 WS City Council Agenda
Richfield City Council Agenda
August 26, 2025 -- 4:30 PM
Richfield Municipal Center
Council Chambers
6700 Portland Avenue South
1. Call to Order
2. Item Discussion
a. Presentation of the 2025 Revised/2026 Proposed Budget and Tax Levy.
3. Adjournment
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.
Includes Materials - Materials relating to these agenda items can be found in the Council Chambers Agenda Packet book located by
the entrance. The complete Council Agenda Packet is available electronically on the City of Richfield website.
Page 1 of 366
City Council Meeting 8/26/2025
Agenda Section: Item Discussion
Agenda Item: 2.a.
Report Prepared By:
Department Director:
Mary Bogie, Interim Finance Director
Item for Consideration:
Presentation of the 2025 Revised/2026 Proposed Budget and Tax Levy.
EXECUTIVE SUMMARY
At the August 12, 2025 City Council work session, staff provided the City Council with a
preview of the preliminary 2026 Budget summary and levy, proposed 2026 Capital
Improvement Budget (CIB) and 2027-2030 Capital Improvement Plan (CIP), proposed
utility rates, and a review of City fees.
The preliminary 2025 Revised and 2026 Proposed Budget and Tax Levy will be
presented to the City Council for review.
The proposed 2026 City tax levy is a 5.97% increase over the 2025 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 preliminary 2025 Revised/2026 Proposed
budget and preliminary tax levy at the September 23, 2025 City Council meeting.
HISTORICAL CONTEXT
Staff present the proposed budget and tax levy to the City Council at a special budget
work session prior to approval at a City Council meeting in September.
RECOMMENDED ACTION
EQUITABLE OR STRATEGIC CONSIDERATIONS OR IMPACTS
POLICIES (RESOLUTIONS, ORDINANCES, REGULATIONS, STATUTES, ETC.)
The preliminary 2025 Revised/2026 Proposed budget and preliminary tax levy will be
presented to the City Council at the September 23, 2025 City Council meeting for
approval.
CRITICAL TIMING ISSUES
The proposed 2026 City tax levy is a 5.97% increase over the 2025 adopted levy.
The increase in the City’s General Fund budget for 2026 is 7.18% over the 2025
adopted budget.
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FINANCIAL IMPACT
LEGAL CONSIDERATIONS
ALTERNATIVE RECOMMENDATION(S)
ATTACHMENTS
1. 2025-2026 Action Steps
2. 2025 Department Highlights
3. 2026 City Budget Book for 08.26.25
4. 2026 Proposed Budget Presentation
Page 3 of 366
Action step Priority/
Outcome
Process
Improve-
ment
Assigned to Year
Scheduled
Notes
Implement CivicPlus agenda management system to improve staff report workflow for public meetings.1c Y Administrative Services-Clerk/Executive 2025 Launched new agenda management system in July 2025 for City Council meetings. All boards and commissions will have transitioned to using new system by Q4 2025. Staff is exploring continuing education opportunties for users.
Continue staff and Council learning opportunities through 2026.
Develop Data Management System - City Wide 1,3,4 Y Administrative Services - City Clerk 2026 Review existing data management processes for inefficiencies and redundancies. Begin training and implementation
once new processes are established. Continues to be in progress. Established a process for creating, tracking, and
archiving contract and agreement documents.
Implement Even Year Elections 1c Y Administrative Services - City Clerk 2025 and 2027 Goal to work cohesively with with ISD280 to transition to even year election cycles and realize cost savings by
removing odd year elections.
Improved process of Election Administration 1c Y Administrative Services - City Clerk 2025-2026 Created a new work flow process to coincide with increased absentee voting to streamline elections in Richfield.
Develop Strategic Communications Plan 1c, 4b y Administrative Services - Communications 2025 Developing as part of the Certified Public Communication Program.
Develop basic Crisis Communications Plan.1a, 1c, 4a Administrative Services - Communications 2026 Develop basic communications plan and train.
Add city news and updates to Rec Program Guide. Rebrand
publication in 2026.
1c, 5a Administrative Services - Communications 2025-2026 Content added beginning in Fall 2026. Will work on renaming the publication for Winter 2026.
Launch a new external-facing website and internal-intranet.1c, 5a, 4a Administrative Services - Communications 2025-2026 Contracted with CivicPlus to build new website. Launch expected in December 2026. Intranet will move to Sharepoint. Will relaunch web team as part of this initiative.
Audit all digital content for Web Content Accessibility Guidelines
(WCAG) and plan for remediation.
1c, 5a Administrative Services - Communications 2026-2027 City of Richfield must be in compliance by 4/27/2027. WCAG guidelines apply to all digital spaces and content,
including website content, social media channels, email communications and third-party apps and vendors.
MN Paid Leave 4 Administrative Services - HR 2025 Implement the MN mandated Paid Leave Program or similar private program.
Organizational culture training 4 a,b Administrative Services - HR 2026 Continue the training for all staff (will depend on the capacity).
Update our AWAIR program including a plan for Safety Training (non Fire, Police and PW staff)4a Administrative Services - HR 2026 AWAIR training in MN referes to Workplace Accident and Injury Reduction (AWAIR) training, which is required under MN OSHA regulations. A tailored training program for administrative staff will be delivered in early 2026.
Employee Survey 1, 4 Administrative Services - HR 2026 The cycle has been every two years to survey staff on employee experience, satisfaction and solicit feedback.
Depending on staff capacity to complete this in 2026, this may go into 2027.
Stay Interviews 1,4 Administrative Services - HR 2025-2026 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. In 2025 City Manager and Assistant City Manager conducted stay interviews.
Laserfiche Work Flows - CD 1c Y Administrative Services - IT 2025 Establish an automated synchronization between the citizen services portal and the Laserfiche repository. This will
automatically archive permit files to ensure compliance with records retention policies.
PCI Compliant Training and Policy 1c & 3a Y Administrative Services - IT 2025 The new PCI Compliance Policy is under final review. Once approved, IT will roll out refreshed training to empower departments to own their compliance annualy done in Feburary. The tracking of training completions and renewals
will then be transitioned to HR, while IT continues to ensure technical compliance through network scans.
Webex Cloud Migration 1c & 3a y Administrative Services - IT 2025 Migrating from on-premise Webex to Webex Cloud to gain enhanced features, including remote control capabilities. Phase 1 is complete, with Phase 2 scheduled for August-November 2025 Scheduled with LOGIS and Heartland.
IT Policy 1c Y Administrative Services - IT Ongoing - 2027 Developing a comprehensive IT policy, including a new Cybersecurity Policy, to establish clear security standards and
safeguard user data. The initial draft is complete and the formal review process is scheduled to begin. This initiative is
a key component of our LOGIS Security as a Service program.
Cameras and Door Access 1c & 3a Y Administrative Services - IT/Building Services 2025 - 2027 This project upgrades and expands physical security systems. Phase 1 (Fall 2025): Replace City Hall cameras and add
new cameras at Public Works, the Ice Arena, and Fire Station 2. Phase 2 (2026): Install new cameras and S2 door access at the new WLNC building.
Laserfiche Work Flows - HR 1c Y Administrative Services - IT/HR and Finance 2025 Develop and implement a standardized Personnel Action Form (PAF) workflow in Laserfiche for all departments. The
target completion is the end of year 2025.
Develop ( Implement a "Key Holder" position for eachliquor 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… This will be in conjuction with Public Works.
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Action step Priority/
Outcome
Process
Improve-
ment
Assigned to Year
Scheduled
Notes
Implement and utilize our "Point of Sale" time clock for all hourly employees 4a Y Administrative Services -Liquor Operations 2025-2026 Create a user profile in the "POS" for all employees with a unique username and password. Train all hourly employees on how to puch in and out using the "POS" to log thier hours. Ultimately eliminating physical timecards.
Analyze multi-family (MR-2/MR-3) regulations 2b,c Community Development 2025 Series of three worksessions in 2025. Public hearing held in July, consideration by Council scheduled for
August/September.
Policy Request: Study impacts of reduced 4d(1) tax classification
rate and recommend policy approach.
2b,c Community Development 2025 Advocating for legislative changes through League of Minnesota Cities/Metro Cities policy committee process.
Completion of further analysis of impacts and possible strategies expected by the end of 2025.
Develop an "Apartment Navigator" program to expand connections with apartment communities.2c, 5a Community Development 2026 Efforts with Conflict Mediation Center didn't progress. 2026 work plan item, as staff capacity allows.
Award additional social service ARPA funds.2c, 5a Community Development 2024-2025 Second round of ARPA contracts were issued at the end of 2024. Social service providers are expected to expend all
funds by the end of 2025. $60,000 was designated for the clean-up of high-content homes to be spent by the end of 2026. $33,000 remains.
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. Provided LMC short-course to
Council and add'l appointed policymakers. Utilized Esri storymaps for MR-2/MR-3 code updates.
Model the type of development and investment thatwe want to see in the Community 2b, 2c,3c Community Development Ongoing-2026 The HRA approved the sale of two lots to buyers to construct duplexes through the Richfield Rediscovered Program in 2023. Neither buyer was able to secure financing. Staff continues to explore options and partnerships.
Staff continues to work with Woodlawn Terrace on bringing in new units. A new mortgage product is now available and staff are working with partners to test it. Utility work is now complete and community now has access to City
water.
Update housing work plan 2c Community Development 2024-2025 An evaluation of housing programs was completed in 2025, identifying available resources and providing the basis for
the housing work plan for the next two years. Staff applied for program development funds from the Metropolitan
Council to help develop new programs in response to the evaluation. The first full-year LAHA payment ($653,000) was
received in 2025. Staff applied for Bring It Home Minnesota funding in 2025 and anticipate implementing the new
state rental assistance program in 2026.
Create economic development plan within budget and staffing
constraints
2a,b Community Development 2024-2025 The Richfield REVIVE Program was approved by the EDA in 2025. Staff is creating program materials to roll out the
program. Other economic development activities include implementing the Small Business SAC Assistance Program, the Energy Efficient Business Rebate Program, the Downtown Branding and Placemaking Strategy, partnering with
Hennepin County on Elevate Hennepin, and providing business assistance information through the Richfield Business Bulletin and one on one communications.
Develop a strategy for marketing downtown andattracting new businesses.2a, b Community Development 2024-2025and beyond The City is working with CivicBrand, a national consultant, to develop a branding and placemaking strategy for downtown. The project was primarily funded by a Business District Initiative grant from Hennepin County, with a
supplement from the EDA. The project should be completed by early 2026 and will be used to promote the area,
support local businesses, enhance downtown, and implement the wayfinding plan.
Develop plan to market HRA owned sites forredevelopment 2b, c Community Development 2024-2025and beyond In 2025, the HRA sold an undevelopable site that it owned to an adjacent business owner. A marketing brochure has been developed for the site at 1600-1710 78th St. Staff meets with and stategically sends site information to
prospective developers of HRA -owned sites.
2024 Policy Request: Short-term rental regulations 2c Community Development+Exec/Finance+Public
Safety
2025-2026 CD - Ordinance limiting STRs adopted summer 2025. Working with larger online rental platforms to advertise rules. PS
- Business licensing program set-up underway; rules to be in place prior to Ordinance effective date of Jan. 1, 2026.
CD/PS will need to work on coordination of license + inspection as rules take effect. Finance/Exec to determine how to
collect tourism tax.
Report progress on equity plan metrics to staff, council and
community annually
5a Executive 2025 Incorporated baseline data into the newly created equity plan. The city contracted with Strategic Diversity Initiatives
to create a citywide internal equity plan. The plan will be ready for implementation Q4 2025.
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 2025 Documented commission processes in a manuel. Training for new and existing commissioners is offered yearly and led
by the City Attorney. Collecting demographic data on commission applications; requested data adjusted to be consistent with strategic planning goals. Sending a survey to current commissioners in 2025 to guide future
improvements in recruitment and retention.
Council Member Onboarding 1a & 4c Y Executive 2025 Onboarded two new Council Members in 2025. New members met individually with all city departments and the City
Attorney to gain an understanding of city operations and priorities. Produced and provided a comprehensive onboarding guide to support their transition and serve as a reference throughout their term.
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Action step Priority/
Outcome
Process
Improve-
ment
Assigned to Year
Scheduled
Notes
Maintain strategic plan dashboard to track performance targets, and update the progress on the
strategic plan twice a year.
1a Y Executive 2025 Improved tracking progress on the strategic plan. In 2025, we transitioned from Envisio to an Excel-based tool to monitor performance targets and update progress twice a year. The current strategic plan remains in effect through
2026.
Essential Services Plan 1b Executive 2025-2026 Contracted with Rapp Consulting Group to facilitate, scheduled to begin in October 2025 and will wrap up in Spring
2026. The sudy will provide a structured review and classification of all municipal services.
Worker's Comp LMCIT 1b & 1c Y Executive/Admin Serv/Fin 2025-2026 Exploring the option to transition to to the League of Minnesota Cities Insurance Trust (LMCIT) for worker's
compensation insurance coverage, currently self-insured.
Develop and implement training program 4a Executive/Administrative Services-HR 2025-2026 Exec staff coordinated several new trainings, topics included business writing, PowerPoint presentations, public speaking, equity and inclusive interviewing. Staff are also coordinating a multi-day leadership training program for all
supervisors in 2025 and 2026. Will work with HR to formalize a program and tracking system for employees.
Update and create HR processes/policies that align with equity and inclusion goals.5b Y Executive/Administrative Services-HR 2025-2026 Worked with HR to refine hiring/onboarding processes, train employees for inclusive interview practices, be present during interview processes cross-departmentally, and improve recruitment.
Partner with local legislators, state agencies and
regional partners to advance key city priorities.
1-5 Executive/All Departments Ongoing Legislature did not include local projects in the bonding bill, will include requests for Nicollet and the emergency water interconnect next session. Increased awareness on unintended negative impacts of local
cost shares for transportation projects, eliminating local group home inspections and 4d.
Create and launch a public equity and Inclusion
webpage.
5a Executive/CAREs Team 2025 Created Equity webpages (both internal, staff-only and external, public-facing) and updated as necessary.
Create Equity Plan framework and support departments in
creating their specific equity workplans
5a Executive/CAREs Team 2024-2025 Worked with Strategic Diversity Initiatives on the creation of an Equity Plan. The first stage, a DEIA (Diversity, Equity,
Inclusion and Access) climate survey and focus groups, occurred in August 2024. The second phase, an equity planning
workshop, occured in January 2025. The equity plan will be ready for implementation by Q4 2025.
Contract with MN Dept of Revenue to collect tourism taxes 1c Y Executive/Finance 2025 Assist Finance to contract with MN DOR to collect tourism taxes on hotels and short-term rentals
Target process review, improvement and documentation 1b, 3b, 4b Y Finance 2025-2026 Staff transition highlighted the need to review processes and develop standard operating procedures. Our focus will
be strategic financial management, best practice and internal control compliance. Targeted areas will include:
allocations, internal loans/leases, cash forecasting and management, chart of accounts use, implementing EFT vendor
payment, and other areas as time allows.
Improve monthly/quarterly financial reporting 1b Y Finance 2025-2026 Budget/actual reports for operations and capital projects have not been timely (staff turnover/transition) and can be better designed to meet the needs of decision makers. In addition to developing new reports, Finance will meet
regularily with departments to review.
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 This project was completed in 2025: most departments entering their "timecard" directly into the payroll software or
a separate software that is then uploaded to payroll. The change greatly reduces errors and staff time.
Implement Tungsten for Accounts Payable 1c & 3a Y Finance/Admin Services-IT 2026 Administrative Services - Finance: Streamline data entry and filing; significantly reducing staff time, preventing data entry errors, and resulting in less down time for staff.
Improve 10 year financial plans. Research and present options
for additional revenues to council.
1b, 3b Y Finance/Executive 2025-2026 Contracted with Ehlers in 2024. Project is delayed due to Fin staff turnover and needing more time to assess capital
assets. Finance expects to restart the project in Q4 2025 and complete in 2026.
Piloting Alternative Response Team with RPD and EdinaPolice and Fire 1c, 4b Y Fire/Public Safety 2024-2026 Collaborated with Hennepin County, Richfield PD, Edina PD, and Edina Fire to develop a program that connects residents with appropriate resources for their needs, including mental health support and to reduce the reliance on
emergency room visits. Ongoing evaluation in 2025-2026.
Implement Data-Driven Decision Tools 1c, 2c Y Fire 2025-2026 Implement analysis of call data. staffing patterns, and workload distribution to guide operational and budget decision.
Supports evidence-based budgeting, operational efficiency, and improved accountability.
Develop a Workforce Sustainability Plan 1c, 4b, 5b Y Fire 2025-2026 Develop a workforce sustainability plan focused on staffing models, succession planning, and strategies to manage
long-term absences, turnover, leave coverage and special projects. Critical due to current workforce challenges; ties directly to budget impact and continuity of operations
Launch an Officer and Training Development Program 4a, 4b Y Fire 2025-2026 Strengthen leadership capacity and improve operational consistency by creating standardized lesson plans, officer
development pathways, and accountability expectations across shifts. Thus, builds a sustainable and structured
leadership pipeline and raises performance standards for daily operations and future growth.
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Action step Priority/
Outcome
Process
Improve-
ment
Assigned to Year
Scheduled
Notes
Strengthen Fire Prevention and Risk Reduction Initiatives 2c, 3a, 4a, 4b, 5a Y Fire 2026-2027 Strengthening fire prevention and community risk reduction reduces fire risk, injury, and property loss before emergencies occur. Proactive inspections, consistent follow-up, and public education—especially with seniors,
schools, and vulnerable groups improve safety and reduce barriers. Using data to target high-risk properties and partnering with businesses and community organizations enhances overall fire safety while supporting sustainable
infrastructure, affordability, and equity.
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 2024-2026 Have maintained 20% female sworn staff. This percent is above the national average for law enforcement agencies.
RPD is also over 23% officers of color. Hired 5 officers in the last year and will have 3 officers starting in 2026
Support Services continues to evaluate properties and perform complaint based/proactive inspections to ensure properties are
well maintained and in compliance with city code. Also regularly reviewing and updating relevant code in Support Services.
1,3a-c,4,5 Public Safety 2024-2026 We worked with numerous properties and home owners concerning property maintenance violations. We have maintained a 95 percent compliance rate for the past 5 years. Significant progress has been made on code updates
and new ordinances related to adult-use cannabis: Implemented policies on low-dose cannabis products, passed an adult-use cannabis ordinance on smoking, eliminated flavored tobacco and capped tobacco licenses. Staff are
currently communicationg registration guidance with potential owners. Cannabis businesses in the city should be
completely in place by late 2025, early 2026. Low potency hemp registration will open Oct 1, 2025.
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 2024-2026 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 to
2026. Established a committee made up of a cross section of the police department in 2025
Support Services, property maintenance, etc. Tasked with creating and implementing a licensing program for Short Term
Rentals
1,3,5 Public Safety 2024-2026 Staff are finalizing the licensing process for the new STR ordinance and continually updating other ordinances as they relate to property maintenance and chronic issues seen in the community. Vacant home numbers continue to rise and
GUDS are being addressed via ARPA funding for abatement.
Public Safety Aid Money to be used for the Public Safety Budget on recruitment and retention. 1,3,4,5 Public Safety 2024-2030 City Manager, Public Safety and Fire met to draft criteria for future projects, including recruitment and retention. A plan was developed in July of 2025 to spread the dollars and interest out to cover items in the public safety general
fund that is in compliance with the legislative requirements.
Instituited 20 police statutory changes that were passed by the
Legislature and the POST Board on mandated policies. Anticipate additional reforms will be put into
place in 2025 and 2026
1,3,4,5 Public Safety 2025-2026 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, working on other legislative mandates for 2025. Anticipate further police reform changes during the 2026 legislative session.
Strengthen community partnerships through the JCPP and other
programs, including hosting outreach events.
1c ,3a, 4,
5a-c
Public Safety 2025-2026 Partnering with 30 civic organizations and host 21 community outreach events. Through our flagship programs, Home
Alone, 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 6
classes. Working on additional programming for 2026
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.
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 2025-2026 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. This will
be completed in 2026.
Move to Hyper-Reach community notification system in August
2025. We are able to send alerts out that will automactically go to social media platforms.
1a- c,3,4,5a/b Y Public Safety 2025Q4-2026Q4 Hyper-Reach is new and will be implemented and tested. Have been FEMA certified to issue IPAWS notices to the
community that will be delivered to all devices.
Added a Therapy Dog named "Ritchie" for the city with a
legislative grant.
1,3,4,5 Y Public Safety 2025 Our Therapy dog was provided by a grant from the legislature and will be used throughout the city for employees.
Training is almost completed.
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Action step Priority/
Outcome
Process
Improve-
ment
Assigned to Year
Scheduled
Notes
Improve our ability to communicate with ourcustomers (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
Successfully complete the city-wide water meter
replacement program by the end of 2023.
3a Public Works 2025 This project, started in 2019, has experienced major disruption due to Covid and supply chain delays. There are
currently less than 30 meters are left to replace. Anticipated completion by November 2025. Most of these remaining properties are vacant, have nonresponsive owners, or have outright refused to let us change the meter.
New Public Works storage facility.1c, 3a Public Works 2025-2026 (Disruption but on track to complete by 2026) The Diagonal Blvd/Cedar Ave property was conveyed to the City by
MnDOT in May 2025. An engineering consultant has been retained to design storage facilities on the site that will best serve Richfield's needs while fitting in to the neighborhood. The 2025 goal is to complete design and begin public
engagement. Construction is identified for 2026.
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 2025-2026 (Disruption, aiming to complete in 2026) Richfield utilities leadership actively participated in MCES’s task force for the
development of policies and programs relating to FOG in 2024. With the change in regulations and requirements for our annual lead copper sampling for 2025, among many other things, staff did has not yet found the time to make
substantial progress on updating these ordinances. The revised completion target for this effort is 2026.
Collaborate with state officials to examine the equitability of regional cost share policies 2c, 3b Public works Ongoing May consider action this legislative session to have legislation drafted and identify champions at the Capitol, although some legislation was introduced (not by Richfield) in the 2023 and 2025 sessions. The 2025 session language focused
on MnDOT cost share policies for counties and cities. This legislation was tabled during the 2025 session but served to
bring more attention to this issue. Public Works will continue to raise concerns with burdensome cost-share
requirements as Nicollet Ave reconstruction approaches and Penn Ave reconstruction is on the horizon.
Continue to address inequities in the public right-of- way by
utilizing the Public Works Public Engagement Process and
Guiding Principles when designingreconstruction and improvements.
3a, 5c Public Works Ongoing In 2024 staff was informed by Hennepin County that they had programmed Penn Ave for a full reconstruct beginning
in 2028. The Richfield Public Engagment Process will guide design of this project as well and will kick-off in August
2025.
Inventory and condition assessment of goverment buildings,
park assets, utility infrastructure, fleet, & roadway elements
1c, 3a, 3b Public Works/Administrative
Services/Recreation Services
2023-2026 PW is inventorying pavement markings via desktop analysis in 2025. Retaining walls have been inventoried/assessed
in 2025. Park inventory is ongoing and is on track to be completed by end of 2025. Gov't buildings will work with a
consultant in Q3-Q4 2025 to inventory and assess Gov't building assets. Recreation is underway with Ice Arena and Pool inventory and assessment with internal staff. Lastly, PW aims to hire a Asset Management/GIS Analyst FTE which
will begin to help us tie all this together into an asset management system starting in 2026.
Construct a splash pad adjacent to the Richfield Pool that will be
a free amenity and a cooling site.
3c, 5a,c Recreation Services 2025 Splash Pad project substanially completed. There are a few outstanding punchlist itmes that need to be completed
following the 2025 pool season.
Explore additional recreation funding sources 1b Y Recreation Services 2023 - 2026 Researched park dedication fees. Implemented Local Option Sales Tax. Developing Parks Master Plan in 2026 that will help identify and apply for grant opportunities for park capital projects
Develop a timeline and complete funding plan for a
new $26M nature center and park improvements.
1b, 3a,b,
5a,c
Recreation Services 2023-2026 Funding has been secured, constrution commences September 2025. Budget will need to be managed through end of
project in Fall 2026.
Develop a plan to engage the community on capital project priorities.3a, 5a,c Recreation Services 2024 - 2026 This will align with the WLNC Building Project, Local Sales Tax initiatives, and the recreation facility assessment. Parks Master Plan process slated for 2026
Conduct an electric vehicle sutability/assessment, and
continue evaluating fleet for EV/PHEV replacement opportunities.
3a,b,c Y Recreation Services 2025-2026 Council prioritized CAP goal - Initial vehicle assessment completed 2025, fleet evaluation will occur in 2026
Increase Climate Action Plan Education with community and city
staff
3c, 5c Y Recreation Services Ongoing Includes informal and formal opportunities. WLNC classes, Farmer's Market tabling, Eco-fair, work with Sustainbility
Commission, outreach regarding CAP, etc. Sub branding completed, initial communication has begun.
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2025 Department Highlights
Administrative Services
Human Resources
• Successfully conducted leadership searches for Fire Chief, IT Manager,
Budget Cash and Debt Manager and HR Manager. Successful searches
were also conducted for 25 regular staff and 104 seasonal workers.
• Actively facilitating the Laserfiche and the Personal Action Form projects
which will increase administrative efficiency and compliance.
• This fall will bring 5 union negotiations, open enrollment of benefits and
preparation for the implementation of the new MN Paid Leave law on
Jan1, 2026.
City Clerk
• In collaboration with city-wide departments and staff, implemented and
launched a new agenda management software platform, including
comprehensive training for staff, City Council, and Commissions.
• Enhanced transparency and public engagement by launching a public
portal feature, improving access to City Council and Commission
meetings.
• Collaborated with IT to establish Weblink (Laserfiche product) within our
new agenda management software platform. This allows the public to
easily access historical records, including Council and Commission
agenda packets, minutes, resolutions, and ordinances.
• Enhanced municipal code update processes to include codification of
approved ordinances three times per year.
• Collaborated with Executive Department to update Council Rules of
Procedure and Decorum and clarified language document on Council
meeting processes for public hearings and closed sessions.
Deputy Registrar
• Reduced processing errors with improved quality controls.
• Cross-trained staff for greater service flexibility.
• Increased rate of same-day transaction completions.
• Reduced appointment no-show rate through proactive receptionist
remainder calls.
Building Services
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• Complete LED lighting conversion at the Municipal Center, Fire 2, Penn
and Lyndale liquor stores
• Replace rooftop HVAC system at Cedar liquor
• Replace CO/NO2 detectors at the Public Works building
IT
• Modernized the city’s physical security infrastructure by replacing
outdated cameras at City Hall, expanding video surveillance coverage to
the Public Works building and Fire Station 2, and migrating all systems to
a new centralized management platform.
• Launched a critical infrastructure project to upgrade all city-owned
computers to Windows 11, ensuring continued security and support
ahead of the official Windows 10 end-of-life deadline.
• Improved operational efficiency by deploying the FreshService platform
as the city's new, unified system for tracking technology inventory,
managing contracts, and overseeing IT budgets.
• Enhanced staff proficiency and collaboration city-wide by introducing a
new training program for Microsoft 365. The curriculum, covering Teams,
SharePoint, and OneDrive, was tailored to the specific workflows of each
department.
• Webex cloud Migrating from on-premise Call Manager to Webex Cloud is
gaining enhanced features, including remote control capabilities. This
includes better call routing and easier phone and number assignments.
Communications
• Successfully led public information campaign for Our Legacy, Our Future
local sales tax initiative.
• Completed a Strategic Communications Plan as part of the Certified
Public Communicator program at Texas Christian University.
• Updated the city’s Social Media Policy to reflect current standards and
best practices.
• Issued an RFP for the creation of a new city website. Awarded the
contract to Civic Plus. New website will debut in late 2025.
• Steadily increased number of followers/subscribers on city channels.
Added city news to the Recreation Program Guide to ensure a hard-copy
form of city communications can reach all residents on a regular basis (3x
per year).
Liquor Operations
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• We transitioned from monthly features (wine, Beer, Spirits of the month)
to bimonthly features. This has been beneficial for our stores and these
promotions to actually lift off and see some success while lowering our
overall need to buy up on inventory.
• Odd highlight: The heat exchanger (HVAC) was tagged at the Cedar
Point store on 03/25/2025. It was at max life of the unit. Temporary heat
was installed, and we made it through the remainder of the cold weather
season. On 05/13/2025 the new system was installed that day the
temperature reached 90 degrees setting a daily record. Needless to say,
we put the HVAC right to use.
• Hosted another successful “Toast to Richfield” with our partner the
Richfield Foundation. Yeilding again a $10,000 value of order requests.
(05/01/2025)
• Recruitment: Store by store recruitment efforts for the “intermittent”
Liquor Sales Associate position have been modified. They are now
tailored to the location that is in need. Location Name, hours etc.
Community Development
• Community Development staff continued to serve as staff to the City
Council, the Housing and Redevelopment Authority (HRA), the Economic
Development Authority (EDA), and the Planning Commission.
Planning & Zoning
• Using Metropolitan Council grant funds, modernized MR-2/MR-3 Zoning
District requirements, promoting “missing middle” housing opportunities.
Used ESRI Story Map to communicate the changes and engage public
participation.
• Revised ordinances to address short-term rental concerns. Worked with
Housing Inspections and Environmental Health teams to convert to a
business licensing model.
• Worked through several large land use applications including Penn
Station, Woodlake Nature Center, and Loma Bonita Grocery.
• Promoted Planner II to City Planner, providing a higher level of autonomy
and supervisory experience. Provided leadership training to support the
transition.
• Began preparatory work for the Comprehensive Plan update including
participating in downtown visioning and branding.
Inspections
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• CitizenServe, new building permit software, became fully operational
increasing productivity and providing cost savings. Inspections staff
continue to make refinements.
• Inspections of rental properties normalized back to pre-pandemic levels.
Scheduling of biennial inspections using an odd/even address system
has simplified the process. The team continued working with all rental
property owners to get them up-to-speed on the use of CitizenServe.
• Prioritized digitizing paper plans and records and becoming paper-free for
long-term efficiency and sustainability purposes.
• Supported legislative actions to restore rental licensing option for State-
licensed group homes.
• The Division saw lower revenues due to the difficult economic
environment for larger projects; however, it also experienced reduced
expenditures due to temporary staff vacancies.
Finance
• Hired Budget, Debt and Cash Manager position adding needed depth to
the Finance team.
• Planned capital debt issue for Oct/Nov 2025
Fire
• Expanded the use of technology to enhance the department’s Records
Management System (RMS), improving data collection, pre-planning,
recordkeeping, asset management, and operational tracking to increase
efficiency and accuracy.
• Implemented an Electronic Patient Care Reporting (ePCR) system,
resulting in improved documentation accuracy and streamlined EMS
reporting workflows.
• Maintained uninterrupted shift staffing coverage during military leave,
parental leave, and extended injury absences, ensuring continuous
emergency response capabilities.
• Completed the firefighter Civil Service testing process to establish an
updated eligibility list, strengthening the department’s recruitment
pipeline.
• Facilitated the Fire Chief Civil Service process, completed the
department’s leadership transition, and began evaluating organizational
structure to enhance operational and administrative coverage.
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• Managed the leadership transition following the Fire Chief’s retirement,
maintaining operational continuity and department stability.
• Continued the pilot program of the Alternative Response Team (ART) in
partnership with the Richfield Police Department (RPD), Richfield Fire
Department (RFD), Edina Police Department (EPD), and Edina Fire
Department (EFD), aimed at addressing EMS system gaps and
enhancing community response.
• Continued partnerships with neighboring agencies to strengthen
automatic and mutual aid agreements, enhancing regional emergency
response coordination.
• Enhanced community engagement through public education initiatives,
outreach events, and collaboration with other city departments and local
organizations to promote fire safety and emergency preparedness.
Legislative/Executive
City Council
• Participated in the annual City Council-Staff Retreat, emphasizing the
Council’s ownership of the City’s strategic plan—its purpose, priorities,
direction, and accountability. Staff, guided by the Council, is responsible
for implementing the plan, determining methods, and measuring
performance related to its goals and action steps.
• 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 second 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.
• 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.
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• Contracted with Craig Rapp Consulting for an essential services plan to
better define essential services, prioritize services and programs and
explore more efficient and effective service delivery models.
City Manager
• Designed and launched internal strategic plan tracking tools that reduced
the data-entry burden on staff and resulted in cost-savings of $25,000 per
year.
• Collaborated with Administrative Services in launching CivicPlus Select,
an agenda management system used across all departments and
divisions.
• Onboarded two new council members.
• Coordinated a wide range of training options for staff, including but not
limited to equity training, PowerPoint training, business writing training,
and leadership training.
• Created an internal Commission Manual for staff to provide more focused
support to commission liaisons.
• 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.
• Collaborated with Human Resources to refine hiring and onboarding
processes, train employees for inclusive interview practices, expand
interview panels cross-departmentally, and improve recruitment.
Public Safety
• Received a grant to fund a Therapy Dog through the State of Minnesota
• Started a wellness committee to address overall wellness and
performance of staff
• Received $150,000.00 in funding for Intensive Comprehensive Police
Officer Education and Training (ICPOET) from the State of Minnesota
• Began the Minnesota Law Enforcement Accreditation Program (MNLEAP)
through the Minnesota Chiefs of Police Association
• Hired 4 Police Officers to fill vacancies and should be fully staffed to the
Council approved 48 at the end of the year
• Passed the MN POST Board audit done every five years
• Began implementing a new community notification system Hyper Reach to
be used during natural or community disasters
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• Brought on a third CSO in Support Services, approved by the Council in
2024
• Updated several city code sections and introduced new ordinances related
to cannabis and short-term rental licensing in collaboration with the City
Attorney
• Addressing current issues with the illegal sales of flavored products and
cannabis in partnership with the Investigations Unit.
• Created an office-sharing model for Bloomington Public Health to work out
of the Municipal Center
• Staff continue to refine and seek efficiencies in the Citizen Serve software
to meet Support Services processes.
Public Works
• Worked with a consultant to complete a utility rate study and develop a
forward-looking rate structure that accounts for our capital and
maintenance programs.
• Acquired the future Cedar Avenue Storage Site property from MnDOT at
no cost to the City and began working with a consultant to develop plans
for the construction of the site in 2026.
• Constructed the Safe Routes to School 73rd St trail project and 70th St
trail project.
• Secured $2.44 million in grant funding to continue investing in the city’s
pedestrian network in 2026.
• Began planning and design with Hennepin County for the full
reconstruction of Penn Avenue and completed final design for the
reconstruction of Nicollet Avenue.
• Completed the construction of the new “Broz Plaza” neighborhood park at
65th St and Pillsbury Avenue.
• Utilized additional funding to refresh roadway medians with new wood
chips, where needed. Developed a Median Maintenance plan to outline
the ongoing effort that will be required annually throughout the growing
season.
• Refreshed park playground wood chips, as needed.
• Completed a network architectural assessment at the water treatment
plant. This effort was noted as being deficient in the 2024 cybersecurity
assessment.
• Advanced the design and development of construction documents for the
Water System Interconnect project. City staff undertook the effort to
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coordinate a federal grant application process to secure funding for this
project.
• Completed an update to the stormwater model and used the model to
develop a framework for prioritizing areas within the city that are prone to
flooding.
• Completed the Adams Hill Pond dredging and rehabilitation project.
Recreation Services
Administration
• Began design and construction on projects funded by the Local Option
Sales Tax including the Wood Lake Nature Center Building, Richfield
Outdoor Pool improvements, and general improvements to Veterans
Memorial Park.
• Constructed playground at Donladson Park.
Recreation Programming
• The Farmers Market grew vendor registration more than 10%.
• Pickleball leagues grew from two to four leagues per session, added
spring, seniors and women pickleball leagues.
• New family programming and free community programming was added at
the community center and various parks, including the expansion of the
playground program to two sites per week.
• Staff supported community volunteer committees to offer the Richfield 4th
of July Celebration and Penn Fest.
• Partnered with Beacons on summer programing to nurture relationships
with high school age community members.
Wood Lake Nature Center
• Met with the building project team, the architect team, and the exhibit team
to finalize designs and begin construction on the new building.
• Staff offices moved to the Community Center in mid-May. The move has
enabled staff from both divisions to increase collaboration.
• Adjusted programming to accommodate new building construction. Eleven
weeks of summer camp were offered at 2 different locations.
• Collaborated with Veterans Park and Public Works staff on larger projects.
Projects included trail work (WL), ice replacement (Arena), and tree
removal (mini golf).
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• FOWL hosted several smaller events to reach new audiences. Although
most events were well attended the largest event was cancelled due to
poor registration.
Sustainability
• Complete fleet electric vehicle assessment.
• Install solar panels on Ice Arena and Public Works Building using State
and Federal Funding
• Updated Climate Action Plan
• Hosted shred and electronics recycling event
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CITY OF RICHFIELD2026 BUDGET
JANUARY 1, 2026 - DECEMBER 31, 2026
6700 PORTLAND AVENUE RICHFIELD, MN 55423 www.richfieldmn.gov
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2026 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 2025 Revised Budget - All Funds 22 Summary of 2026 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 2025 Adopted, 2054 Revised and 2026 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 52 Deputy Registrar 55 City Clerk 60
Finance - Summary 67 Finance 68 Assessing 71
Public Safety - Summary 73 Support Services 74 Police 79 Emergency Services 85
Fire - Summary 89 Fire 90
Community Development - Summary 96 Community Development Administration 97 Planning & Zoning 101 Inspections 104
Public Works - Summary 110 Administration 111 Engineering 115 Street Maintenance 120 Park Maintenance 124
Recreation Services - Summary 130 Recreation Services Administration 131 Recreation Programs 135 Wood Lake Nature Center 139
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2026 BUDGET TABLE OF CONTENTS
Page No
Special Revenue Funds Liquor Contribution Fund 144 Tourism Administration 145 Communications Fund 146 Elections Fund 148 Drug/Felony Forfeiture 149 Public Safety Compliance 150 Recreation Services Contributions 151 Nature Center Contributions 152 Public Health Grants 153 Wood Lake Half Marathon 154 Franchise Fees 155 Ice Arena 157 Swimming Pool 159 Special Facilities 160 Recreation Special Program 161 Opioid Settlement Fund 163 Public Safety Aid 164 Street Light User Fee Fund 165
Enterprise Funds Liquor Operations Fund - Summary 167 Liquor Operations 169 Richfield Liquor Downtown 170 Richfield Liquor Cedar Point 175 Richfield Liquor Penn Central 179 Richfield Liquor Shops at Lyndale 183
Water and Wastewater Utilities - Summary 187 Water Utility 190 Wastewater Utility 202
Stormwater Utility - Summary 211 Stormwater Utility 213
Internal Service Funds 227 Central Garage - Summary 228 Information Technologies - Summary 235 Insurance/Risk Management - Summary 244 Building Services - Summary 250
Debt Service Funds Debt Services Mission Statement 258 General Obligation Improvement Bonds 259 General Obligation Improvement Bonds Scheduled Debt Service Requirements 260 General Obligation Redevelopment Bonds 261 General Obligation Redev. Bonds Scheduled Debt Service Requirements 262
Capital Improvement Funds 264270
271272
Capital Improvement Budget and Plan Mission Statement Budget Summary Capital Improvement Funds - 2025
Budget Summary Capital Improvement Funds - 2026 2026 Capital Improvement Budget & 2027-2030 Capital Improvement Plan
Capital Improvement 2026 Sources and Uses 274
Full-Time Regular Budgeted Personnel 275
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September 23, 2025
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, 2026 to December 31, 2026, and for the remainder of the
calendar year 2025. A City Council work session was held on August 12 and 26,
2025, 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 29, 2025. A proposed 2026 tax levy
must be submitted to the County Auditor on or before September 30, 2025. Any
amendments to the proposed budget, which would increase the property tax levy,
must be made prior to the September 30, 2025 proposed levy certification
deadline. No increases in the tax levy are permissible after that date, only
reductions.
The resolution required to certify the 2026 Adopted Budget and tax levy, as well
as the 2025 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 2026 Proposed Budget includes total appropriations from all funds of $104,181,359
including all inter-fund transfers.
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OVERVIEW
The recommended 2025 Revised Budget and 2026 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,
including a voter approved local sales tax, to make long-needed investments in infrastructure.
Externally, the budget continues to be impacted by a tight labor market, inflation and ongoing
economic uncertainty which has worsened in recent months.
Economic indicators reflect some easing in the labor market, stabilizing inflation and an
improved real estate market. However, unpredictable federal policy has significantly increased
financial uncertainty.
The seasonally adjusted state unemployment rate sits at 3.5% in July, compared to a
4.2% national rate. However, the labor market for many city positions remains tight.
The Consumer Price Index (CPI) for the Midwest urban region increased 2.6% between
July 2024 and July 2025. The rate is similar to the 2.7% increase for the same period
from 2023 to 2024.
The real estate market shows some signs of recovery, but indicators are mixed. Interest
rates are down from their peaks in 2023 and 2024 but still remain high; the 30-year fixed
mortgage rate was 6.72% the last week of July. The Federal Reserve has signaled the
possibility of rate cuts this year but the extent of the cuts and the impact on borrowing
costs is likely to be modest.
Uncertainties in federal policy and funding commitments adds fiscal stress, specifically
cuts to federal programs, tariffs and tax cuts.
o The City lost $535,000 in federal public health funding that had been previously
awarded. We continue to monitor the risk to other federal grants.
o Funding cuts to Medicaid and other federal programs could worsen the state’s
predicted 2028-29 biennium budget deficit and result in future cuts to state aid
programs like Local Government Aid.
o Federal actions on tariffs and tax cuts could drive higher inflation in the future.
The 2025 Minnesota legislative session did not fund local projects in the capital infrastructure
(“bonding”) bill. The City had sought $10 million in funding for the Nicollet Reconstruction
Project and will submit a request again in 2026. The additional funding and new programs
enacted in the 2023 legislative session continue to shape budgets. Additional Local
Government Aid funding and one-time Public Safety Aid will help fund increased personnel
costs. Staff are preparing for the paid family and medical leave program which begins January
1, 2026.
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STRATEGIC PLAN PROGRESS
The pace of change, economic uncertainties and deepening divides across many cultural and
demographic measures has placed higher expectations on local government. 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 included 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 2025 Revised
Budget and the 2026 Proposed Budget.
Operational Excellence: Focused City leadership (1a); Financial capacity
to deliver essential services (1b); Operational capability to deliver
essential services (1c)
In 2025, the City implemented a new agenda management system, automated
personnel forms and accounts payable processes, improved strategic plan
reports and started a two-year process to upgrade the website. The City has contracted for two
major studies to begin in 2025 and wrap up in 2026, including a comprehensive review of
services and improving long-term financial planning. The City also worked with Richfield Public
Schools to change board elections to even years which will improve efficiency and reduce costs
in the City Clerk’s budget. Council and staff leadership meet quarterly to monitor progress on
the strategic plan, strengthen working relationships and review policy priorities.
Community Development: A vibrant downtown (2a); Increased tax base
(2b); Maintain Richfield as an affordable place to live (2c)
The City received a grant to fund a downtown branding and placemaking
strategy to build on recent investments. The EDA created a new small business
assistance program to help businesses make improvements to their properties.
An evaluation of the City’s housing programs was completed and will help guide new housing
initiatives and use of Local Affordable Housing Aid (LAHA) funding from the state. The HRA
received funding for rental assistance through the State’s new Bring It Home Minnesota
program. The Penn Station development received federal funding to create new affordable
housing on Penn Avenue. The City and its HRA provided assistance to preserve the
affordability of three naturally occurring affordable rental housing properties that were up for
sale. The City continues to reduce barriers to building more affordable housing, including
making changes to zoning to encourage ”missing middle” housing through a comprehensive
re-write of the multi-family zoning districts. A summary of ongoing community development
projects is detailed later in this document under Strategic Development. Many of the programs
are funded in the City’s Housing and Redevelopment (HRA) and Economic Development
Authority (EDA) budgets. In 2024, those programs assisted 601 households and businesses in
Richfield.
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Sustainable Infrastructure: City infrastructure support service needs (3a);
Sustainable infrastructure financing (3b); Climate resilience is a priority
(3c)
Progress on stewardship of the City’s human, financial, built and natural
resources is evident throughout the operating and capital budgets. In 2024,
residents approved a 0.5% local sales tax to fund transformational improvements to three city
parks. Local sales tax funding will be added to a $3 million federal grant and $12 million state
grant to construct a new Wood Lake Nature Center starting in 2025 and opening in late 2026.
The City also plans Veterans Park improvements in 2025 and 2026, including the pool, ice
arena, picnic shelter and trails. The 2025 Revised budget proposes a new position, Asset
Management/GIS Analyst, to oversee the assessment of all City assets and develop long-term
maintenance plans. The 2026 Proposed budget increases funding for IT, rolling stock and
building maintenance to better align funding with ongoing and future equipment and
maintenance needs.
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. Staff were provided with several new trainings in 2025 and 2026,
including business writing, presentations, equity, inclusive interview skills and a leadership
program for all supervisors. Leadership resumed stay interviews for new and newly promoted
staff. Effective succession planning resulted in two internal hires for director/deputy positions.
Implementing the MN Paid Leave program in 2026 will provide more leave options for
employees. Implementing electronic personnel forms will create efficiencies to allow HR staff
more time to support employees.
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 finalize an Equity Plan in 2025 to guide future
work and has launched a public equity and inclusion webpage to share more information on
the program with the community. Work continues to update HR processes to better align with
equity and inclusion goals. The 2026 budget funds an intern position to assist with these
projects.
The Revised 2025 and Proposed 2026 Budget balances meaningful progress on the City’s
priorities with the reality of limited resources and economic uncertainties. The 2026 City of
Richfield tax levy, as proposed, will increase by 5.97%. The increase is due to three main
factors: growing service demands, higher labor costs, and the need to invest in technology
infrastructure, and process improvements. 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.
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STRATEGIC DEVELOPMENT
High interest rates and construction costs, combined with insurance and labor challenges and
economic uncertainty, continue to slow new construction activity in the commercial and multi-
family sectors. During these times, the focus is on supporting the local economy, preserving
and investing in our existing resources, and positioning the City for future development
opportunities. A number of initiatives are underway:
Through a grant from Hennepin County, a national consultant is developing a branding
and placemaking strategy for downtown Richfield to highlight the area and help
enhance its vibrancy.
New business initiatives, created by the City’s Economic Development Authority
(EDA), are providing assistance to help small businesses grow and thrive in the
community and invest in outdated commercial spaces.
236 affordable rental units under new ownership are being preserved and rehabilitated
with financial investment from the City and its EDA and Housing and Redevelopment
Authority (HRA).
Changes are being made to the Zoning Code to encourage new “missing middle”
housing types to meet the needs of people at various stages of the life cycle.
Outside grant resources are being leveraged to address environmental contamination
on development parcels and to support the development of new affordable housing.
Construction of Penn Station, 42 units of affordable workforce housing, will begin soon
on formerly blighted commercial property at Penn Avenue and 65th Street, bringing
investment and new people to the corridor and adding a tax-forfeited property back to
the tax base.
Through its HRA and EDA, the City continues to support investment in the housing
stock and our residential neighborhoods. Having recently completed an evaluation of
its many housing programs, the City is poised to invest new state resources to address
community housing needs.
Strategic conversations with potential developers are ongoing to market properties
owned by the HRA for future redevelopment.
STATE AID
According to the Minnesota Management and Budget (MMB) July end of session summary,
the state will end the fiscal year (FY) 2024-2025 biennium with a projected surplus of $3.937
billion. This is an increase of $195 million over the February Budget and Economic Forecast of
$3.742 billion. The FY 2026-2027 biennium includes a projected surplus of $1.886 billion. This
surplus is a decrease of $2.051 billion from the FY 2024-2025 biennium. This decline is
attributed to higher inflation increasing expenses and a projected imbalance where spending
may outpace revenue in the future.
As noted in previous years, 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 remained flat at $3.41 million. 2026 LGA will continue to remain flat at $3.45 million.
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 which will significantly add to the City’s tax base in 2026, thus reducing
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LGA in future years. 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 few years of lower commercial values. The increase, coupled
with Richfield’s increased population, resulted in an additional $134,500 to be distributed in
2026.
INFRASTRUCTURE
The 2026 Capital Improvement Budget (CIB) reflects funding for numerous projects throughout
the city. In 2026, efforts will include the Nicollet Avenue Reconstruction, new sidewalk along
East 73rd Street and ongoing bike, pedestrian, ADA and pavement management programs.
The CIB also includes funding for several other utility projects, including: the HUB
Redevelopment Participation project, sanitary sewer main lining, the rehabilitation of storm
water collection mains and manhole structures, and improvements at the Water Treatment
Plant.
Finally, the 2026 CIB recommends funding for recreation and open space improvement
projects, including building repairs for the community center, park capital projects, Wood Lake
trail updates and the replacement of playground equipment.
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 is expected to contribute according to the county’s local cost-share policies. The
reconstruction of 69th Street and improvements to 76th Street are planned in 2028.
The recommended CIP also includes additional funding for the new Wood Lake Nature Center
building in 2026, as well as significant pool, ice arena and other improvements at Veteran’s
Park. The plan also continues to fund major maintenance for City buildings, and the
replacement of the City’s rolling stock and technology equipment.
PERSONNEL
Two full-time positions and two temporary positions are proposed in the 2025 Revised Budget.
Finance plans to add a Senior Financial Analyst position to improve processes, financial
reporting, and long-term financial planning.
Public Works plans to add an Asset Management/GIS position to oversee a city-wide
project to assess capital assets and develop maintenance plans.
A part-time HR position is helping to fill gaps due to staff vacancies through the end of
the year.
A part-time Website Technician is planned to assist for one year to upgrade the website
and address accessibility requirements.
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Personnel costs are also increasing due to a 3% cost of living adjustment for all employees,
step increases for eligible employees, and a 9.5% increase in the cost of health insurance,
which is split equally between the employees and the City. Negotiations with all five bargaining
units is underway to update contracts for 2026-2027; estimated costs are included in the
proposed budget.
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 2026 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 is a continued 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 2026, it will account for 9.83%. Conversely,
property taxes have grown from 40% of revenues in 2001 to 71.75% in 2026.
The 2026 budgeted General Fund revenues of $35,079,115 represent a 7.18% increase from
the 2025 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. In 2026, the General Fund will receive: $387,600 from the Liquor
Operations fund to offset administrative costs related to the liquor division operations. A
comparison of actual General Fund revenues from 2025 to 2026 is shown in Figure 1 below.
Figure 1
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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 2026 expenditures are consistent with
the expenditures from 2025 (Figure 2). In the 2026 Budget, 58% of the total expenditures are
designated for Public Safety and Fire Department operations, while an additional 17% 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 2026 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
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The most significant issues for the 2025 Revised and 2026 Proposed General Fund
Department Budgets are summarized in the following section.
2025 REVISED AND 2026 PROPOSED DEPARTMENT BUDGETS
Legislative/Executive
The 2025 Revised budget reflects a 1.06% decrease due to savings from not renewing a
contract. The 2026 proposed budget reflects an increase of 3.49% due to increased personnel
costs and shifting costs away from the Communications budget. In addition, equity projects and
an equity intern are included in the 2026 proposed budget.
Administrative Services
The Administrative Services Department 2025 revised budget shows an increase of 0.39% due
to cost associated with JD Edward data clean up. The 2026 proposed budget reflects an
increase of 9.14% due to increased personnel, and training costs and to ensure focus on
continuing education with area HR organizations. Further, this percentage increase is due to
the addition of temporary staff needed to support the rollout and implementation of the
mandated Minnesota Paid Leave program.
Finance
The Finance Department 2025 Revised budget reflects a 26.87% decrease for 2025 as the use
of professional services contracts decreased. The 2026 proposed budget reflects an increase
of 3.18% increase. The 2026 Proposed budget increase from the 2025 Adopted budget by
3.48% and this is due to the addition of a senior financial analyst.
Public Safety
The Public Safety Department reflects a decrease of 1.86% in 2025 revised budget compared
to the 2025 adopted budget. The 2026 proposed budget is up by 6.38%. 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. If the planned Public Safety Aid (PSA)
transfer of $305,395 were included in the Public Safety budget, the proposed budget would be
up 4.00%.
Fire
The Fire Department Proposed budget for 2026 reflects a 7.32% increase over the 2025
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. If the planned Public Safety
Aid (PSA) transfer of $140,000 were included in the Fire Department’s budget, the proposed
budget would be up 5.04%.
Community Development
The revised 2025 Community Development Budget represents a 3.15% decrease over
approved due to staff turnover and temporary vacancies. The 2026 Proposed budget reflects
a 2.73% increase over the 2025 Adopted budget. Technology updates continue to provide
savings; however, increased compensation, professional development, and the general costs
of doing business continue to increase.
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Public Works
The 2026 Public Works Department budget reflects a 11.15% increase from the 2025 Adopted
budget. The increase is the result of increases in personnel, consultant services, equipment
purchases, professional development and operational costs. The Street Maintenance Division
includes a 17.23% increase from the 2025 Adopted budget. This increase is due to upfront
costs the division will absorb prior to reimbursement related to the administration of the USFS
grant to remove and replace trees. With the grant reimbursement accounted for, the 2026
Proposed budget for this division would reflect an increase of 3.97% from the 2025 Adopted
budget.
Recreation Services
The Recreation Services Department 2026 Proposed budget indicates a 3.50% increase over
the 2025 Adopted budget. The increase is mostly due to increases in personal services and
higher cost of employee benefits. The Recreation Services Administration division budget
shows the largest increase, and this is primarily due to increased credit card service fees, and
a consolidation of credit card service fees from the Wood Lake Nature Center and Recreation
Programs budgets into the Administration Division budget.
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 2026,
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 covers wages
and salaries for the Communications and Engagement Manager (FT), Communications
Specialist (PT) and Video Production Assistant (intermittent). The team is responsible for the
City’s website, social media, cable bulletin board, press releases and other internal and
external communications.
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.
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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).
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 bio-terrorism, 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 was completed in 2025.
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.
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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.
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 can not 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 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.
ENTERPRISE FUNDS
Liquor Stores Fund
The City of Richfield operates four municipal liquor stores. Total sales for the four liquor stores
for 2025 are projected to be $13.80 million and modestly decrease to $13.75 million in 2026.
Operating expenses budgeted for 2026 for the four stores total $3.17 million. This reflects an
increase from the 2025 adopted operating expenses. For the four stores, the projected profit
before transfers for 2026 is expected to be $813,005 with budgeted transfers to the Special
Revenue Fund of $475,000 and $387,600 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 2026
Proposed reflect an increase of $250,416 from 2025 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 2025 and 2026. Included in the current budgets are capital improvements
totaling $494,825 in 2025 and $2,825,000 in 2026. The 2026 improvements relate to
replacement of water plant elevator, sludge pump replacement, emergency water system
interconnect and water plant generator. The Wastewater Utility Fund provides collection of
sanitary wastewater from approximately 10,800 accounts in the city. The 2026 Sanitary
Wastewater Operating Budget is approximately $4.9 million. The most significant expense is
the wastewater treatment charges paid to Metropolitan Council Environmental Services
(MCES). The MCES 2026 charges are expected to increase from the budgeted 2025 level of
$2,580,870 to $2,629,750, a 1.89% increase.
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Water rates for 2026 will increase across the three tier levels by 5%. Tier 1 will increase 26
cents per thousand gallons, Tier 2 will increase 31 cents per thousand gallons and Tier 3 will
increase 37 cents per thousand gallons. The wastewater rates will increase by 2% or 13 cents
per thousand gallons for 2026.
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. A 5% rate increase is proposed for 2026.
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 5% over 2025
levels. The funding for the replacement of equipment that the operation maintains will be
accomplished through a general tax levy in the amount of $1,174,725. The increase is in
response to increased costs incurred in the purchase of rolling stock and equipment.
Additionally, it is projected that for 2025 and 2026, 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 2025 of $1,518,480 and $1,664,730 in 2026. The significant
purchases planned for 2026 are:
Fire Truck at $302,100
Chipper at $250,000
Marked Police Squads (3) at $210,000
Flush Truck/Roll-Off at $203,000
Squads - Police LT (3) at $180,000
Squads - Police Investigators (3) at $180,000
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 $407,580. The fund is scheduled to make capital purchases in 2025
of $130,324 and $89,908 in 2026. 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.
Insurance/Risk Management Fund
The Insurance/Risk Management 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 2026, 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.
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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.
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 2026 of $36,845,000. 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 $25,000.
CAPITAL IMPROVEMENTS BUDGET
The Capital Improvement Budget recommends $23,301,136 of expenditures in 2026. 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 so that the City can be a thriving community into the
future. I would like to take this opportunity to thank Budget, Cash and Debt Manager, Stephen
McDaniel, and all City departments for their input and help in preparing the 2026 budget. In
addition, I thank the City Council for providing the vision, values and priorities that guide our
work.
Respectfully submitted,
Katie Rodriguez
City Manager
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CITY OFFICIALS
Term of Office
4 Years
4 Years
4 Years
4 Years
MAYOR - MARY SUPPLE
COUNCIL MEMBER - SHARON CHRISTENSEN
COUNCIL MEMBER - WALTER BURK
COUNCIL MEMBER - SEAN HAYFORD OLEARY
COUNCIL MEMBER - RORI A. COLEMAN-WOODS 4 Years
ADMINISTRATIVE STAFF
KA TIE RODRIGUEZ - CITY MANAGER
MARY BOGIE - FINANCE DIRECTOR
MICHELLE FRIEDRICH - CITY CLERK
Term Expires
January 12, 2027
January 12, 2027
January 9, 2029
January 9, 2029
January 9, 2029
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CITY OF RICHFIELD
ADMINISTRATIVE ORGANIZATION CHART
Deputy Registrar Central Garage
& Equipment
City Clerk Emergency
Services
Street
Maintenance/Fores
try
Liquor Operations
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
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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
Utility
Insurance/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.
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BUDGET SUMMARY
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SUMMARY OF 2025 REVISED BUDGET ALL FUNDS
Fund Balance Fund Balance
FUND January 1, 2025 Revenues Expenditures December 31, 2025
General 12,072,470$ 32,786,498$ 32,432,108$ 12,426,860$
Special Revenue Funds
Liquor Contribution 154,828 476,000 475,000 155,828
Tourism Administration 58,430 7,150 5,440 60,140
Communications 1,889,161 285,000 388,840 1,785,321
Elections 2,395,389 458,000 274,320 2,579,069
Drug Felony/Forfeiture 280,133 38,500 94,900 223,733
Public Safety Compliance 300,106 97,600 24,650 373,056
Recreation Contributions 104,772 165,000 146,000 123,772
Nature Center Contributions 262,357 87,000 78,953 270,404
Public Health Grants 139,347 57,827 110,000 87,174
Wood Lake Half Marathon 91,878 69,000 85,000 75,878
Franchise Fees 2,450,331 2,500,000 2,388,000 2,562,331
Ice Arena (2,062,734) 1,982,900 1,379,050 (1,458,884)
Swimming Pool 209,956 671,050 643,850 237,156
Special Facilities 75,655 67,510 67,690 75,475
Recreation Special Program 352,836 571,932 639,017 285,751
Opioid Settlement 300,825 57,113 12,000 345,938
Public Safety Aid 1,510,309 50,000 134,000 1,426,309
Street Light User Fee 184,447 380,000 332,000 232,447
Enterprise Funds *
Liquor 6,014,593 13,806,190 13,760,535 6,060,248
Water & Sewer Utility**19,084,612 10,488,614 9,823,760 19,749,466
Storm Sewer Utility **9,459,957 2,657,180 3,087,600 9,029,537
Internal Service Funds *
Central Garage 5,733,207 3,016,080 2,542,850 6,206,437
Information Technologies 405,516 1,779,324 1,719,902 464,938
Insurance/Risk Management 3,011,513 1,189,220 1,347,565 2,853,168
Building Services 980,628 1,083,800 1,091,627 972,801
Compensated Absences 238,729 - - 238,729
Debt Service Funds **
G.O. Improvement Bonds 6,613,967 4,897,375 4,222,961 7,288,381
G.O. Redevelopment Bonds - 267,238 267,238 -
Capital Improvement Funds
Recreational Development 1,615,645 20,587,000 20,587,000 1,615,645
Right-of-Way Improvements 7,558,710 5,544,500 5,544,500 7,558,710
Public Facilities - 2,317,855 2,317,855 -
Buildings, Fleet and Technology - 1,748,810 1,748,810 -
TOTALS 81,487,573$ 110,191,266$ 107,773,021$ 83,905,818$
* 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.
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SUMMARY OF 2026 BUDGET ALL FUNDS
Fund Balance Fund Balance
FUND January 1, 2026 Revenues Expenditures December 31, 2026
General 12,426,860$ 35,079,115$ 35,079,115$ 12,426,860$
Special Revenue Funds
Liquor Contribution 155,828 476,000 475,000 156,828
Tourism Administration 60,140 7,150 5,440 61,850
Communications 1,785,321 276,500 412,420 1,649,401
Elections 2,579,069 379,600 328,331 2,630,338
Drug Felony/Forfeiture 223,733 38,500 34,100 228,133
Public Safety Compliance 373,056 46,300 25,000 394,356
Recreation Contributions 123,772 165,000 148,000 140,772
Nature Center Contributions 270,404 85,000 78,864 276,540
Public Health Grants 87,174 51,214 51,214 87,174
Wood Lake Half Marathon 75,878 70,000 90,000 55,878
Franchise Fees 2,562,331 2,500,000 2,789,700 2,272,631
Ice Arena (1,458,884) 2,065,270 1,399,878 (793,492)
Swimming Pool 237,156 710,810 663,320 284,646
Special Facilities 75,475 69,980 68,680 76,775
Recreation Special Program 285,751 526,789 443,273 369,267
Opioid Settlement 345,938 57,113 12,000 391,051
Public Safety Aid 1,426,309 50,000 446,095 1,030,214
Street Light User Fee 232,447 380,000 332,000 280,447
Enterprise Funds *
Liquor 6,060,248 13,745,200 13,794,795 6,010,653
Water & Sewer Utility**19,749,466 10,847,230 10,389,360 20,207,336
Storm Sewer Utility **9,029,537 2,676,020 2,357,460 9,348,097
Internal Service Funds *
Central Garage 6,206,437 3,097,530 2,618,580 6,685,387
Information Technologies 464,938 1,902,141 1,872,703 494,376
Insurance/Risk Management 2,853,168 1,212,720 1,618,602 2,447,286
Building Services 972,801 1,126,610 1,137,319 962,092
Compensated Absences 238,729 - - 238,729
Debt Service Funds **
G.O. Improvement Bonds 7,288,381 4,743,730 4,208,974 7,823,137
G.O. Redevelopment Bonds - - - -
Capital Improvement Funds
Recreational Development 1,615,645 6,725,000 6,725,000 1,615,645
Right-of-Way Improvements 7,558,710 9,926,500 9,926,500 7,558,710
Public Facilities - 3,025,000 3,025,000 -
Buildings, Fleet and Technology - 3,624,636 3,624,636
TOTALS 83,905,818$ 105,686,658$ 104,181,359$ 85,411,117$
* 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.
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COMPARATIVE ANALYSIS OF REVENUES ALL FUNDS
2024 2025 2025 2026
Actual Budget Revised Budget
*General Fund 31,657,238 32,729,960 32,786,498 35,079,115
Special Revenue Funds
Liquor Contribution Fund 507,326 476,000 476,000 476,000 Tourism Administration 11,398 7,150 7,150 7,150 Communications 384,368 240,000 285,000 276,500
Elections 522,176 394,700 458,000 379,600
Drug Felony/Forfeiture 47,742 35,900 38,500 38,500 Public Safety Compliance 99,466 35,500 97,600 46,300 Recreation Contributions 169,900 120,000 165,000 165,000
Nature Center Contributions 94,767 87,000 87,000 85,000
Public Health Grants 152,201 230,967 57,827 51,214 Wood Lake Half Marathon 67,088 73,000 69,000 70,000 Franchise Fees 2,573,122 2,500,000 2,500,000 2,500,000
Ice Arena 1,795,960 1,982,900 1,982,900 2,065,270
Swimming Pool 616,049 671,050 671,050 710,810 Special Facilities 67,961 67,510 67,510 69,980 Recreation Special Program 404,599 441,001 571,932 526,789
Opioid Grant 176,616 57,113 57,113 57,113
Public Safety Aid 77,903 5,000 50,000 50,000
Street Light User Fee 391,032 332,000 380,000 380,000
Enterprise Funds*
Liquor 14,163,389 13,624,951 13,806,190 13,745,200
Water & Sewer Utility 9,515,662 10,484,610 10,488,614 10,847,230 Storm Sewer Utility 2,610,364 2,517,660 2,657,180 2,676,020
Internal Service Funds
Central Garage 2,826,597 3,116,070 3,016,080 3,097,530 Information Technologies 1,648,751 1,780,270 1,779,324 1,902,141 Insurance/Risk Management 1,185,441 1,089,220 1,189,220 1,212,720
Building Services 1,094,072 1,083,800 1,083,800 1,126,610
Compensated Absences - - - -
Debt Service Funds
G.O. Improvement Bonds 4,989,685 4,897,375 4,897,375 4,743,730
G.O. Redevelopment Bonds 876,731 267,238 267,238 -
Capital Improvement Funds*
Recreational Development 1,996,793 20,587,000 20,587,000 6,725,000
Right-of-Way Improvements 1,699,878 5,804,500 5,544,500 9,926,500
Public Facilities 552,900 2,670,000 2,317,855 3,025,000 Buildings, Fleet and Technology 2,821,608 3,384,354 1,748,810 3,624,636
Total 85,798,783$ 111,793,799$ 110,191,266$ 105,686,658$
*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.
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COMPARATIVE ANALYSIS OF EXPENDITURES ALL FUNDS
2024 2025 2025 2026
Actual Budget Revised Budget
*General Fund
Legislative/Executive 1,138,264$ 1,314,929$ 1,300,946$ 1,360,777$
Administrative Services 1,250,238 1,304,174 1,357,601 1,427,977
Finance 1,375,161 678,020 495,832 701,628
Public Safety 11,910,055 12,824,640 12,586,184 13,642,788
Fire 5,902,341 6,188,977 6,333,130 6,641,729
Community Development 1,736,431 1,865,120 1,806,325 1,916,110
Public Works 5,104,975 5,303,150 5,301,140 5,894,340
Recreation Services 2,324,291 2,474,590 2,474,590 2,561,200
Operating transfers 330,000 352,250 352,250 372,250
Miscellaneous - 424,110 424,110 560,316
Subtotal 31,071,756$ 32,729,960$ 32,432,108$ 35,079,115$
Special Revenue Funds
Liquor Contribution Fund 500,000 475,000 475,000 475,000
Tourism Administration 5,440 5,440 5,440 5,440
Communications 393,215 422,220 388,840 412,420
Election 482,323 334,050 274,320 328,331
Drug Felony/Forfeiture 56,219 30,000 94,900 34,100
Public Safety Compliance 56,887 17,600 24,650 25,000
Recreation Contributions 146,685 145,500 146,000 148,000
Nature Center Contributions 54,942 75,000 78,953 78,864
Public Health Grants 143,756 177,835 110,000 51,214
Wood Lake Half Marathon 55,504 66,000 85,000 90,000
Franchise Fees 1,403,213 2,958,000 2,388,000 2,789,700
Ice Arena 1,329,750 1,379,050 1,379,050 1,399,878
Swimming Pool 634,791 643,850 643,850 663,320
Special Facilities 53,864 67,690 67,690 68,680
Recreation Special Program 286,199 393,354 639,017 443,273
Opioid Settlement 7,873 150,000 12,000 12,000
Public Safety Aid 171,890 438,110 134,000 446,095
Street Light User Fee 206,585 332,000 332,000 332,000
Enterprise Funds*
Liquor 13,592,882 13,728,269 13,760,535 13,794,795
Water & Sewer Utility 9,890,889 9,606,650 9,823,760 10,389,360
Storm Sewer Utility 2,098,930 2,774,160 3,087,600 2,357,460
Internal Service Funds
Central Garage 2,648,593 2,515,030 2,542,850 2,618,580
Information Technologies 1,374,077 1,812,880 1,719,902 1,872,703
Insurance/Risk Management 2,676,118 1,245,340 1,347,565 1,618,602
Building Services 950,931 1,077,470 1,091,627 1,137,319
Compensated Absences - - - -
Debt Service Funds
G.O. Improvement Bonds 4,639,011 4,222,961 4,222,961 4,208,974
G.O. Redevelopment Bonds 876,731 267,238 267,238 -
Capital Improvement Funds*
Recreational Development 1,996,793 20,587,000 20,587,000 6,725,000
Right-of-Way Improvements 1,699,878 5,804,500 5,544,500 9,926,500
Public Facilities 552,900 2,670,000 2,317,855 3,025,000
Buildings, Fleet and Technology 2,821,608 3,384,354 1,748,810 3,624,636
Total 82,880,233$ 110,536,511$ 107,773,021$ 104,181,359$
* 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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GENERAL FUND
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COMPARATIVE ANALYSIS OF 2025 ADOPTED, 2025 REVISED AND 2026 BUDGET - GENERAL FUND
Adopted/Proposed %Increase/Adopted 2025 Revised 2025 Proposed 2026 (Decrease)
REVENUES Property Taxes 23,419,852$ 23,419,852$ 25,168,647$ 7.47% Licenses and Permits 1,177,750 1,121,850 1,130,850 -3.98% Intergovernmental Revenue 5,294,208 5,492,443 5,766,368 8.92% Charges for Services 1,766,800 1,947,888 1,830,300 3.59% Fines and Forfeitures 200,000 215,000 220,000 10.00% Miscellaneous Revenues 58,750 80,975 129,255 120.01% Transfers 812,600 508,490 833,695 2.60% Total Revenues 32,729,960$ 32,786,498$ 35,079,115$ 7.18%
EXPENDITURES Legislative/Executive 1,314,929$ 1,300,946$ 1,360,777$ 3.49% Administrative Services 1,304,174 1,357,601 1,427,977 9.49% Finance 678,020 495,832 701,628 3.48% Public Safety 12,824,640 12,586,184 13,642,788 6.38% Fire 6,188,977 6,333,130 6,641,729 7.32% Community Development 1,865,120 1,806,325 1,916,110 2.73% Public Works 5,303,150 5,301,140 5,894,340 11.15% Recreation Services 2,474,590 2,474,590 2,561,200 3.50% Transfers 352,250 352,250 372,250 5.68%
0.44% related to PFML - - 115,000 40% GF Reserve 424,110 424,110 445,316 5.00%
Total Expenditures 32,729,960$ 32,432,108$ 35,079,115$ 7.18%
The 2026 Proposed General Fund budget reflects a 7.18%increase in revenues and expenditures as compared tothe2025 Adopted budget.The 2024 Revised budget reflects a 0.91%decrease when compared to the 2025 Adoptedbudget.
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 2026 Proposedbudget these four sources account for 95.78%of total General Fund revenues.
EXPENDITURES
The largest expenditures incurred by the General Fund remain those for public safety,fire and public works.Theproposed 2026 tax levy for the General Fund does not even cover the budgeted 2026 expenditures of these threedepartments.
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COMPARATIVE ANALYSIS OF FUND BALANCE - GENERAL FUND
2024 2025 2025 2026ActualBudgetRevisedBudget
Fund Balance - January 1 11,486,988$ 11,486,988$ 12,072,470$ 12,426,860$
Revenue and Transfers 31,657,238 32,729,960 32,786,498 35,079,115
Total Available 43,144,226 44,216,948 44,858,968 47,505,975
Expenditures and Transfers 31,071,756 32,729,960 32,432,108 35,079,115
Fund Balance - December 31 12,072,470$ 11,486,988$ 12,426,860$ 12,426,860$
Fund Balances:
Nonspendable -$ -$ -$ -$
Unassigned 12,072,470 11,486,988 12,426,860 12,426,860
Total Fund Balance 12,072,470$ 11,486,988$ 12,426,860$ 12,426,860$
Revised Budget 2025 Budget 2026
SOURCE Total Percent Total Percent
Taxes 23,419,852$ 71.43%25,168,647$ 71.75%Licenses and Permits 1,121,850 3.42%1,130,850 3.21%
Intergovernmental Revenues: Local Government Aid 3,410,633 10.40%3,448,397 9.83% Other 2,081,810 6.35%2,317,971 6.61% Subtotal 5,492,443 91.61%5,766,368 91.41%
Charges for Services 1,947,888 5.94%1,830,300 5.22%
Fines and Forfeitures 215,000 0.66%220,000 0.63%
Miscellaneous Revenues 80,975 0.25%129,255 0.37%
Transfers 508,490 1.55%833,695 2.38%
Total Revenues 32,786,498$ 100.00%35,079,115$ 100.00%
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COMPARATIVE ANALYSIS OF REVENUES - GENERAL FUND
2024 2025 2025 2026
Actual Budget Revised Budget
Taxes Current Ad Valorem 19,163,887$ 18,720,207$ 18,720,207$ 20,334,502$ Fiscal Disparities 3,047,406 4,699,645 4,699,645 4,834,145
Total Property Taxes 22,211,293$ 23,419,852$ 23,419,852$ 25,168,647$
License and Permits
Business Licenses 276,862$ 261,400$ 237,000$ 261,000$ Non Business Licenses and Permits 853,799 916,350 884,850 869,850
Total License and Permits 1,130,661$ 1,177,750$ 1,121,850$ 1,130,850$
Intergovernmental Revenue Federal -
Grants 109,806$ 160,800$ 160,000$ 160,000$ State :
Local Government Aid 3,392,552 3,410,633 3,410,633 3,448,397 Law Officer Training 42,573 45,000 43,000 43,000 Police State Aid 537,054 430,000 440,000 450,000
Fire State Aid 265,690 238,000 250,000 250,000 State-aid Street Maintenance 334,500 315,000 315,000 315,000
Grants - Other 248,021 475,900 264,879 470,000 Community Health Services 177,835 197,835 177,835 177,835
Support Services 65,016 - 431,096 431,096 County-
Grants - Other 30 21,040 - 21,040
Total Intergovernmental Revenue 5,173,077$ 5,294,208$ 5,492,443$ 5,766,368$
Charges for Services
General Government and Deputy Registrar 1,536,700 1,378,500 1,537,838 1,420,000
Public Safety 42,285 40,000 58,500 54,000 Park and Recreation 324,229 250,650 293,540 292,200 Nature Center 112,049 97,650 58,010 64,100
Total Charges for Services 2,015,263$ 1,766,800$ 1,947,888$ 1,830,300$
Fines and Forfeits
Municipal Court Fines 221,719$ 200,000$ 215,000$ 220,000$
Total Fines and Forfeits 221,719$ 200,000$ 215,000$ 220,000$
Miscellaneous Revenues
Investment Income 235,845$ 50,000$ 50,000$ 100,000$ Rents 22,548 3,000 1,750 -
Recovery - Damage to Property - 5,000 5,000 5,000 Special Assessments 19,140 - - -
Other 5,402 750 24,225 24,255
Total Miscellaneous Revenues 282,935$ 58,750$ 80,975$ 129,255$
Transfers 622,290$ 812,600$ 508,490$ 833,695$
TOTAL REVENUES 31,657,238$ 32,729,960$ 32,786,498$ 35,079,115$
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2024 2025 2025 2026
Actual Budget Revised Budget
Legislative/Executive
Mayor-Council 245,945$ 320,970$ 310,970 323,712$
Other Agencies 108,329 116,140 116,110 120,174$
City Manager 479,752 518,669 514,716 552,711$
Legal 304,238 359,150 359,150 364,180$
Subtotal 1,138,264$ 1,314,929$ 1,300,946$ 1,360,777$
Administrative Services
Administration 145,272$ 165,550$ 166,194$ 171,262$
Human Resources 278,074 277,260 337,748$ 360,783$
Deputy Registrar 777,148 815,114 805,285$ 848,060$
City Clerk 49,744 46,250 48,374$ 47,872$
Subtotal 1,250,238$ 1,304,174$ 1,357,601$ 1,427,977$
Finance
Finance 948,441$ 665,500$ 483,312$ 688,788$
Assessing 426,720 12,520 12,520 12,840
Subtotal 1,375,161$ 678,020$ 495,832$ 701,628$
Public Safety
Support Services 1,177,678$ 1,340,940$ 1,260,764$ 1,365,558$
Police 10,707,721 11,441,350 11,276,900 12,228,570
Emergency Services 24,656 42,350 48,520 48,660
Subtotal 11,910,055$ 12,824,640$ 12,586,184$ 13,642,788$
Fire
Fire 5,902,341$ 6,188,977$ 6,333,130$ 6,641,729$
Subtotal 5,902,341$ 6,188,977$ 6,333,130$ 6,641,729$
Community Development
Administration 34,442$ 67,370$ 67,370$ 69,860$
Planning & Zoning 314,001 347,530 339,720 362,490
Inspections 1,387,988 1,450,220 1,399,235 1,483,760
Subtotal 1,736,431$ 1,865,120$ 1,806,325$ 1,916,110$
Public Works
Administration 309,304$ 220,960$ 220,940$ 227,560$
Engineering 632,524 589,560 589,380 607,220
Streets 2,569,956 2,789,570 2,788,640 3,270,230
Park Maintenance 1,593,191 1,703,060 1,702,180 1,789,330
Subtotal 5,104,975$ 5,303,150$ 5,301,140$ 5,894,340$
Recreation Services
Recreation Administration 522,959$ 516,567$ 539,277$ 571,780$
Recreation 1,123,316 1,226,363 1,251,936 1,289,399
Nature Center 678,016 731,660 683,377 700,021
Subtotal 2,324,291$ 2,474,590$ 2,474,590$ 2,561,200$
Transfers Out
Special Revenue Funds 330,000$ 352,250$ 352,250$ 372,250$
330,000$ 352,250$ 352,250$ 372,250$
Miscellaneous
0.44% related to PFML - -$ - 115,000
40% Fund Balance Reserve -$ 424,110 424,110$ 445,316$
-$ 424,110$ 424,110$ 560,316$
TOTAL EXPENDITURES 31,071,756$ 32,729,960$ 32,432,108$ 35,079,115$
COMPARATIVE ANALYSIS OF EXPENDITURES - GENERAL FUND
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LEGISLATIVE / EXECUTIVE
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
245,945 320,970 310,970 323,712Mayor Council $$$$0.85%10100
108,329 116,140 116,110 120,174Other Agencies 3.47%10105
479,752 518,669 514,716 552,711City Manager 6.56%10115
304,238 359,150 359,150 364,180Legal 1.40%10120
1,314,929 1,300,946 1,360,7771,138,264Legislative/Executive TOTAL $$$$3.49%
LEGISLATIVE/EXECUTIVE
YEAR AMOUNT
2024 $1,138,264
2025B $1,314,929
2025R $1,300,946
2026B $1,360,777
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
2024 2025B 2025R 2026B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
LEGISLATIVE/EXECUTIVE EXPENDITURES
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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.
2025 HIGHLIGHTS
•Participated in the annual City Council-Staff Retreat, emphasizing the Council’sownership of the City’s strategic plan—its purpose, priorities, direction, andaccountability. Staff, guided by the Council, is responsible for implementing the plan,determining methods, and measuring performance related to its goals and action
steps.
•Quarterly meetings to focus on long-term vision and planning, and to maintain a highfunctioning team.
•Fostered community engagement by serving as liaisons to City boards and
commissions. Improved commission recruiting procedures and provided onboardingfor 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 second State of the Community event.
•Advocated for City priorities at the federal, state and county level to help shape keyregional projects and statewide reforms.
•Increased Richfield’s regional presence by partnering with regional organizations like
the I-494 Corridor Commission, I-35W Solutions Alliance, Greater MSP and RegionalCouncil 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.
•Contracted with Craig Rapp Consulting for an essential services plan to better defineessential services, prioritize services and programs and explore more efficient andeffective service delivery models.
2026 DIVISION GOALS
•Embed Strategic Plan mission, vision, values and priorities/outcomes in Council policyand 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 ofJuly, 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
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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 relativeburden (City Council Priority/Outcome 3b).
•Finalize an essential services plan to better define essential services, prioritize
services and programs and explore more efficient and effective service deliverymodels (City Council Priority/Outcome 1b-c).
DIVISION EXPENDITURE COMMENT
The 2025 revised budget is 3.12% lower than the 2025 adopted budget, primarily due to
the city not renewing its contract with Envisio. Staff were able to develop a more effective report for progress on the Strategic Plan with existing software which resulted in a $25,000 annual savings. The 2026 proposed budget reflects a 0.85% increase from the 2025 adopted budget due to moving the Southwest Cable Commission from the Communications budget to the City Council budget. Additionally, the full cost of the State
of the Community has been moved from the Communications budget to the City Council budget. The Communications budget is funded by Comcast franchise fees which are declining as residents choose streaming platforms.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
Mayor Council - 10100BUSINESS UNIT:
Personal Services
6005 55,542 57,157 57,157 58,871Full Time $$$$
6031 1,374 1,533 1,533 1,579Employer Social Security
6032 711 829 829 854Employer Medicare
6033 1,575 1,621 1,621 1,670Employer Pera
6038 30 30 30 30Workers Compensation
61,170 61,170 63,00459,232Personal Services Total $$$$
Other Services & Charges
6103 78,326 95,000 70,000 77,500Professional Services -General $$$$
6202 12,846 14,190 14,190 11,820Data Processing Rental
6207 18,160 18,700 18,700 19,450Utility Services
6301 912 1,000 - - Advertising & Publication
6302 40 - - - Communications
6303 5,937 5,500 5,500 6,000Professional Development
6305 50,111 70,950 86,950 86,718Subscriptions & Memberships
6308 590 610 610 620Property Liability
6401 307 750 750 750Office Supplies
6402 354 500 500 500Copy Charges
6403 2 50 50 50Postage
6409 329 550 550 550Uniforms & Clothing
6513 18,799 52,000 52,000 56,750Other Charges
259,800 249,800 260,708186,713Other Services & Charges Total $$$$
320,970 310,970 323,712245,945Mayor Council TOTAL $$$$
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GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
Mayor Council - 10100BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Part-Time Employees
1.00 1.00ExemptMayor1.00
4.00 4.00ExemptCouncil Member 4.00
5.00 5.00Total5.00
-- None $$-$
--Total $$-$
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OTHER AGENCIES DIVISION
MISSION STATEMENT
To award contracts to agencies delivering services to residents in Richfield through a competitive annual process.
DIVISION FOCUS
The Other Agencies Division focus is providing annual contracts to human service agencies serving Richfield residents.
2025 HIGHLIGHTS
•Awarded $91,800 in contracts to seven non-profit agencies to provide services to
Richfield residents.
2026 DIVISION GOALS
•Administer a competitive annual process to contract with social service agencies
to provide needed services to Richfield residents. The 2025 budget includes
$97,584 for social service agency contracts. (City Council Priority/Outcome 2c
and 5a).
DIVISION EXPENDITURE COMMENT
Interdepartmental labor charges will be reduced in 2026, making additional funds available for service contracts in 2026.
The allocation of the 2026 contracts will be determined by the City Council in early 2026.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
Other Agencies - 10105BUSINESS UNIT:
Personal Services
6051 30,229 24,340 24,310 22,590Interdepartmental Labor $$$$
24,340 24,310 22,59030,229Personal Services Total $$$$
Other Services & Charges
6515 78,100 91,800 91,800 97,584Human Services - Unallocated $$$$
91,800 91,800 97,58478,100Other Services & Charges Total $$$$
116,140 116,110 120,174108,329Other Agencies TOTAL $$$$
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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.
2025 HIGHLIGHTS
•Designed and launched internal strategic plan tracking tools that reduced the data-
entry burden on staff and resulted in cost-savings of $25,000 per year.
•Collaborated with Administrative Services in launching CivicPlus Select, anagenda management system used across all departments and divisions.
•Onboarded two new council members.
•Coordinated a wide range of training options for staff, including but not limited toequity training, PowerPoint training, business writing training, and leadershiptraining.
•Created an internal Commission Manual for staff to provide more focused supportto commission liaisons.
•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 effectivegovernance meetings.
•Collaborated with Human Resources to refine hiring and onboarding processes,train employees for inclusive interview practices, expand interview panels cross-
departmentally, and improve recruitment.
2026 DIVISION GOALS
•Continue to lead the integration of the City’s mission, vision, values, and strategicplan priorities into communications, processes, and City culture. Maintain
dashboards to track performance targets (City Council Priority/Outcome 1a).
•Lead internal equity team (CARES) to support implementation of equity toolkit (CityCouncil Priority/Outcome 5 a-c).
•Assist the Finance Department to develop long-term financial plans to fund
operations and capital needs (City Council Priority/Outcome 1b and 3b).
•Assist HR to develop a training program for staff (City Council Priority/Outcome4a).
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•Continue implementing 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 2026 legislative platform and partner with local legislators, stateagencies, and regional partners to advance key City priorities (City Council
Priority/Outcome 1a & 3b).
DIVISION EXPENDITURE COMMENT
The 2025 revised budget has a decrease of 0.76% from the 2025 adopted budget. The 2026 proposed budget has an increase of 6.56% from the 2025 adopted budget due to increased funding for equity projects, an equity intern, and increased personnel costs.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
City Manager - 10115BUSINESS UNIT:
Personal Services
6005 407,746 415,638 416,154 438,161Full Time $$$$
6031 23,811 24,691 24,776 26,013Employer Social Security
6032 5,792 5,774 5,919 6,233Employer Medicare
6033 29,572 31,173 31,212 32,862Employer Pera
6035 48,341 62,887 58,135 60,897Medical Insurance
6036 2,452 2,545 2,531 2,597Dental Insurance
6037 242 150 149 140Term Life
6038 890 890 890 910Workers Compensation
6040 568 708 737 776Long Term Disability
6055 (101,440)(93,540)(93,540)(90,310)Administrative Labor Credit
450,916 446,963 478,279417,974Personal Services Total $$$$
Other Services & Charges
6103 11,298 5,500 5,500 3,690Professional Services -General $$$$
6202 22,920 27,663 27,663 22,882Data Processing Rental
6207 9,070 9,340 9,340 9,710Utility Services
6302 1,383 2,640 2,640 2,640Communications
6303 3,713 11,000 11,000 12,600Professional Development
6305 4,253 5,000 5,000 5,000Subscriptions & Memberships
6307 5,126 4,050 4,050 4,130Insurance & Bonds
6308 1,120 1,160 1,160 1,180Property Liability
6401 1,588 1,000 1,000 1,000Office Supplies
6402 1,266 350 350 350Copy Charges
6403 3 50 50 50Postage
6513 38 - - 11,200Other Charges
67,753 67,753 74,43261,778Other Services & Charges Total $$$$
518,669 514,716 552,711479,752City Manager TOTAL $$$$
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GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
City Manager - 10115BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0022City Manager 1.00
1.00 1.0013Senior Analyst 1.00
1.00 1.0012Equity Coordinator 1.00
.50 .509Administrative Assistant .50
3.50 3.50Total3.50
-- None $$-$
--Total $$-$
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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 2026.
2025 HIGHLIGHTS
•Continued excellent legal representation by Kennedy and Graven and H/J Law (City
Council Priority/Outcome 1c).
2026 DIVISION GOALS
•To ensure that the City has the best legal representation possible for all facets of itsoperation (City Council Priority/Outcome 1c).
DIVISION EXPENDITURE COMMENT
The 2025 revised budget is the same as the 2025 adopted budget. The 2026 proposed budget is 1.40% higher, reflecting stable rates for professional services.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Legislative/ExecutiveDEPARTMENT:
Legal - 10120BUSINESS UNIT:
Other Services & Charges
6103 115,652 160,000 160,000 165,000Professional Services -General $$$$
6105 187,196 197,700 197,700 197,700Prosecution
6308 1,390 1,450 1,450 1,480Property Liability
359,150 359,150 364,180304,238Other Services & Charges Total $$$$
359,150 359,150 364,180304,238LegalTOTAL$$$$
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ADMINISTRATIVE SERVICES
47
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
145,272 165,550 166,194 171,262Administration$$$$3.45%10200
278,074 277,260 337,748 360,783Human Resources 30.12%10205
777,148 815,114 805,285 848,060Deputy Registrar 4.04%10215
49,744 46,250 48,374 47,872City Clerk 3.51%10216
1,304,174 1,357,601 1,427,9771,250,238Administrative Services TOTAL $$$$9.49%
REVENUES
791,568 710,000 700,000 700,000Deputy Registrar $$$$(1.41%)10215
90 - - - City Clerk - 10216
ADMINISTRATIVE SERVICES
YEAR AMOUNT
2024 $1,250,238
2025B $1,304,174
2025R $1,357,601
2026B $1,427,977
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
2024 2025B 2025R 2026B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
ADMINISTRATIVE SERVICES EXPENDITURES
48
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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 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.
2025 HIGHLIGHTS
•Completed all-five union negotiations.
•Implement Paid Leave.
•Completed first round of stay Interviews with new staff and staff newly promotedto management positions (City Council Priority/Outcome 1 & 4).
2026 GOALS
•Continue with Stay Interviews with new staff and staff newly promoted tomanagement positions (City Council Priority/Outcome 1 & 4).
•Develop processes for efficiency for Finance, Human Resources and InformationTechnology (IT).
•Develop organization-wide technology plan (City Council Priority/Outcome 1c).
DIVISION EXPENDITURE COMMENT
The 2025 revised budget reflects a 0.39% increase from the 2025 adopted budget. In
the 2026 proposed budget, there will be a 3.45% increase from the 2025 adopted budget.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Administration - 10200BUSINESS UNIT:
Personal Services
6005 181,176 174,450 174,856 183,430Full Time $$$$
6031 10,814 10,820 10,820 11,270Employer Social Security
6032 2,529 2,530 2,535 2,660Employer Medicare
6033 13,085 13,080 13,114 13,757Employer Pera
6035 1,278 - - - Medical Insurance
6036 801 720 720 750Dental Insurance
6037 79 40 40 40Term Life
6038 100 110 110 110Workers Compensation
6040 226 310 309 325Long Term Disability
6054 (68,670)(72,790)(72,790)(76,430)Interdepartmental Labor Credit
6055 (90,020)(53,880)(53,880)(55,580)Administrative Labor Credit
75,390 75,834 80,33251,398Personal Services Total $$$$
Other Services & Charges
6103 1,400 60 60 60Professional Services -General $$$$
6202 14,565 7,510 7,510 6,810Data Processing Rental
6207 74,170 76,400 76,400 79,460Utility Services
6302 397 - - - Communications
6303 - 1,800 2,000 1,500Professional Development
6305 - 1,500 1,500 250Subscriptions & Memberships
6307 1,765 1,130 1,130 1,150Insurance & Bonds
6308 710 700 700 710Property Liability
6401 6 200 200 130Office Supplies
6402 - 30 30 30Copy Charges
6403 158 30 30 30Postage
6414 703 800 800 800Other Supplies
90,160 90,360 90,93093,874Other Services & Charges Total $$$$
165,550 166,194 171,262145,272AdministrationTOTAL$$$$
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GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Administration - 10200BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0020A.S. Director/Assistant City Manager 1.00
1.00 1.00Total1.00
-- None $$-$
--Total $$-$
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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 onboarding of employees in conjunction with their department. Talent management, benefits administration, employee safety, employee and labor relations, employee training, alignment with 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.
2025 HIGHLIGHTS
•Increased recruiting, hiring and onboarding for city employees due to increased
turnover in 2024 (City Council Priority/Outcome 4).
•Conducted leadership searches and secured candidates for the following
positions: Fire Chief, HR Manager, Budget Manager, and IT Manager.
•Hired a temporary employee to complete the Laserfiche project.
•Contributed to a new design of PAF form with IT to increase efficiency and
compliance (City Council Priority/Outcome 1c).
•In process, facilitate contract negotiations with 5 unions.
•In-process, conduct an HR compliance audit.
•In-process, preparing for MN Paid Leave Act effect 1/1/2026.
•In-process, AWAIR Program training for all employees (except Police, Fire and
Public works as they have their own specialized training).
2026 GOALS •Implement MN Paid Leave for employees and eligible family members.•Conclude 2025 HR compliance projects and communicate to leadership andaffected employees.•Create and conduct a Richfield supervisory training course for all current, new tosupervision and new supervisory employees (City Council Priority/Outcome 4a&b).•Conduct an employee engagement survey, and provide training for all supervisors/managers on communicating and implementing outcomes.
DIVISION EXPENDITURE COMMENT
The 2025 Revised Budget reflects a 21.8% increase over the 2025 Adopted Budget.
The 2026 Proposed Budget reflects a 30.1% increase over the 2025 Adopted Budget. These increases are primarily due to the addition of temporary staff needed to support the rollout and implementation of the mandated Minnesota Paid Leave program.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Human Resources - 10205BUSINESS UNIT:
Personal Services
6005 285,473 300,340 279,449 308,693Full Time $$$$
6007 - - 3,000 3,000Seasonal
6009 115 - - - Overtime
6031 16,642 18,100 16,130 17,837Employer Social Security
6032 3,892 4,230 3,772 4,172Employer Medicare
6033 21,368 22,530 20,720 22,899Employer Pera
6035 46,007 48,150 45,942 50,454Medical Insurance
6036 2,207 2,170 2,058 2,206Dental Insurance
6037 218 130 121 120Term Life
6038 110 110 110 110Workers Compensation
6040 493 530 489 540Long Term Disability
6054 (161,270)(170,950)(170,950)(179,498)Interdepartmental Labor Credit
6055 (46,590)(48,450)(48,450)(50,150)Administrative Labor Credit
176,890 152,391 180,383168,665Personal Services Total $$$$
Other Services & Charges
6103 75,382 20,000 100,000 100,000Professional Services -General $$$$
6202 18,705 24,670 24,670 30,820Data Processing Rental
6301 - 100 300 500Advertising & Publication
6302 1,170 500 1,300 1,300Communications
6303 2,335 2,500 5,100 2,600Professional Development
6304 -10,000 10,000 12,000Employee Training
6305 300 21,380 22,767 12,800Subscriptions & Memberships
6307 3,531 2,250 2,250 2,300Insurance & Bonds
6308 550 570 570 580Property Liability
6312 5,350 15,000 15,000 15,000REEP Program
6315 - 1,000 1,000 - Other Contractual Services
6401 1,333 1,300 1,300 1,300Office Supplies
6402 737 1,000 1,000 1,000Copy Charges
6403 16 100 100 200Postage
100,370 185,357 180,400109,409Other Services & Charges Total $$$$
277,260 337,748 360,783278,074Human Resources TOTAL $$$$
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GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Human Resources - 10205BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0017HR Manager 1.00
1.00 1.0011HR Specialist 1.00
1.00 1.0011HR Specialist 1.00
3.00 3.00Total3.00
-- None $$-$
--Total $$-$
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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.
2025 HIGHLIGHTS
•Increased the number of dealer/business/car rental agency transactions, bringing additionalrevenue.
2025 DIVISION GOALS
•Provide excellent core services across all departments and continue to monitor forimprovements, efficiencies and cost savings.
•Continue to recruit, retain and develop a diverse, committed, high performing staff (CityCouncil Priority/Outcome 1 c).
2026 DIVISION GOALS
•Research the cost of a new point of sale system to help with the record keeping andorganization 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 tobetter 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.
DIVISION EXPENDITURE COMMENT
The 2026 budget reflects the challenges of staff turnover and cost to recruit and train motor vehicle staff. The 2025 revised budget reflects a -1.21% decrease from the 2025 adopted budget. In
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2026 proposed budget, there will be a 4.04% increase from the 2025 adopted budget.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Deputy Registrar - 10215BUSINESS UNIT:
Personal Services
6005 347,525 361,657 365,244 383,855Full Time $$$$
6006 124,333 138,615 128,998 138,241Part-time
6007 61,035 48,356 48,194 51,008Seasonal
6009 4,323 - - - Overtime
6031 31,572 33,738 36,420 38,490Employer Social Security
6032 7,384 7,890 8,517 9,000Employer Medicare
6033 38,720 40,997 44,296 46,808Employer Pera
6035 75,359 78,515 67,505 73,652Medical Insurance
6036 2,216 2,169 2,892 2,979Dental Insurance
6037 363 213 213 200Term Life
6038 1,220 1,220 1,220 1,240Workers Compensation
6040 662 604 646 679Long Term Disability
6055 (15,400)- - - Administrative Labor Credit
713,974 704,145 746,152679,312Personal Services Total $$$$
Other Services & Charges
6103 611 300 300 300Professional Services -General $$$$
6202 67,092 68,680 68,680 70,668Data Processing Rental
6205 - 270 270 270Maintenance & Repairs
6301 - 100 100 100Advertising & Publication
6302 - 250 250 250Communications
6303 2,091 2,100 2,100 2,150Professional Development
6305 600 660 660 660Subscriptions & Memberships
6307 5,715 4,500 4,500 4,590Insurance & Bonds
6308 2,100 2,180 2,180 2,220Property Liability
6401 6,271 10,000 10,000 8,000Office Supplies
6402 5,821 2,200 2,200 2,200Copy Charges
6403 7,535 7,100 7,100 7,700Postage
6414 - 200 200 200Other Supplies
6513 - 2,600 2,600 2,600Other Charges
101,140 101,140 101,90897,836Other Services & Charges Total $$$$
815,114 805,285 848,060777,148Deputy Registrar TOTAL $$$$
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GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
Deputy Registrar - 10215BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0012Motor Vehicle Supervisor 1.00
1.00 1.009Lead Licensing Technician 1.00
3.00 3.008Licensing Technician 3.00
5.00 5.00Total5.00
Intermittent Employees
1.00 1.006City Services Receptionist (2 people)1.00
1.00 1.00Total1.00
Part-Time Employees
2.50 2.508Licensing Technician(3 people)2.50
2.50 2.50Total2.50
-- None $$-$
--Total $$-$
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Department/Division
Actual Actual Actual Budget Budget20222023202420252026
Inputs:
Number of Full Time Employees 5 5 5 5 5
Division Expenditures 596,390$ 632,528$ 780,437$ 815,114$ 848,060
Outputs:
Motor Vehicle Transactions 49,459 50,000 55,125 50,000 50,000
Passport Transactions 7,299 7,754 7,400 7,400 7,400
Effectiveness Measures:
Motor Vehicle Revenues-Year 441,717$ 455,349$ 610,165$ 500,000$ 500,000
Passport Revenues-Year 183,261$ 205,352$ 180,438$ 210,000$ 210,000
Motor Vehicle Processing Time 8 minutes 8 minutes 9 minutes 8 minutes 8 minutes
Passport Processing Time 12 minute 15 minutes 20 minutes 15 minutes 15 minutes
Efficiency Measures:Accuracy of Motor Vehicle Trans 99%99%99%99%99%
Division Revenue per capita 11.94$ 12.31$ 16.49$ 13.52$ 13.52$
Division Expenditures per capita 16.12$ 17.10$ 21.10$ 22.03$ 22.92$
2025 Budget reflects removal of
Administrative Labor Credits
for further analysis
2024 Budget reflects legislative
approved fee increase
Population 36993
Performance Measures
Deputy Registrar
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CITY CLERK DIVISION
MISSION STATEMENT
To serve as the official clerk to the City Council, Housing and Redevelopment Authority (HRA), and Economic Development Authority (EDA); to maintain and safeguard all
official city records; to manage public data requests with transparency and efficiency; to
administer elections with integrity and accuracy; and to deliver equitable, responsive customer service to city staff, residents, and constituents.
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 City Clerk’s Division is responsible for the administration, retention of election
records, and the overall conduct of elections within the City. In collaboration with Hennepin County and the Minnesota Secretary of State, the division ensures fair, accurate, and transparent election processes. Year-round services include voter registration and providing up-to-date voter information to residents.
The division is also responsible for domestic partner registrations.
In 2025, the division focused on onboarding and continued training for the new
administrative assistant position, administering an election for the Richfield School
District, and implementation of an agenda management software platform.
2025 HIGHLIGHTS
•Ensure 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. (City Council
Priority/Outcome 1c).
•Maintained an accurate record of all City Council, HRA, and EDA Minutes,
Ordinances, Resolutions, and Legal Notices. (City Council Priority/Outcome 1, 3,
and 4).
•Assisted in transitioning the Richfield School District to even year school board
elections and facilitated the process. (City Council Priority/Outcome 1b and 1c).
•Administered the Richfield School District School Board Election.
•Implemented a new agenda management software platform, including
comprehensive training for staff, City Council, and Commissions. Enhanced
transparency and public engagement by launching a public portal feature,
improving access to City Council and Commission meetings. (City Council
Priority/Outcome 1c).
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•Collaborated with IT to establish Weblink (Laserfiche product) within our new
agenda management software platform. This will allow the public to easily access
historical records, including Council and Commission agenda packets, minutes,
resolutions, and ordinances. (City Council Priority/Outcome 1c and 1, 3, and 4).
•Streamlined consistent agenda templates for City Council and Commissions.
(City Council Priority/Outcome 1c).
•Enhanced the City’s data management system process of storing contracts
across the enterprise in one place for easier access. (City Council
Priority/Outcome 1.3 and 1, 3, and 4).
•Utilized and implemented AdobeSign consistently for contract signatures both
internal and external.
•Worked to ensure efficient operations for assessment search requests, and
tracked staff time, and total number of assessments the City receives and
responds to. (City Council Priority/Outcome Step 1c).
•Collaborated with Executive Department to update Council Rules of Procedure
and Decorum, and clarified language document on Council meeting processes.
•Enhanced municipal code update processes to include codification of approved
ordinances three times per year. (City Council Priority/Outcome 1c).
2026 DIVISION GOALS
•Continue to develop and enhance the data management system city-wide (City
Council Priority/Outcome 1c and 1, 3, and 4).
•Continue to produce and maintain accurate City records, resolutions, ordinances
and legal notices. Maximize efficiency and data management procedures. (City
Council Priority/Outcome 1c and 1, 3, and 4).
•Review retention schedule by department and develop a quarterly process for
destruction of expired retained documents. (City Council Priority/Outcome 1, 3,
and 4).
•Along with the Hennepin County Elections Department, administer a successful
election process for two elections: primary election and general election. (City
Council Priority/Outcome 1c).
•Continued involvement with the Municipal Clerks and Finance Officers
Association of Minnesota (MCFOA) and International Institute Municipal Clerks
(IIMC) for professional development.
•Continue to review and offer training and development opportunities for staff.
•Continue partnering with the CAREs Committee to broaden inclusion and equity
initiatives. (City Council Priority/Outcome 5.2).
•Continue to offer training on the new agenda management software platform to
staff at quarterly touch-base trainings. (City Council Priority/Outcome 1c).
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DIVISION EXPENDITURE COMMENT
The 2025 Revised Budget includes reimbursement of election expenses for administering the Richfield School District Election; increases to standard services within the internal department services classifications; reassigning budget and
expenses for published notices; and adding professional development expense for staff.
The 2026 Proposed Budget reflects two elections, reallocating municipal code subscription expense from Communications to City Clerk, and increases to standard services within the internal department services classifications.
The 2025 Revised City Clerk Budget reflects a 4.6% or $2,124 increase over 2025
Adopted due to reallocating $5,000 for Municode from Fund 20004 (Communications). The 2026 Proposed Budget reflects a 3.5% or $1,622 increase over 2025 Adopted due to election cost that are not reimbursed except during odd year cycles.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
City Clerk - 10216BUSINESS UNIT:
Personal Services
6005 84,768 134,280 135,321 144,440Full Time $$$$
6006 11,149 -20,000 20,000Part-time
6007 43,464 20,000 50,000 65,000Seasonal
6009 420 - - 500Overtime
6031 6,111 7,790 8,384 17,096Employer Social Security
6032 1,429 1,820 1,961 3,998Employer Medicare
6033 6,594 10,070 10,070 10,833Employer Pera
6035 11,521 25,850 21,533 22,892Medical Insurance
6036 615 1,450 1,085 1,117Dental Insurance
6037 61 80 80 60Term Life
6038 160 160 160 160Workers Compensation
6040 86 230 230 240Long Term Disability
6054 (140,480)(192,470)(242,470)(285,831)Interdepartmental Labor Credit
9,260 6,354 50525,898Personal Services Total $$$$
Other Services & Charges
6103 3,407 4,120 7,200 - Professional Services -General $$$$
6202 6,740 19,690 19,690 22,517Data Processing Rental
6301 1,470 100 -1,500Advertising & Publication
6303 985 1,530 2,350 5,030Professional Development
6305 7,568 11,060 11,170 16,150Subscriptions & Memberships
6307 2,597 -1,120 1,140Insurance & Bonds
6308 170 180 180 180Property Liability
6401 357 150 250 400Office Supplies
6402 - 30 30 30Copy Charges
6403 178 30 30 20Postage
6414 374 100 - 400Other Supplies
36,990 42,020 47,36723,846Other Services & Charges Total $$$$
46,250 48,374 47,87249,744City Clerk TOTAL $$$$
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GENERAL FUNDFUND:
Administrative ServicesDEPARTMENT:
City Clerk - 10216BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0014City Clerk 1.00
1.00 1.00Total1.00
Part-Time Employees
.50 .509Administrative Assistant .50
- - (FT - 50% Shared with Executive)-
.50 .50Total.50
-- None $$-$
--Total $$-$
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Administrative Services
Actual Actual Projected Projected
2023 2024 2025 2026
Inputs:
Number of Full Time Employees 1.0 1.25 1.50 1.50Division Expenditures $121,062 190,225$ $289,868 332,559$
Outputs:
Legal Notices Published 40 49 53 50Domestic Partnerships Filed 4 5 3 6Meeting Notices 69 96 100 90
Number of Elections Held 1 2 2 2
Number of Registered Voters 25,499 23,325 23,325 24,000
Number of Ballots Cast 4,265 19,408 4,300 19,500
Effectiveness Measures:
Number of Data Requests Completed thru GovQA 1,347 1,490 1,900 2,000
Efficiency Measures:
Expenditure per Capita 3.27$ 5.14$ 7.84$ 8.99$
Population 36,993
Performance Measures
City Clerk
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FINANCE
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
FinanceDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
948,441 665,500 483,312 688,788Finance$$$$3.50%10210
426,720 12,520 12,520 12,840Assessing 2.56%10220
678,020 495,832 701,6281,375,161FinanceTOTAL$$$$3.48%
FINANCE
YEAR AMOUNT
2024 $1,375,161
2025B $678,020
2025R $495,832 \
2026B $701,628
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
2024 2025B 2025R 2026B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
FINANCE EXPENDITURES
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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 provides financial management and accounting services for all city operations. Services include budget, cash and debt management, capital financing, investments, accounts payable, utility billing, receipts and receivables, fixed assets, payroll, financial reporting and audit coordination.
In addition to the City’s Annual Budget, the division prepares the Annual Comprehensive Financial Report.
Richfield has again attained AA+ rating - very high credit quality – assigned by S&P Global Ratings in December 2024. The rating agency evaluates several factors in their analysis including economic, financial and management factors, as well as the city’s ability to meet financial obligations.
2025 HIGHLIGHTS
•Additions of Budget, Cash and Debt Manager and senior financial analyst add depthand experience to the Finance Team.
•Significant “catch up” and streamlining of daily operations and processes, includingplanned Tungsten implementation.
•Staff growth in confidence and understanding of finance responsibilities.
•Planning for general obligation debt issue Oct/Nov 2025.
2026 FINANCE DIVISION GOALS
•Staff investment: Stabilization and staff development.
•Technology: Tungsten (Logis) implementation streamlining vendor invoice topayment processing.
•Financial Management and Decision Making
•Work with Ehlers to update Key Financial Strategies model.
•Targeted focus review for best practice/internal control of critical financialfunctions.
•Improve financial reporting for operations and projects.
DIVISION EXPENDITURE COMMENT
The revised 2025 budget reflects a significant decrease from the 2025 Adopted Budget as use of professional services contracts decreased. The 2026 Proposed budget increases from the 2025 Adopted Budget primarily to reflect addition of senior financial analyst.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
FinanceDEPARTMENT:
Finance - 10210BUSINESS UNIT:
Personal Services
6005 583,670 628,560 523,122 670,105Full Time $$$$
6009 - - 600 - Overtime
6031 32,221 30,550 30,723 39,344Employer Social Security
6032 7,535 7,150 7,185 9,202Employer Medicare
6033 40,496 38,000 37,841 48,783Employer Pera
6035 77,603 101,400 69,306 89,113Medical Insurance
6036 3,784 3,610 3,115 3,724Dental Insurance
6037 431 240 235 260Term Life
6038 270 270 270 280Workers Compensation
6040 949 900 893 1,151Long Term Disability
6054 (42,083)(43,760)(43,760)(43,760)Interdepartmental Labor Credit
6055 (364,703)(379,290)(398,360)(411,700)Administrative Labor Credit
387,630 231,170 406,502340,173Personal Services Total $$$$
Other Services & Charges
6103 485,844 155,000 129,272 163,700Professional Services -General $$$$
6202 43,429 55,720 55,720 49,766Data Processing Rental
6207 37,200 38,320 38,320 39,850Utility Services
6301 972 - - - Advertising & Publication
6302 1,758 3,350 3,350 3,350Communications
6303 504 4,000 4,000 4,000Professional Development
6305 764 1,000 1,000 1,000Subscriptions & Memberships
6307 7,468 5,630 5,630 5,740Insurance & Bonds
6308 1,250 1,300 1,300 1,330Property Liability
6401 7,097 6,500 6,500 6,500Office Supplies
6402 2,232 1,250 1,250 1,250Copy Charges
6403 5,247 3,800 3,800 3,800Postage
6409 346 - - - Uniforms & Clothing
6414 - 2,000 2,000 2,000Other Supplies
277,870 252,142 282,286594,111Other Services & Charges Total $$$$
Capital Outlay
7130 14,157Taxes, Interest & Penalty $$$$
14,157Capital Outlay Total $$$$
665,500 483,312 688,788948,441FinanceTOTAL$$$$
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GENERAL FUNDFUND:
FinanceDEPARTMENT:
Finance - 10210BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0015Budget, Cash and Debt Manager -
1.00 1.0013Senior Analyst -
1.00 1.0015Assistant Finance Director 1.00
1.00 1.0014Payroll Accountant 1.00
.50 .5011Accountant.50
1.00 1.008Accounting Technician (Accounts Payable)1.00
1.00 1.008Accounting Technician (Accounts Receivabl 1.00
- - 8Accounting Technician 1.00
6.50 6.50Total5.50
-- None $$-$
--Total $$-$
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
FinanceDEPARTMENT:
Assessing - 10220BUSINESS UNIT:
Other Services & Charges
6103 412,262 --- Professional Services -General $$$$
6202 2,070 -- - Data Processing Rental
6207 11,320 11,320 11,320 11,770Utility Services
6308 1,050 1,050 1,050 1,070Property Liability
6401 - 75 75 - Office Supplies
6402 18 40 40 - Copy Charges
6403 - 35 35 - Postage
12,520 12,520 12,840426,720Other Services & Charges Total $$$$
12,520 12,520 12,840426,720AssessingTOTAL$$$$
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PUBLIC SAFETY
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
1,177,678 1,340,940 1,260,764 1,365,558Support Services $$$$1.84%10300
10,707,721 11,441,350 11,276,900 12,228,570Police Operations 6.88%10305
24,656 42,350 48,520 48,660Emergency Services 14.90%10315
12,824,640 12,586,184 13,642,78811,910,055Public Safety TOTAL $$$$6.38%
REVENUES
563,350 832,805 934,586 950,086Support Services $$$$14.08%10300
1,076,619 886,840 955,820 991,390Police Operations 11.79%10305
PUBLIC SAFETY
YEAR AMOUNT
2024 $11,910,055
2025B $12,824,640
2025R $12,586,184
2026B $13,642,788
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2024 2025B 2025R 2026B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
PUBLIC SAFETY EXPENDITURES
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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 roughly 1000 complaints received annually
concerning environmental health code violations of private and public property. Staff
also proactively monitor for common code violations. The division responds to all animal control calls which are handled by a supervisor and three part-time employees. Additionally, Support Services provides business licensing and renewal functions including the licensing and inspection of all food/pool/lodging establishments, all
liquor/wine/beer establishments and beginning in 2025, all cannabis and low-potency
hemp edible (LPHE) retailers. Compliance checks for the aforementioned are mandated by state statute. Compliance checks will increase 100% in 2025 due to cannabis and LPHE.
The division, for 48 years now, has provided accredited health services to the residents
of Richfield through a contract with the Bloomington Public Health Department. The
division provides a staff liaison to the Richfield Advisory Board of Health, which makes policy recommendations to the City Council. Public Health has seen a historic investment from the State since Covid, and partners have been able to fill positions to meet grant duties. At that same time, the remaining covid dollars were clawed back on
March 25, 2025, with a 48-hour notice to community health boards. This meant almost
$500,000 in funding was eliminated from Richfield’s Support Services budget. Although
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that funding was going to sunset in 2026, a longer phase out would have been appreciated. Additionally, the Minnesota Legislature has added permanent annual funding into MDH’s budget like CSUP, FPHR and RSG dollars to address needed public
health services.
Staff continue to respond to roughly 1000 complaints a year about environmental health property maintenance violations while utilizing two part-time staff that job share to field complaints and conduct case management and/or legal follow-up. The part-time Community Service Officers are the field inspectors for environmental health complaints
along with conducting other traditional CSO duties of animal control, assisting patrol,
public safety related errands, managing vacant properties, being present at community engagement events and handling minor traffic violations, etc.
2025 HIGHLIGHTS
•An additional investment by the City Council has afforded a third CSO who is
currently being backgrounded.
•Staff collaborated with Community Development to identify funding for theabatement of hoarded homes in the city through 2026. To date, 10 abatements have
been completed throughout the city.
•Support Services is working collaboratively with CD to assist new cannabis businessapplicants looking to open in Richfield. The city received its first Zoning Compliancecertificate from OCM in June.
•Several sections of city code have been updated and that work will continue.
2026 STRATEGIC PRIORITIES/OUTCOMES
•1C,4B: Cross-train staff in Environmental Health and Business Licensing
•1C: Continue to update relevant City Code
•1C: Deliver a seamless cannabis/LPHE registration and compliance process
DIVISION EXPENDITURE COMMENT
Most of the division’s expenditures are employee salaries. With the implementation of
the compensation and class study, most staff are stepping again. Additionally, the food/pool/lodging inspection contract the City of Richfield has with the City of Bloomington continues to increase annually at 3.5% and the health contract will increase 5% for 2026.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Support Services - 10300BUSINESS UNIT:
Personal Services
6005 186,457 208,026 208,046 216,776Full Time $$$$
6006 194,423 315,144 284,203 343,624Part-time
6007 - 8,590 7,902 7,902Seasonal
6009 - 500 500 500Overtime
6031 23,676 32,611 30,333 34,545Employer Social Security
6032 5,537 7,626 7,094 8,078Employer Medicare
6033 29,627 39,882 36,918 42,029Employer Pera
6035 58,870 92,350 63,652 67,471Medical Insurance
6036 1,472 1,446 1,446 1,490Dental Insurance
6037 145 85 85 80Term Life
6038 470 470 470 480Workers Compensation
6040 356 369 368 384Long Term Disability
707,099 641,017 723,359501,033Personal Services Total $$$$
Other Services & Charges
6103 589,235 536,255 521,770 547,926Professional Services -General $$$$
6202 38,681 50,842 50,842 45,098Data Processing Rental
6204 20,820 21,650 21,650 22,730Motor Pool Operating Rental
6207 13,140 13,530 13,530 14,070Utility Services
6301 496 800 720 750Advertising & Publication
6302 272 750 300 300Communications
6305 571 594 615 635Subscriptions & Memberships
6307 5,310 2,250 2,250 2,300Insurance & Bonds
6308 790 820 820 840Property Liability
6315 800 750 750 750Other Contractual Services
6401 1,476 1,700 1,700 2,000Office Supplies
6402 534 300 300 300Copy Charges
6403 1,270 1,000 1,000 1,000Postage
6409 837 1,600 2,500 2,500Uniforms & Clothing
6513 2,413 1,000 1,000 1,000Other Charges
633,841 619,747 642,199676,645Other Services & Charges Total $$$$
1,340,940 1,260,764 1,365,5581,177,678Support Services TOTAL $$$$
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GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Support Services - 10300BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
- - M-1Support Services Manager
- - GS-5Code Compliance Officer
1.00 1.0014Support Services Manager 1.00
1.00 1.0011Code Compliance Officer 1.00
2.00 2.00Total2.00
Part-Time Employees
- - GS-3Health Specialist
- - GS-2Business Licensing Clerk
- - GS-2Community Service Officer
2.00 2.009Health Specialist 2.00
2.00 2.008Business Licensing Tech 2.00
3.00 3.008Community Service Officer 3.00
7.00 7.00Total7.00
-- None $$-$
--Total $$-$
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Public Safety
Actual Actual Budget Budget 2023 2024 2025 2026
Inputs: FT employees 2 2 2 2
# PT employees 6 6 7 7
Division expenditures 1,088,899$ 1,188,048$ 1,340,940$ 1,365,558$
Outputs:
# proactive ins. conducted 549 414 560 500
# citizen generated complaints 267 518 275 353
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 92 69 93 83
# citizen compl. cond./inspector 54 86 55 58
Division expenditure per capita 29.43$ 32.36$ 36.52$ 37.19$
Performance Measures
Support Services
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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 policecoverage to the community of Richfield. There are three specialty units embeddedin the patrol section or available to assist the patrol section. The specialty units aretwo canine units assigned to the patrol section, traffic unit, and 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 affordsthe patrol section the ability to focus on problem traffic areas in the city. Finally, theSWAT team provides the patrol section with the ability to respond to high-riskincidents 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 ofRichfield. The Richfield Special Investigative Unit (SIU) proactively investigatesnarcotic, 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 PolicePartnership unit (JCPP), Embedded Social Worker, Alternative Response Team
(ART) and the Crime Prevention Unit (CPU). Personnel are responsible foradministrative and clerical support, planning and research, processing criminalcomplaints and conducting statistical analyses for the police division. CPU providescitizens with the knowledge necessary to protect their person and property frombecoming victimized by crime through community education and prevention
programs. The Therapy canine is assigned to this section as well.
2025 HIGHLIGHTS Community Relations in keeping with Council Priorities and Desired Outcomes 1a-c,4a-b, 5a-c.
In June of 2024 we used our second social worker position and collaborated with the City of Edina to implement an Alternative Response Team (ART). In 2025 the program hit its stride, and we still have some ARPA funding left that will help offset this cost through 2025. This program may change to two social workers and remove the medical
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component of the ART Team. We will continue to collaborate with the City of Edina for cost sharing of the program.
We received a grant to fund a canine therapy dog through the legislature and the Office of Justice programs for the State of Minnesota. The Therapy canine is currently in training and is embedded in the department to assist the public safety department and other departments in the city. His name is Ritchie.
We also received over $150,000 in grants from the State of Minnesota for our Intensive Comprehensive Police Officer Education Training (ICPOET).
Implemented a drone program to enhance the department’s capabilities for search and
rescue, safety during community events, and assessment during natural or community
disasters. This program has been successful in apprehending suspects in crimes, etc.
Began the process of Accreditation for our department through MNLEAP. This process will take about a year and a half to complete. Through the accreditation process, our
agency will receive objective, third-party validation of our professional practices and
operational standards. This independent evaluation not only carries the potential to reduce our exposure to legal liability but also creates a framework for continuous self-assessment and improvement.
Transition and train staff on new legislative laws as they relate to use of Adult Use
Cannabis, POST Board reporting, and mandatory policies,
Personnel:
•In keeping with Council Priorities and Desired Outcomes 1c, 4a-b, 5a-c, we hired4 new police officers. One officer is BIPOC, and the other officers come frommilitary backgrounds, other professions, and other agencies. We plan oncontinuing to hire for the remaining vacancies with candidates in the backgroundphase.
REVISED 2025 BUDGET CHANGES
•The revised 2025 budget is slightly lower than the adopted 2025 budget. Wehave had attrition through retirements that have occurred this year. We are in the
process of hiring to fill the remaining vacancies. We also had some lower thanexpected revolving costs.
2026 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 policethrough proactive programs based on the Community Oriented Policingphilosophy 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
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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 newprograms for the community with our staff.
DIVISION EXPENDITURE COMMENT The increases in the Proposed 2026 Budget are due mainly to:
•The personal services increase for 2026 reflects collective bargaining
agreements for the 3 unions along with 34 employees will receive step increases.
•Increase in the contract to participate in funding of JCCP Liaison with HennepinCounty.
•Increase in professional services due to transitioning to Tyler Technologies and
software upgrades after the initial implementation year.
•Increase in Health Insurance, Workers Compensation, College Incentive andPERA.
•Must pay a larger portion of salaries due to having an embedded social workerand one social worker assigned to the Alternative Response Team (ART). Ournew contract for services will begin in 2026.
•Must replace 12 year old squad cameras and 5 year old body cameras for the
department.
•The 2026 proposed budget shows an overall increase of 6.88% over the 2025adopted budget. If the planned Public Safety Aid (PSA) transfer of $305,395
were included in the Police Division’s budget, the 2026 proposed budget would
be up 4.21% over the 2025 adopted budget.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Police Operations - 10305BUSINESS UNIT:
Personal Services
6005 5,937,896 6,407,090 6,161,440 6,761,470Full Time $$$$
6006 161,903 174,000 173,990 184,100Part-time
6007 -10,000 10,000 10,000Seasonal
6009 255,802 220,000 230,000 230,000Overtime
6011 69,312 81,320 62,450 79,420Education Pay
6031 45,642 50,370 54,800 54,170Employer Social Security
6032 89,597 93,380 88,500 97,080Employer Medicare
6033 1,028,400 1,112,800 1,054,480 1,168,350Employer Pera
6035 886,864 1,004,130 1,018,150 1,071,800Medical Insurance
6036 36,824 39,820 39,200 41,440Dental Insurance
6037 3,708 2,390 2,310 2,230Term Life
6038 191,580 191,580 191,580 195,410Workers Compensation
6040 9,136 11,420 10,810 11,900Long Term Disability
6051 - 200 200 200Interdepartmental Labor
6053 77,839 50,000 70,000 60,000Labor Services Billed
6054 (112,608)(165,300)(165,800)(165,800)Interdepartmental Labor Credit
6055 (23,312)(24,240)(24,240)(25,090)Administrative Labor Credit
6056 (82,040)(65,000)(75,000)(70,000)Labor Services Billed Credit
9,193,960 8,902,870 9,706,6808,576,543Personal Services Total $$$$
Other Services & Charges
6103 623,103 613,260 614,930 733,760Professional Services -General $$$$
6201 61,371 103,800 186,150 196,240Rents & Leases
6202 265,727 313,490 313,490 328,850Data Processing Rental
6204 367,910 380,380 380,380 399,400Motor Pool Operating Rental
6205 32,158 41,000 44,320 42,970Maintenance & Repairs
6207 379,200 390,580 390,580 406,200Utility Services
6301 134 140 140 140Advertising & Publication
6302 5,774 6,000 6,000 6,500Communications
6303 67,140 85,000 100,000 90,000Professional Development
6305 4,997 7,500 6,000 6,000Subscriptions & Memberships
6307 74,955 62,840 62,840 64,100Insurance & Bonds
6308 20,480 21,300 21,300 21,730Property Liability
6315 232 1,000 1,000 1,000Other Contractual Services
6319 77,927 55,000 75,000 65,000Detention Costs
6401 7,818 13,500 10,500 10,000Office Supplies
6402 394 500 500 500Copy Charges
6403 1,129 1,400 1,300 1,300Postage
6409 50,715 73,000 85,000 76,000Uniforms & Clothing
6414 90,014 77,700 74,600 72,200Other Supplies
2,247,390 2,374,030 2,521,8902,131,178Other Services & Charges Total $$$$
11,441,350 11,276,900 12,228,57010,707,721Police Operations TOTAL $$$$
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GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Police Operations - 10305BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0021Public Safety Director 1.00
1.00 1.0019Deputy Director 1.00
3.00 3.00PS-5Lieutenant 3.00
8.00 8.00PS-4Sergeant 8.00
35.00 35.00PS-2Police Officer 35.00
1.00 1.0012Records Supervisor 1.00
1.00 1.0010Crime Prevention Specialist 1.00
.80 .8012IT Technician II .80
1.00 1.0012Analyst1.00
1.00 1.0010Records Technician 1.00
2.00 2.008Senior Office Asst 2.00
1.00 1.0010Police Data & Media Specialist 1.00
55.80 55.80Total55.80
Part-Time Employees
4.00 4.008Senior Office Asst 4.00
4.00 4.00Total4.00
-- None $$-$
--Total $$-$
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Department/Division
Actual Actual Budget Budget 2023 2024 2025 2026
Inputs:
Number of full time employees 57.80 58.80 59.80 59.80
Division Expenditures 9,844,097$ 10,459,545$ 11,441,350$ $12,228,570
Outputs:
Annual Calls for Service 36,710 36,710 36,710 38,420
Crime Prevention Activities
Neighborhood Crime Watch Blocks 230 230 219 219
National Night Out - Block Parties 180 170 156 160
Traffic Enforcement - Citations 2,080 2,000 2,400 3,500
Effectiveness Measures:
Crime Occurrences
Part 1
Part 2
Group A 1,700 2,000 2,140 1,900
Group B 720 700 700 820
Motor Vehicle Crashes 650 700 700 675
Efficiency Measures:
Police Call Response Time-Minutes 4.00 4.00 3.45 3.45
Expenditure per Capita 269.28$ 286.12$ 312.97$ 330.50$
Cost Per Response 268.16$ 284.92$ 311.67$ 318.29$
Performance Measures
Police Operations
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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:
•July 4th 3-Day 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 whenhomeowners are away.
•Assist officers with traffic and crowd control at events, emergency call outsfor disasters, crime scene protection and Toward Zero Death “TZD”enforcement events.
•Provide patrol support during busy evenings 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 1a-c, 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.
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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 Home Alone program
•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 andheadquarters 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
CERT business model. Teen CERT has also been taught to children in collaboration with Our Home Alone program to better prepare children for natural or community disasters. Emergency Management Team Priorities
In keeping with Council Priorities and Desired Outcomes 1a-c, 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. Division Expenditure
The budget reflects personnel costs for the extra pay the Reserve Coordinator receives. 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 update our Ham Radio
equipment in 2024 that is on the building of Woodlake Point.
A new expenditure is for the community notification system that will replace Everbridge called “Hyper Reach.” This new program is more in sync with social media sites and can be used in conjunction with Hennepin County’s adoption of
the IPAWS system. The community notification system will be budgeted half out of the communication fund in Administration and half out of the Emergency Services for 2025 revised.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Public SafetyDEPARTMENT:
Emergency Services - 10315BUSINESS UNIT:
Personal Services
6009 7,450 10,000 7,450 7,450Overtime$$$$
6038 100 100 100 100Workers Compensation
10,100 7,550 7,5507,550Personal Services Total $$$$
Other Services & Charges
6201 10,780 11,350 21,070 21,070Rents & Leases $$$$
6204 2,580 2,680 2,680 2,810Motor Pool Operating Rental
6205 2,099 9,000 9,000 9,000Maintenance & Repairs
6207 - 450 450 450Utility Services
6303 - 500 - - Professional Development
6308 310 320 320 330Property Liability
6401 - 50 50 50Office Supplies
6409 562 2,500 2,000 2,000Uniforms & Clothing
6414 775 5,400 5,400 5,400Other Supplies
32,250 40,970 41,11017,106Other Services & Charges Total $$$$
42,350 48,520 48,66024,656Emergency Services TOTAL $$$$
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FIRE^ Zs/ ^
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
FireDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
5,902,341 6,188,977 6,333,130 6,641,729Fire$$$$7.32%10400
6,188,977 6,333,130 6,641,7295,902,341FireTOTAL$$$$7.32%
REVENUES
374,116 251,450 282,757 278,000Fire$$$$10.56%10400
FIRE
YEAR AMOUNT
2024 $5,902,341
2025B $6,188,977
2025R $6,333,130
2026B $6,641,729
$0
$1,500,000
$3,000,000
$4,500,000
$6,000,000
$7,500,000
2024 2025B 2025R 2026B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
FIRE EXPENDITURES
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FIRE DEPARTMENT
MISSION STATEMENT
The Richfield Fire Department (RFD) exists to deliver professional services that safeguard our community against loss of life and property.
The RFD aligns its work with the strategic priorities and goals set by the City Council
and city staff, including:
•Deliver essential fire, rescue, and Emergency Medical Services (EMS) whilefostering a qualified workforce through ongoing professional development. Thisincludes collaboration on initiatives like the Alternative Response Team (ART), ajoint effort with police and fire agencies to address Emergency Medical Services
system gaps and better serve the community’s evolving needs.
•Deliver fire prevention, safety education, and loss mitigation programs thatsupport the well-being of all residents.
•Partner closely with neighboring fire departments and emergency responseagencies to maintain robust automatic and mutual aid agreements.
•Empower department members to serve every resident and visitor with respect,professionalism, and integrity—the foundation of a high-quality workforce.
DIVISION FOCUS
Two fire stations are staffed 24/7 by 28 career personnel. Standard daily staffing
includes nine firefighters per shift, operating two fire engines and one rescue unit. An additional position is assigned to shift coverage to help offset the impact of long-term absences and reduce overtime when possible.
The Fire Chief and two Assistant Chiefs oversee administration, operations, and fire code enforcement. The department ensures that at least one chief officer is available
24/7 to respond to significant incidents, providing incident command and city representation. An Administrative Assistant supports departmental operations, recordkeeping, and customer service functions.
2025 HIGHLIGHTS
•Expanded technology used to enhance the Records Management System (RMS),improving data collection, pre-planning, recordkeeping, and operational tracking.
•Implemented an Electronic Patient Care Reporting (ePCR) system to improve
documentation accuracy and streamline EMS reporting.
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•Maintained uninterrupted shift coverage during military, parental leave, andextended injuries.
•Completed the Civil Service testing process to establish an updated firefightereligibility list for future hiring.
•Facilitated the Fire Chief Civil Service process, completed the department’s
leadership transition, and initiated an organizational review for operational continuity.
2026 DIVISION GOALS
•Implement comprehensive, structured lesson plans and expand leadership
development to improve training consistency, officer competency, and shift
accountability (City Council Goal 4a).
•Increase the frequency and effectiveness of inspections, pre-incident planning, andcommunity outreach to reduce fire risk and improve public safety (City Council Goal
1c, 2a).
•Expand department technology use to improve data accuracy, streamline workflows,and support data-driven decision-making (City Council Goal 1c, 4a).
•Finalize a phased, actionable Strategic Plan aligned with current priorities and
staffing realities, including performance metrics and reporting processes (CityCouncil Goal 4a).
•Develop and implement employee engagement, wellness, and succession planning
strategies to ensure operational continuity and build leadership capacity (City
Council Goal 4a, 4b, 4c).
•Strengthen public trust through increased community outreach, transparentreporting, and partnerships promoting fire prevention and emergency preparedness
(City Council Goal 5a, 2a).
DIVISION EXPENDITURE COMMENT
The 2025 revised budget is up 2.33% from the 2025 adopted budget. If the planned Public Safety Aid (PSA) transfer of $134,000 were included in the Fire Department's
budget, the 2025 revised budget would be up 0.16% from the 2025 adopted budget.
The 2026 proposed budget shows an overall increase of 7.32% over the 2025 adopted budget. If the planned PSA transfer of $140,000 were included in the Fire Department's budget, the 2026 proposed budget would be up 5.04% from the 2025 adopted budget.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
FireDEPARTMENT:
Fire - 10400BUSINESS UNIT:
Personal Services
6005 3,311,642 3,361,819 3,470,000 3,629,122Full Time $$$$
6009 232,597 275,000 292,000 292,000Overtime
6013 64,213 67,000 73,741 79,423Longevity
6031 2,093 3,200 4,705 4,980Employer Social Security
6032 46,634 49,000 48,790 52,215Employer Medicare
6033 605,374 695,012 655,829 699,894Employer Pera
6035 497,915 529,957 519,392 573,332Medical Insurance
6036 21,849 23,802 22,304 23,832Dental Insurance
6037 2,158 1,560 1,353 1,281Term Life
6038 67,658 65,580 65,580 66,890Workers Compensation
6040 5,099 6,140 6,119 6,564Long Term Disability
6051 112,608 150,000 150,000 150,000Interdepartmental Labor
5,228,070 5,309,813 5,579,5334,969,840Personal Services Total $$$$
Other Services & Charges
6103 32,166 22,500 113,287 88,558Professional Services -General $$$$
6201 47,259 48,000 29,568 85,868Rents & Leases
6202 57,088 61,787 61,787 70,043Data Processing Rental
6204 136,780 142,250 142,250 149,360Motor Pool Operating Rental
6205 19,843 20,000 21,000 20,000Maintenance & Repairs
6207 279,260 287,640 287,640 299,150Utility Services
6208 16,905 31,000 67,255 47,657800 MHz Charges
6302 31,427 25,500 29,000 29,000Communications
6303 47,483 45,000 45,000 45,000Professional Development
6305 8,089 5,000 5,500 5,500Subscriptions & Memberships
6307 41,993 30,850 30,850 31,470Insurance & Bonds
6308 9,980 10,380 10,380 10,590Property Liability
6315 4,797 6,000 3,000 3,000Other Contractual Services
6401 1,107 3,600 3,000 3,000Office Supplies
6402 1,081 1,500 1,300 1,500Copy Charges
6403 273 400 500 500Postage
6409 66,738 85,000 75,000 75,000Uniforms & Clothing
6412 9,303 7,000 7,000 7,000Maint. & Const. Materials
6414 94,599 85,000 50,000 50,000Other Supplies
6523 7,450 10,000 10,000 10,000Public Education Supplies
6524 18,880 32,500 30,000 30,000EMS Supplies
960,907 1,023,317 1,062,196932,501Other Services & Charges Total $$$$
6,188,977 6,333,130 6,641,7295,902,341FireTOTAL$$$$
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GENERAL FUNDFUND:
FireDEPARTMENT:
Fire - 10400BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
3.00 3.00FS-3Fire Captain 3.00
3.00 3.00FS-2Fire Lieutenant 3.00
22.00 22.00FS-1Firefighter 22.00
1.00 1.0020Fire Services Director/Fire Chief 1.00
2.00 2.0017Assistant Chief 2.00
1.00 1.009Administrative Assistant 1.00
32.00 32.00Total32.00
-- $$-$
--Total $$-$
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Department/Division
Actual Actual Budget Budget
2023 2024 2025 2026
Inputs:
Number of full time employees 30.4 31.4 32 32
Division Expenditures 5,618,697$ 5,902,341$ 6,188,977$ 6,641,729$
Outputs:
Average Daily Staffing 6.8 6.5 6.6 6.7
Total Responses 4963 5083 5208 5416
Fire Responses 1009 1106 1146 1191
EMS Responses 3854 3977 4062 4225
Property Value Lost to Fire 329,658$ 837,560$ 563,950$ 950,000$
Effectiveness Measures:
% of Property Saved 99.5%98.9%98.7%98.5%
Property Value Saved 64,206,700$ 79,358,800$ 43,227,500$ 62,850,000$
Efficiency Measures:
Average Response Time - Minutes 4.7 4.8 4.8 5
Cost Per Response 1,132.12$ 1,161.19$ 1,188.36$ 1,226.32$
Average Time on Scene (MN:SC)21:54 18:00 18:00 17:30
Expenditure per Capita 151.88$ 159.55$ 167.30$ 179.54$
Property Saved to Expenditures Ratio 11.43 13.45 6.98 9.46
Performance Measures
Fire Services/Fire
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COMMUNITY DEVELOPMENT
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
34,442 67,370 67,370 69,860Community Development $$$$3.70%10500
314,001 347,530 339,720 362,490Planning & Zoning 4.30%10502
1,387,988 1,450,220 1,399,235 1,483,760Inspections 2.31%10505
1,865,120 1,806,325 1,916,1101,736,431Community Development TOTAL $$$$2.73%
REVENUES
15,065 15,000 --Community Development $$$$(100.00%)10500
1,569 15,000 48,460 15,000Planning & Zoning 0.00%10502
1,349,987 1,498,900 1,454,100 1,477,100Inspections (1.45%)10505
COMMUNITY DEVELOPMENT
YEAR AMOUNT
2024 $1,736,431
2025B $1,865,120
2025R $1,806,325
2026B $1,916,110
$0
$300,000
$600,000
$900,000
$1,200,000
$1,500,000
$1,800,000
$2,100,000
2024 2025B 2025R 2026B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
COMMUNITY DEVELOPMENT EXPENDITURES
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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 22 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 and insurance fees. All other costs are included separately in the individual program/project budgets.
2025 highlights and 2026 goals are also provided separately for each individual program/project. “Community Development” is itself one of the five Strategic Priorities identified by the City Council in the 2023-2027 Strategic Plan. Creating a vibrant downtown, diversifying the tax base, and maintaining Richfield as an affordable place to live are desired outcomes of that 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 a Local Affordable Housing Allocation (LAHA) derived from sales tax revenues. The City-funded portion (Administration, Planning & Zoning, and Inspections) of the 2025 Revised Budget represents a 3.1% decrease from the 2025 Approved Budget due to temporary staff vacancies. The 2026 Proposed Budget represents a 2.8% increase from the 2025 Approved Budget. While we continue
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to see savings in professional services and IT costs thanks to the transition to CitizenServe, increased compensation, professional development, and the general costs of doing business continue to increase.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Community Development - 10500BUSINESS UNIT:
Personal Services
6005 806,015 834,810 836,400 884,110Full Time $$$$
6006 191,244 205,240 206,420 225,920Part-time
6031 57,931 63,650 64,430 68,570Employer Social Security
6032 13,549 14,890 15,070 16,040Employer Medicare
6033 73,415 77,870 78,210 83,250Employer Pera
6035 126,034 131,990 119,960 126,450Medical Insurance
6036 5,154 5,060 5,060 5,210Dental Insurance
6037 545 320 320 300Term Life
6038 630 630 630 640Workers Compensation
6040 1,315 1,480 1,480 1,570Long Term Disability
6051 63,611 66,150 66,150 66,930Interdepartmental Labor
6054 (1,372,117)(1,402,090)(1,394,130)(1,478,990)Interdepartmental Labor Credit
--- (32,674)Personal Services Total $$$$
Other Services & Charges
6103 -470 470 490Professional Services -General $$$$
6207 54,800 56,450 56,450 58,710Utility Services
6307 10,936 9,010 9,010 9,190Insurance & Bonds
6308 1,380 1,440 1,440 1,470Property Liability
67,370 67,370 69,86067,116Other Services & Charges Total $$$$
67,370 67,370 69,86034,442Community Development TOTAL $$$$
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GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Community Development - 10500BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
- -
1.00 1.0020Community Development Director 1.00
1.00 1.0017Community Development Asst. Director 1.00
1.00 1.0015ED Manager 1.00
1.00 1.0015City Planner 1.00
1.00 1.0014MF Housing Administrator 1.00
.50 .5011Accountant.50
1.00 1.0010Planner I 1.00
1.00 1.009Administrative Assistant 1.00
7.50 7.50Total7.50
Part-Time Employees
2.00 2.0011Housing Specialist 2.00
1.00 1.008MF Housing Assistant 1.00
1.00 1.007Community Development Technician 1.00
4.00 4.00Total4.00
-- None $$-$
--Total $$-$
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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 ZoningOrdinance, including processing a variety of land use applications and reviewing
building permit applications.
2025 HIGHLIGHTS.
•Utilized Metropolitan Council grant funds, worked to modernize MR-2 and MR-3Zoning District requirements and promote “missing middle” housingopportunities.
•Utilization of Esri Story Maps to communicate proposed MR-2 and MR-3changes.
•Revised ordinances to address short-term rental concerns. Assist Housing
Inspections team and Environmental Health in follow-up implementation.
•Continued to implement and fine-tune electronic plan review and permittingsystem to improve efficiency and customer service.
•Worked through several large land use applications – e.g. Loma Bonita Groceryat the HUB shopping center, Wood Lake Nature Center, Penn Station.
•Continued to work with developers /owners to explore development opportunities(e.g. MICC, American Legion, former Lyndale Garden Center).
•Promoted Planner II to City Planner, providing higher level of autonomy andsupervisory experience. Provide leadership training to support this transition andadditional responsibility.
•Participated in training opportunities related to writing and presentation skills andmanaging difficult conversations.
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•Began preparatory work for Comprehensive Plan update including participating indowntown visioning and branding, small area planning.
2026 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 Planner I. (City CouncilPriority/Outcome 4a and b)
•Continue to manage City’s Just Deeds Program with Community DevelopmentAdministrative and Housing staff. Lack of available attorneys has hampered
progress. (City Council Priority/Outcome 5c)
•Continue work with Housing Division staff to evaluate potential disparate impactsof adopted land use regulations. (City Council Priority/Outcome 5a and c)
•Continue to monitor emerging trends and best practices - recommendingordinance changes that will keep Richfield competitive.
•Continue to process land use permits related to changes-in-use, renovations,and new development. (City Council Priority/Outcome 2a and b)
•Consider pop-up meeting project with Communications Division and potential useduring Comprehensive Plan update.
DIVISION EXPENDITURE COMMENT
•The 2025 Revised Planning and Zoning Budget represents a 2.2% decrease bylower than anticipated insurance costs.
•Increased 2025 projected revenue represents grant funds received.
•The 2026 Proposed Budget increases 4.5% ($15,560) over 2025 Adopted as
staff, training, and data processing costs increase.
•Fee adjustments for Planning and Zoning have also been proposed; to betteralign with costs of services.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Planning & Zoning - 10502BUSINESS UNIT:
Personal Services
6051 279,242 276,770 268,810 301,910Interdepartmental Labor $$$$
276,770 268,810 301,910279,242Personal Services Total $$$$
Other Services & Charges
6103 12,408 44,990 44,890 34,920Professional Services -General $$$$
6202 12,360 14,650 14,650 15,210Data Processing Rental
6204 100 110 110 120Motor Pool Operating Rental
6301 1,443 2,500 2,500 1,900Advertising & Publication
6303 2,359 3,800 3,800 3,930Professional Development
6305 3,461 2,360 2,360 2,350Subscriptions & Memberships
6401 84 400 400 200Office Supplies
6402 552 350 500 500Copy Charges
6403 793 700 800 800Postage
6409 48 150 150 150Uniforms & Clothing
6414 1,151 750 750 500Other Supplies
70,760 70,910 60,58034,759Other Services & Charges Total $$$$
347,530 339,720 362,490314,001Planning & Zoning TOTAL $$$$
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INSPECTIONS DIVISION
MISSION STATEMENT
To provide 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 employees: aBuilding Official, Senior Building Inspector, three Building Inspectors,Plumbing/Mechanical Inspector, Housing Inspections Technician, Permit Technician,Senior Office Assistant.
•Administer and enforce city ordinances relating to building code requirementsincluding building, plumbing, heating, ventilation, air conditioning, and electrical.
•Perform Point of Sale and Rental Inspections.
•Inspections staff spend significant time advising homeowners managing their ownremodeling or home addition projects and work closely with homeowners andlandlords during Point of Sale and Rental inspections.
2025 HIGHLIGHTS
•Implemented a new building permit software program (CitizenServe) to increaseproductivity; making it easier for customers to obtain permits and monitor the statusof their inspections. The software benefits additional City of Richfield departmentsby providing them access to details for all addresses within the City. Inspectionsstaff have been working with the software company to continue to makeimprovements.
•Inspections of rental properties normalized back to pre-pandemic levels andInspections staff have been working hard to get all inspections up to date.Coordinating biennial inspections based on odd/even addresses has simplifiedscheduling.
•Prioritized digitizing paper records into laserfiche making it more efficient to accesslegacy plans and records. All large plans are expected to be digitized by the endof the year.
•Prioritizing becoming paper-free for long-term efficiency and sustainabilitypurposes.
•Support legislative actions to restore rental licensing option for State-licensedgroup homes.
2026 INSPECTION DIVISION GOALS
•Continue to work with the other departments to help them work out any issues theyhave with the CitizenServe software. Inspections will support other departments to
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ensure scalability and consistency across the City.
•Continue to maintain the quality of homes and buildings by eliminating potential safetyconcerns via building inspections and enforcing the Minnesota State Building Code.
•The Division will continue a close working relationship with the Fire Department,Support Services, Public Safety, Public Works, and other departments to effectivelyimplement programs that affect the residents of Richfield.
DIVISION EXPENDITURE COMMENT
•A difficult economic environment for larger projects means lower revenues projectedfor 2025. As a couple of larger projects get closer to permitting, we’re hopeful for amodest rebound in 2026.
•The 2026 budget reflects a 2.6% increase in expenses over 2025 adopted.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Inspections - 10505BUSINESS UNIT:
Personal Services
6005 825,390 861,890 820,650 887,670Full Time $$$$
6031 48,903 52,730 50,190 54,280Employer Social Security
6032 11,437 12,330 11,740 12,700Employer Medicare
6033 61,603 64,640 61,550 66,580Employer Pera
6035 140,055 138,110 133,370 151,490Medical Insurance
6036 6,439 6,510 6,260 6,700Dental Insurance
6037 660 380 370 360Term Life
6038 10,760 10,760 10,760 10,980Workers Compensation
6040 1,454 1,530 1,450 1,570Long Term Disability
6051 26,107 30,280 30,280 36,500Interdepartmental Labor
1,179,160 1,126,620 1,228,8301,132,808Personal Services Total $$$$
Other Services & Charges
6103 73,045 80,000 80,000 70,000Professional Services -General $$$$
6201 413 420 475 500Rents & Leases
6202 71,626 68,090 68,090 58,780Data Processing Rental
6204 17,780 18,490 18,490 19,410Motor Pool Operating Rental
6207 27,520 28,350 28,350 29,480Utility Services
6301 - 100 100 100Advertising & Publication
6302 6,164 5,000 6,500 6,000Communications
6303 6,371 8,000 8,000 8,000Professional Development
6305 383 750 750 750Subscriptions & Memberships
6307 11,871 10,130 10,130 10,330Insurance & Bonds
6308 2,430 2,530 2,530 2,580Property Liability
6401 1,661 4,000 4,000 4,000Office Supplies
6402 128 500 500 500Copy Charges
6403 127 500 500 500Postage
6409 2,495 2,500 2,500 2,500Uniforms & Clothing
6414 816 3,700 3,700 3,500Other Supplies
6513 32,350 38,000 38,000 38,000Other Charges
271,060 272,615 254,930255,180Other Services & Charges Total $$$$
1,450,220 1,399,235 1,483,7601,387,988InspectionsTOTAL$$$$
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GENERAL FUNDFUND:
Community DevelopmentDEPARTMENT:
Inspections - 10505BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0016Chief Building Official 1.00
1.00 1.0013Senior Building Inspector 1.00
4.00 4.0012Trade/Building Inspector 4.00
1.00 1.009Permit Technician 1.00
1.00 1.008Housing Inspections Technician 1.00
1.00 1.008Senior Office Assistant 1.00
9.00 9.00Total9.00
-- None $$-$
--Total $$-$
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Community Development/Inspections
Actual Actual Actual Actual Actual Adopted Budgeted2020202120222023202420252026Inputs:Number of full time employees 9.00 9.00 9.00 9.00 9.00 9.00 9.00Division Expenditures 1,281,725$ 1,365,631$ 1,279,528$ 1,386,753$ 1,428,550$ 1,450,220$ 1,472,760$ Division Revenues 2,099,064$ 2,106,359$ 1,593,477$ 1,151,573$ 1,344,300$ 1,498,900$ 1,477,100$
Outputs:No. of Inspections Performed 7,526 6,315 6,605 6,003 5,702 6,300 6,100
No. of Permits Issued 5,753 4,265 4,627 4,533 4,882 4,600 4,500
Valuation of Building Permits 101,830,626$ 123,669,092$ 87,243,342$ 38,883,638$ 46,435,811$ 75,000,000$ 70,000,000$
Point of Sale Inspections Performed 483 1,047 694 550 750 600 650
Rental Unit Inspections Performed 1,065 1,796 695 3,200 2,145 3,500 2,700
Effectiveness Measures:Request for Building Inspection Response Time % within 24 hours 98.00%98.00%98.00%98.00%98.00%98.00%98.00% % within 72 hours 100.00%100.00%100.00%100.00%100.00%100.00%100.00%Request for Point of Sale Inspection % within 48 hours 60.00%60.00%60.00%60.00%60.00%60.00%60.00% % within 120 hours 95.00%95.00%95.00%95.00%95.00%95.00%95.00%
Efficiency Measures:No. of Building Inspections per Inspector 3,010 2,526 2,642 2,001 1,901 2,100 2,033 No. of POS/rental unit inspections per Inspector 774 1,422 695 1,875 1,448 2,050 1,675 Revenue per Capita 58.24$ 58.54$ 44.29$ 32.01$ 37.36$ 41.66$ 41.05$ Expenditure per Capita 35.56$ 37.96$ 35.56$ 38.54$ 39.71$ 40.31$ 40.93$
Performance Measures
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PUBLIC WORKS
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
309,304 220,960 220,940 227,560PW Administration $$$$2.99%10600
632,524 589,560 589,380 607,220Engineering 3.00%10605
2,569,956 2,789,570 2,788,640 3,270,230Street Maintenance 17.23%10610
1,593,191 1,703,060 1,702,180 1,789,330Park Maintenance 5.07%10615
5,303,150 5,301,140 5,894,3405,104,975Public Works TOTAL $$$$11.15%
REVENUES
259,264 40,500 170,500 70,500Engineering$$$$74.07%10605
280,878 448,080 448,000 690,000Street Maintenance 53.99%10610
PUBLIC WORKS
YEAR AMOUNT
2024 $5,104,975
2025B $5,303,150
2025R $5,301,140
2026B $5,894,340
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2024 2025B 2025R 2026B
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.)
2025 HIGHLIGHTS
•Managed social media communications and public outreach for street reconstructionprojects and projects in design (City Council Priority/Outcome 1b & 3a).
•Began the conversation with elected officials around limits to the cost-share burden
that State and County projects unilaterally place upon municipalities (City CouncilPriority/Outcome 2c, 3a-b & 5c).
•Worked alongside Utility managers and a consultant to complete a utility rate study
and development of a forward-looking rate structure that accounts for our capital and
maintenance programs (City Council Priority/Outcome 1b-c & 3a-b).
•Continued to support Engineering staff and Hennepin County’s team to determinethe future for Nicollet Avenue and kicked off the public engagement/design for thefuture Penn Avenue reconstruction (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 (CityCouncil Priority/Outcome 3a-c, 5a & 5c).
•In collaboration with PW managers, began assessment of existing servicesprovided/delivered with consideration of priority level, quality of service, staffing,financial commitments, and regulatory requirements (City Council Priority/Outcome1a, 1c & 3a).
•Acquired the future Cedar Avenue Storage Site property from MnDOT at no cost tothe City and began working with a consultant to develop plans for the construction ofthe site in 2026 (City Council Priority/Outcome 1c & 3a).
2026 DIVISION GOALS
•Continue to utilize Public Work’s outreach mediums/social media outlets to promote
ongoing and upcoming infrastructure projects and public works initiatives (CityCouncil Priority/Outcome 1b & 3a).
•Continue to 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).
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•Pursue external funding solutions via grants to help supplement current funding for
critical needs within the entire department for road reconstruction, utility replacementand reinvestments, SRTS infrastructure, and ADA compliance (City CouncilPriority/Outcome 2c, 3a-b & 5a).
•Support Engineering staff and Hennepin County’s team with the reconstruction ofNicollet Avenue in 2026-2027 and public engagement/design for Penn AvenueReconstruction in 2028-2029 (City Council Priority/Outcome 2a, 3a, 5a & 5c).
•Continue to support Engineering staff as they represent Richfield’s interests related tothe “Phase 1” I-494 corridor improvements and future “Phase 2” construction project(City Council Priority/Outcome 3a-c, 5a & 5c).
•Continued department-wide assessment of existing services provided/delivered withconsideration of priority level, quality of service, staffing, financial commitments, andregulatory requirements (City Council Priority/Outcome 1a, 1c & 3a).
DIVISION EXPENDITURE COMMENT
The 2025 Revised Budget reflects no increase from the 2025 Adopted Budget.
The 2026 Proposed Budget reflects an increase of 2.99% from the 2025 Adopted
Budget.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
PW Administration - 10600BUSINESS UNIT:
Personal Services
6005 277,377 288,530 287,710 298,470Full Time $$$$
6031 16,410 17,900 17,300 17,980Employer Social Security
6032 3,903 4,180 4,170 4,330Employer Medicare
6033 20,459 21,440 21,380 22,180Employer Pera
6035 27,454 28,290 28,290 29,630Medical Insurance
6036 1,472 1,450 1,450 1,490Dental Insurance
6037 145 90 90 80Term Life
6038 140 140 140 140Workers Compensation
6040 389 510 500 520Long Term Disability
6054 (79,580)(192,340)(195,900)(195,500)Interdepartmental Labor Credit
170,190 165,130 179,320268,169Personal Services Total $$$$
Other Services & Charges
6103 7,384 7,520 7,520 7,530Professional Services -General $$$$
6202 12,906 17,910 17,910 13,890Data Processing Rental
6302 1,420 2,500 1,500 1,500Communications
6303 3,906 7,960 12,190 8,440Professional Development
6305 170 710 770 890Subscriptions & Memberships
6307 2,638 2,250 2,250 2,300Insurance & Bonds
6308 790 820 820 840Property Liability
6401 4,414 5,000 5,000 5,000Office Supplies
6402 2,751 2,250 2,500 2,500Copy Charges
6403 4,179 1,000 2,500 2,500Postage
6414 577 2,850 2,850 2,850Other Supplies
50,770 55,810 48,24041,135Other Services & Charges Total $$$$
220,960 220,940 227,560309,304PW Administration TOTAL $$$$
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GENERAL FUNDFUND:
Public WorksDEPARTMENT:
PW Administration - 10600BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0020PW Director 1.00
1.00 1.0013Senior Analyst 1.00
2.00 2.00Total2.00
- - None $$- $
--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 toany proposed changes that would impact that infrastructure.
•Manage permitted work within the public rights-of-way including utility work, small cellinstallations, private redevelopment impacts, and excavation/obstruction permits.
•Provide an investment plan for sustainable and resilient delivery of critical servicesthrough 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 andmaintenance projects and work cooperatively with Hennepin County on thereconstruction of their arterials through the City.
•Represent Richfield’s interests in regional transportation planning and constructionprojects.
•Manage storm water related issues within the City through tracking and coordinationbetween departments regarding the Storm Water Pollution Prevention Program andreview of redevelopment plans for storm water regulation compliance and permitting.
•Provide staff support for the Transportation Commission.
2025 HIGHLIGHTS
•Constructed the Safe Routes to School 73rd St Street trail project (City CouncilPriority/Outcome 3a-b, 5a & 5c).
•Constructed the Safe Routes to School 70th St Street trail project (City CouncilPriority/Outcome 3a-b, 5a & 5c).
•Continued administration of the pavement management plan to protect the majorinvestment into the residential Mill & Overlay program (City Council Priority/Outcome3a-b).
•Began planning and design with Hennepin County for the full reconstruction of PennAvenue (City Council Priority/Outcome 1b & 3a).
•Completed final design for the reconstruction of Nicollet Avenue in collaboration withHennepin County (City Council Priority/Outcome 1b, 3a-b, 5a & 5c).
•Completed construction of the hardscape of Broz Plaza (City Council Priority/Outcome
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3a-b & 5a).
•Provided technical review and construction inspection services for privateredevelopment projects throughout the City, specifically as they relate to rights-of-way,utility, and stormwater impacts (City Council Priority/Outcome 2b & 3c).
•Represented Richfield’s interests and coordinated with the City Council related to thefuture I-494 corridor planning (City Council Priority/Outcome 3a-c, 5a & 5c).
•Successfully obtained grant awards for several capital projects throughout the City(City Council Priority/Outcome 2c, 3a-c, 4b, 5a & 5c).
2026 DIVISION GOALS
•Construct the sidewalk and Safe Routes to School projects on 64th St, Russell Ave,and 73rd St (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 andtransportation safety improvements (City Council Priority/Outcome 3a-b, 5a & 5c).
•Continue planning and design with Hennepin County for the full reconstruction of PennAvenue (City Council Priority/Outcome 1b & 3a).
•Begin reconstruction of Nicollet Avenue in collaboration with Hennepin County (CityCouncil Priority/Outcome 1b, 3a-b, 5a & 5c).
•Begin design of the 69th St reconstruction project (City Council Priority/Outcome 1b,3a-b, 5a & 5c).
•Continue to coordinate with MnDOT and represent Richfield’s interests related to theI-494 corridor improvements (City Council Priority/Outcome 3a-c, 5a & 5c).
•Continue to address roadblocks for pedestrians and bicyclists by engaging with thepublic to understand where opportunities exist (City Council Priority/Outcome 3a, 3c,5a & 5c).
DIVISION EXPENDITURE COMMENT
The 2025 Revised Budget reflects a 0.0% increase in expenditures from the 2025 Adopted Budget. $42,500 in MSA revenues are expected to be transferred into the division.
The 2026 Proposed Budget reflects a 2.99% increase from the 2025 Adopted Budget, due primarily to increases in personal services, including the budgeted addition of a temporary, full-time Project Engineer (starting mid-2025) to meet forthcoming project needs. $52,000 in MSA revenues are expected to be transferred into the division.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Engineering - 10605BUSINESS UNIT:
Personal Services
6005 507,406 621,940 570,890 669,610Full Time $$$$
6007 9,861 11,330 9,120 18,790Seasonal
6009 1,736 2,400 2,400 2,400Overtime
6031 31,100 39,260 35,950 42,670Employer Social Security
6032 7,273 9,180 8,410 9,980Employer Medicare
6033 37,265 46,650 42,820 50,220Employer Pera
6035 68,755 85,190 76,710 89,470Medical Insurance
6036 3,681 4,340 3,920 4,500Dental Insurance
6037 364 250 230 240Term Life
6038 6,120 6,120 6,120 6,240Workers Compensation
6040 870 1,100 1,010 1,190Long Term Disability
6054 (202,500)(449,500)(382,500)(502,000)Interdepartmental Labor Credit
378,260 375,080 393,310471,931Personal Services Total $$$$
Other Services & Charges
6103 45,262 115,240 114,240 114,250Professional Services -General $$$$
6202 54,068 39,360 39,360 38,880Data Processing Rental
6204 10,900 11,340 11,340 11,910Motor Pool Operating Rental
6302 3,791 4,700 4,700 4,700Communications
6303 9,815 15,970 18,170 17,170Professional Development
6305 18,100 10,470 12,270 12,650Subscriptions & Memberships
6307 5,743 5,630 5,630 5,740Insurance & Bonds
6308 1,050 1,090 1,090 1,110Property Liability
6401 142 - - - Office Supplies
6403 57 - - - Postage
6414 11,665 7,500 7,500 7,500Other Supplies
211,300 214,300 213,910160,593Other Services & Charges Total $$$$
589,560 589,380 607,220632,524EngineeringTOTAL$$$$
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GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Engineering - 10605BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0017City Engineer 1.00
1.00 1.0015Transportation Engineer 1.00
2.00 2.0014Project Engineer 2.00
1.00 1.0013Civil Engineer 1.00
1.00 1.0010Engineering Assistant 1.00
.05 .0510Asset Management/GIS Analyst -
6.05 6.05Total6.00
-- None $$-$
--Total $$-$
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Department/Division Public Works/Engineering
Actual Actual Budget Budget202320242025R2026P
Inputs:
Number of full time employees 5.0 5.0 6.05 6.05
Total General Fund expenditures 653,214$ 621,734$ 589,369$ 607,204$
Outputs:
Number of engineering contracts 3 4 3 2
Value of engineering contracts $143,000 $317,000 $442,000 $85,000
Number of construction projects 2 4 4 6
Value of construction projects $1,074,000 $606,000 $2,463,000 $8,550,000
Effectiveness Measures:
Value of change orders $27,700 $81,000 $0 $0
% of project costs (goal <5%)2.6%13.4%0.0%0.0%
Number of right-of-way permits issued/inspected 223 174 200 200
Number of small cell permits issued 0 0 5 5
Efficiency Measures:% of GF expenditures to construction projects 60.8%102.6%23.9%7.1%
% of consultant contracts to construction projects 13.3%52.3%17.9%1.0%
Expenditure per Capita $16.97 $16.16 $15.32 $15.78
Performance Measures
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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.
2025 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).
•Began administration of the 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 asdisadvantaged communities, contributing to the goals of Justice40 (City CouncilPriority/Outcome 1b, 3a, 3c, 5a & 5c).
•Continued to apply for grant funding to combat the effects of EAB to public and
private trees (City Council Priority/Outcome 1b, 3a-b & 5c).
2026 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 goalsof preserving the health of the City’s boulevard trees (City Council Priority/Outcome1a-b, 3a & 3c).
•Continue to apply grant funding to combat the effects of EAB to public and privatetrees (City Council Priority/Outcome 1b, 3a-b & 5c).
DIVISION EXPENDITURE COMMENT
The 2025 Revised Budget reflects an increase of 0% from the 2025 Adopted Budget.
The 2026 Proposed Budget reflects an increase of 17.23% from the 2025 Adopted
Budget due to upfront costs the division will absorb prior to reimbursement related to the administration of the USFS grant to remove and replace trees. With the grant reimbursement accounted for, the 2026 Proposed Budget reflects an increase of 3.97% from the 2025 Adopted Budget.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Street Maintenance - 10610BUSINESS UNIT:
Personal Services
6005 1,123,696 1,162,450 1,118,360 1,189,460Full Time $$$$
6007 7,293 44,720 43,640 44,950Seasonal
6009 31,075 20,000 20,000 20,000Overtime
6031 68,972 73,320 70,510 74,970Employer Social Security
6032 16,131 17,150 16,490 17,530Employer Medicare
6033 85,930 86,050 82,570 87,900Employer Pera
6035 199,030 202,820 200,090 215,020Medical Insurance
6036 9,689 9,620 9,480 10,040Dental Insurance
6037 963 640 560 540Term Life
6038 39,040 39,040 39,040 39,820Workers Compensation
6040 1,875 2,030 1,950 2,080Long Term Disability
6054 (106,114)(123,260)(124,110)(124,110)Interdepartmental Labor Credit
1,534,580 1,478,580 1,578,2001,477,580Personal Services Total $$$$
Other Services & Charges
6103 20,204 15,990 15,990 16,020Professional Services -General $$$$
6202 13,848 38,590 38,590 33,180Data Processing Rental
6204 460,000 478,400 478,400 502,320Motor Pool Operating Rental
6205 31,924 15,800 24,300 25,300Maintenance & Repairs
6207 103,244 - - - Utility Services
6209 38,259 62,000 112,000 114,500Utility Lighting
6301 - 240 240 240Advertising & Publication
6302 13,714 15,000 15,000 15,000Communications
6303 11,977 12,440 12,440 12,440Professional Development
6305 30 180 180 180Subscriptions & Memberships
6307 14,459 14,990 14,990 15,290Insurance & Bonds
6308 3,620 3,760 3,760 3,840Property Liability
6315 273,093 442,140 498,710 779,160Other Contractual Services
6401 3 - - - Office Supplies
6403 46 - - - Postage
6409 14,089 11,000 11,000 11,000Uniforms & Clothing
6410 4,687 6,000 6,000 6,000Small Tools & Parts
6411 52,583 90,000 30,000 90,000Salt
6412 24,400 34,450 34,450 34,450Maint. & Const. Materials
6414 999 1,310 1,310 1,310Other Supplies
6415 11,197 12,700 12,700 31,800Sign Parts & Supplies
1,254,990 1,310,060 1,692,0301,092,376Other Services & Charges Total $$$$
2,789,570 2,788,640 3,270,2302,569,956Street Maintenance TOTAL $$$$
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GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Street Maintenance - 10610BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
10.00 10.00LT-1Public Works Worker 10.00
.75 .7518Deputy Public Works Director .75
1.00 1.0014Operations Supervisor 1.00
1.00 1.0010Forester1.00
.35 .358Senior Office Assistant .35
.20 .2012GIS Coordinator .20
.17 .1710Asset Management/GIS Analyst -
13.47 13.47Total13.30
-- None $$-$
--Total $$-$
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Department/Division
Actual Actual Budget Budget 2023 2024 2025R 2026P
Inputs:
Number of Full-Time Employees 13.3 13.3 13.47 13.47
Division Expenditures 2,701,940$ 2,571,223$ 2,788,649$ 3,270,222$
Outputs:
Number of City-Owned Street Lights 3,459 3,510 3,510 3,510
Work Orders for Street Light Out 174 201 220 220
Annual Number of Trees Removed 313 356 400 400
Annual Number of Trees Planted 230 250 290 290
Tree Trimmings-Routine 219 194 200 200
Effectiveness Measures:
Days to Repair Street Light After
Request 6.1 7.4 8.1 6.0
Average Days to Complete After Tree 15 14 15 15
Service Request Received
Efficiency Measures:
Cost to Operate Street Lights 325,558$ 309,828$ 332,000$ 332,000$
Cost to Maintain Street Lights 37,454$ 38,259$ 112,000$ 114,500$
Total Cost to Operate and Maintain 363,012$ 348,087$ 444,000$ 446,500$
Street LightsExpenditure per Capita to Maintain
Street Lights 9.43$ 9.05$ 11.54$ 11.60$
Cost per New Tree Planted 350.61$ 340.00$ 344.83$ 344.83$
Annual Dollars Spent on New Trees 80,640$ 85,000$ 100,000$ 100,000$
Division Expenditure per Capita 70.21$ 66.82$ 72.47$ 84.98$
Performance Measures
Public Works/Street Maintenance
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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 provide 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.
2025 HIGHLIGHTS
•Added plantings, both annual and perennial, to park areas (City CouncilPriority/Outcome 3a & 3c).
•Continued support of City-sponsored events such as Vehicle Day, 4th of JulyCelebration and “Penn Fest” at Open Streets (City Council Priority/Outcome 1a, 2a,4b & 5b).
•Executed a parks woodchip revitalization project to refresh parks woodchips at everypark where needed (City Council Priority/Outcome 1b, 3a & 5c).
•Completed Park Asset Inventory to establish future Park Maintenance needs (CityCouncil Priority/Outcome 1a-b, 3a-b, 4b, 5a & 5c).
2026 DIVISION GOALS
•Maintain support for City-sponsored events such as Vehicle Day, 4th of JulyCelebration 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 (CityCouncil Priority/Outcome 1a, 3a, 3c & 5c).
•Utilize the Park Asset Inventory to establish future Park Maintenance/Asset
Management plan(s) (City Council Priority/Outcome 1a-b, 3a-b, 4b, 5a & 5c).
•Establish maintenance plans for Tennis, pickleball, and basketball paved court
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surfaces (City Council Priority/Outcome 1a-b, 3a-b, 4b, 5a & 5c).
DIVISION EXPENDITURE COMMENT
The 2025 Revised Budget reflects a decrease of 0.1% from the 2025 Adopted Budget.
The 2026 Proposed Budget reflects an increase of 5.1% from the 2025 Adopted
Budget. Increases in personal services as employees move through the step system (merit increases) and data processing IT charges exceeded 4%.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Park Maintenance - 10615BUSINESS UNIT:
Personal Services
6005 584,354 666,080 667,730 719,940Full Time $$$$
6007 50,655 44,720 43,640 44,950Seasonal
6009 18,355 23,000 23,000 23,000Overtime
6031 38,175 42,590 42,860 46,150Employer Social Security
6032 8,947 9,960 10,020 10,790Employer Medicare
6033 44,826 49,220 49,290 53,200Employer Pera
6035 142,319 137,280 137,280 146,370Medical Insurance
6036 6,366 6,150 6,150 6,440Dental Insurance
6037 557 360 360 350Term Life
6038 15,770 15,770 15,770 16,090Workers Compensation
6040 995 1,160 1,160 1,260Long Term Disability
6054 (52,257)(31,150)(32,000)(32,000)Interdepartmental Labor Credit
965,140 965,260 1,036,540859,062Personal Services Total $$$$
Other Services & Charges
6103 14,822 13,850 13,850 13,870Professional Services -General $$$$
6201 35 - - - Rents & Leases
6202 5,942 10,630 10,630 15,570Data Processing Rental
6204 245,560 255,380 255,380 268,150Motor Pool Operating Rental
6205 154,393 103,670 116,670 116,670Maintenance & Repairs
6207 111,771 147,460 134,460 134,460Utility Services
6302 7,648 11,240 11,240 11,240Communications
6303 6,257 10,310 10,310 10,310Professional Development
6305 75 100 100 100Subscriptions & Memberships
6307 38,096 53,150 53,150 54,210Insurance & Bonds
6308 4,000 4,160 4,160 4,240Property Liability
6310 - 200 200 200Taxes & Licenses
6315 51,328 65,400 64,400 61,400Other Contractual Services
6401 9 - - - Office Supplies
6409 11,302 10,600 10,600 10,600Uniforms & Clothing
6410 8,881 2,000 2,000 2,000Small Tools & Parts
6412 16,026 7,500 7,500 7,500Maint. & Const. Materials
6414 57,984 42,270 42,270 42,270Other Supplies
737,920 736,920 752,790734,129Other Services & Charges Total $$$$
1,703,060 1,702,180 1,789,3301,593,191Park Maintenance TOTAL $$$$
126
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GENERAL FUNDFUND:
Public WorksDEPARTMENT:
Park Maintenance - 10615BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
8.00 8.00LT-1Public Works Worker 8.00
.50 .5014Operations Supervisor .50
.17 .1710Asset Management/GIS Analyst -
8.67 8.67Total8.50
-- None $$-$
--Total $$-$
127
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Department/Division
Actual Actual Budget Budget202320242025R2026P
Inputs:
Number of full time employees 8.5 8.5 8.67 8.67
Division Expenditures 1,476,731$ 1,587,834$ 1,702,181$ 1,789,314$
Outputs:
No. of Parks Maintained 21 21 22 22
No. of Athletic Fields 24 24 24 24
Effectiveness Measures:
Games Not Played Due to
Weather-Related Field Conditions 0 11 17 10
Efficiency Measures:
Average Cost to Maintain Each Park 70,320.52$ 75,611.14$ 77,371.86$ 81,332.45$
Cost to Maintain Parks per Capita 38.37$ 41.26$ 44.23$ 46.50$
Performance Measures
Public Works/Park Maintenance
128
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RECREATION SERVICES
129
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
522,959 516,567 539,277 571,780Recreation Administration $$$$10.69%17000
1,123,316 1,226,363 1,251,936 1,289,399Recreation 5.14%17501
678,016 731,660 683,377 700,021Wood Lake Nature Center (4.32%)18000
2,474,590 2,474,590 2,561,2002,324,291Recreation Services TOTAL $$$$3.50%
REVENUES
324,227 252,650 293,540 292,200Recreation$$$$15.65%17501
134,550 100,650 59,760 64,100Wood Lake Nature Center (36.31%)18000
YEAR AMOUNT
2024 $2,324,291
2025B $2,474,590
2025R $2,474,590
2026B $2,561,200
$0
$400,000
$800,000
$1,200,000
$1,600,000
$2,000,000
$2,400,000
$2,800,000
2024 2025B 2025R 2026B
E
X
P
E
N
D
I
T
U
R
E
S
YEAR
RECREATION SERVICES EXPENDITURES
130
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RECREATION SERVICES ADMINISTRATION
MISSION STATEMENT Richfield Recreation Services 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.
2025 HIGHLIGHTS
•Began design and construction on projects funded by the Local Option Sales Taxincluding the Wood Lake Nature Center Building, Richfield Outdoor Poolimprovements, and general improvements to Veterans Memorial Park (City Council
Priority/Outcome 3a)
•Complete fleet electric vehicle assessment. (City Council Priority/Outcome 3)
•Install solar panels on Ice Arena and Public Works Building using State and Federal
Funding (City Council Priority/Outcome 1b and 3b)
•Constructed playground at Donladson Park (City Council Priority/Outcome 3a)
•Updated Climate Action Plan (City Council Priority/Outcome 3c)
2026 DIVISION GOALS
•Begin parks master planning process (City Council Priority/Outcome 1, 3, and 5)
•Finish construction of the Wood Lake Nature Center Building. (City CouncilPriority/Outcome 3a)
•Complete forest management plan for Wood Lake, Richfield Lake and Veterans
Park (City Council Priority/Outcome 1c)
•Transition from Active Net to a new Recreation facility and program registrationsoftware. (City Council Priority/Outcome 1c)
•Deliver several Recreation Department wide training opportunities (City Council
Priority/Outcome 4a).
•Collaborate with Public Works to conduct a recreation facility assessment (City CouncilPriority/Outcome 3, 5c).
DIVISION EXPENDITURE COMMENTS The Recreation Services/Administration Division shows an increase of 4.2% for 2025 revised, and a 10.69% increase in 2026. These increases are primarily due to increased credit card service fees, and a consolidation of credit card service fees from the Wood Lake
Nature Center and Recreation Programs budgets into the Administration Division budget.
There is also a significant increase in staff insurance costs.
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Recreation Administration - 17000BUSINESS UNIT:
Personal Services
6005 282,841 277,840 288,700 300,600Full Time $$$$
6031 15,133 16,740 16,480 17,400Employer Social Security
6032 3,539 3,910 3,850 4,070Employer Medicare
6033 18,857 20,250 20,970 22,160Employer Pera
6035 48,289 41,700 51,200 56,070Medical Insurance
6036 1,668 1,900 1,900 2,100Dental Insurance
6037 165 160 170 170Term Life
6038 2,500 2,500 2,500 2,550Workers Compensation
6040 370 520 610 610Long Term Disability
365,520 386,380 405,730373,362Personal Services Total $$$$
Other Services & Charges
6103 4,989 2,000 2,000 2,000Professional Services -General $$$$
6202 23,588 13,837 13,837 13,010Data Processing Rental
6207 8,292 8,250 8,300 8,500Utility Services
6301 31,589 43,000 38,000 38,000Advertising & Publication
6302 1,587 2,400 2,000 2,000Communications
6303 2,798 3,200 3,200 3,200Professional Development
6307 8,520 5,240 5,240 5,340Insurance & Bonds
6308 8,870 9,220 9,220 9,400Property Liability
6401 244 - - - Office Supplies
6402 7,305 7,400 7,400 7,400Copy Charges
6414 27 - - - Other Supplies
6513 51,788 56,500 63,700 77,200Other Charges
151,047 152,897 166,050149,597Other Services & Charges Total $$$$
516,567 539,277 571,780522,959Recreation Administration TOTAL $$$$
132
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GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Recreation Administration - 17000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0020Recreation Services Director 1.00
.40 .4012Sustainability Specialist .40
1.00 1.0012Analyst1.00
2.40 2.40Total2.40
-- None $$-$
--Total $$-$
133
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Department/Division
Actual Actual Budget Budget
2023 2024 2025 2026
Inputs:
Number of organics program participants 2,800 3,371 3,420 3,500
Richfield Households 15,332 15,332 15,332 15,332
Outputs:
Rec. Adminstration Division Cost 550,934$ 497,896$ 539,277$ 568,080$
Effectiveness Measures:
% of Households in Organics Program 18%22%22%23%
Efficiency Measures:
Adminstration cost per capita 35.93$ 32.47$ 35.17$ 37.05$
Performance Measures
Recreation Services/Administration
134
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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.
2025 HIGHLIGHTS
•The Farmers Market grew vendor registration more than 10%. (City Council Goal 5a)
•Pickleball leagues grew from two to four leagues per session, added spring, seniorsand women pickleball leagues. (City Council Goal 1c)
•New family programming and free community programming was added at thecommunity center and various parks, including the expansion of the playground
program to two sites per week. (City Council Goal 1c, 5a)
•Staff supported community volunteer committees to offer the Richfield 4th of JulyCelebration and Penn Fest. (City Council Goal 1c, 5a)
•Partnered with Beacons on summer programing to nurture relationships with highschool age community members. (City Council Goal 1c, 4b, and 5a)
2026 DIVISION GOALS
•Increase program participation by increasing the variety of programing available and
outreach to underserved populations to provide more local and relevant recreation
opportunities for residents. (City Council Priority/Outcome 5a).
•Defer program expenses by expanding community partnerships and secure newsponsorships. (City Council Goal 1b).
•Increase use of volunteers for programs and special events. (City Council Goal 4b)
•Implement Urban AGRI grant to offer new gardening programs. (City Council Goal1b)
DIVISION REVENUE COMMENT
Revenue is forecasted to exceed the 2025 budgeted amount by 15% due to growth in days out (Senior trips), adaptive programing participation, youth and sport contract programming, adult leagues, farmers market vendor registration, and field rentals.
DIVISION EXPENDITURE COMMENT
The Recreation Programs 2025 revised budget is projected to be 2% higher than the 2025 adopted budget. 2026 expenditures are projected to be 5% higher than 2025 due to personal services increases.
135
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Recreation - 17501BUSINESS UNIT:
Personal Services
6005 453,475 451,890 520,720 550,320Full Time $$$$
6006 91,333 98,060 97,690 101,120Part-time
6007 51,368 70,510 70,510 72,610Seasonal
6009 92 - - - Overtime
6031 33,894 44,070 41,750 43,920Employer Social Security
6032 7,927 9,980 9,760 10,270Employer Medicare
6033 39,319 46,180 46,380 48,860Employer Pera
6035 89,357 108,590 99,960 108,740Medical Insurance
6036 3,814 4,320 4,338 4,470Dental Insurance
6037 383 420 360 400Term Life
6038 7,370 7,720 7,720 7,870Workers Compensation
6040 817 775 915 1,000Long Term Disability
6051 3,030 - - - Interdepartmental Labor
842,515 900,103 949,580782,179Personal Services Total $$$$
Other Services & Charges
6103 -240 120 130Professional Services -General $$$$
6201 2,700 5,000 3,300 4,400Rents & Leases
6202 33,390 62,333 62,333 57,993Data Processing Rental
6204 1,180 1,230 1,230 1,290Motor Pool Operating Rental
6205 6,768 10,000 2,000 5,000Maintenance & Repairs
6207 16,469 18,550 18,200 18,500Utility Services
6301 1,821 4,000 2,000 2,000Advertising & Publication
6302 4,701 5,600 5,000 5,150Communications
6303 4,395 4,000 4,000 4,120Professional Development
6305 3,734 3,250 3,500 3,600Subscriptions & Memberships
6307 7,701 4,500 4,500 4,590Insurance & Bonds
6308 120 120 120 120Property Liability
6315 174,768 164,225 161,030 145,776Other Contractual Services
6401 3,143 4,000 3,000 3,150Office Supplies
6402 438 - - - Copy Charges
6403 3,713 4,500 4,000 3,900Postage
6409 2,704 3,000 3,000 2,000Uniforms & Clothing
6414 63,538 80,300 67,450 72,100Other Supplies
6513 9,854 9,000 7,050 6,000Other Charges
383,848 351,833 339,819341,137Other Services & Charges Total $$$$
1,226,363 1,251,936 1,289,3991,123,316RecreationTOTAL$$$$
136
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GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Recreation - 17501BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0014Recreation Manager 1.00
3.00 3.0012Recreation Supervisor 3.00
1.00 1.0010Recreation Program Coordinator 1.00
1.00 1.008Senior Office Assistant 1.00
6.00 6.00Total6.00
Part-Time Employees
2.00 2.006Custodian2.00
2.00 2.00Total2.00
-- None $$-$
--Total $$-$
137
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Department/Division
Actual Actual Budget Budget
2023 2024 2025 2026
Inputs:
Number of Full Time Employees 5 6 6 6
Division Revenues 286,487$ 324,228$ 252,650$ 293,540$
Division Expenditures 1,002,549$ 1,092,261$ 1,226,363$ 1,251,936$
Outputs:
Older Adult Registrants 1,586 1,795 1,600 1,600 Youth Recreation Registrations 2,147 2,430 2,400 2,200
Youth/Adult Athletics Registrations 804 910 900 900
Adaptive Registrations 1,200 1,358 1,350 1,350
Total Registrations 5,737 6,493 6,250 6,050
Effectiveness Measures:
Average Revenue Per Registration 50.35$ 49.94$ 40.42$ 48.52$
Efficiency Measures:
Average Cost Per Registration 174.75$ 168.23$ 196.22$ 206.93$
Revenues Per Capita 7.81$ 8.76$ 6.83$ 7.93$
Expenditures Per Capita 27.10$ 29.52$ 33.14$ 33.84$
Performance Measures
Rec Serv/Rec Programs & Athletics
138
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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 high quality, accessible environmental education, recreation and
community program opportunities unique to the Wood Lake Nature Center site. Provide
natural resource information to the public including wildlife, forest, prairie, wetlands, and lakes programming. Manage and maintain a high-quality natural area. Support and guide the Friends of Wood Lake in raising funds to assist in projects and seasonal staffing
2025 HIGHLIGHTS
•Met with the building project team, the architect team, and the exhibit team to finalizedesigns and begin construction on the new building. (City Council Priority 3a)
•Staff offices moved to the Community Center in mid-May. The move has enabledstaff from both divisions to increase collaboration. (City Council Priority 1c, 4b)
•Adjusted programming to accommodate new building construction. Eleven weeks of
summer camp were offered at 2 different locations. (City Council Priority 1 and 5)
•Collaborated with Veterans Park and Public Works staff on larger projects. Projectsincluded trail work (WL), ice replacement (Arena), and tree removal (mini golf). (CityCouncil Priority 1a, 3a, and 4b)
•FOWL hosted several smaller events to reach new audiences. Although most eventswere well attended the largest event was cancelled due to poor registration. (CityCouncil Priority 1c)
2026 DIVISION GOALS
•Manage the natural resources of the park to allow for access, safety, andbiodiversity. (City Council Priority 1)
•Steadily work to provide new and engaging programming while maintaining our
familiar traditional programs as well. (City Council Goal 5)
•Continue to move FOWL to a higher level and more diverse styles of fund raising.(City Council Goal 1b, 3b, 5a)
DIVISION EXPENDITURE COMMENT Wood Lake’s expenditures for the revised 2025 budget are projected to be $48,283 lower and 2026 proposed expenditures are projected to be $31,639 lower due to the building closure, reducing utility and maintenance costs.
DIVISION REVENUE COMMENT The 2025 Revised revenues are $40,890 lower than adopted and 2026 Proposed revenues are expected to be $39,550 lower due to construction schedule delays, program cancellations, trail access changes, and suspension of the Post Office lease.
139
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Wood Lake Nature Center - 18000BUSINESS UNIT:
Personal Services
6005 450,286 446,745 460,870 481,660Full Time $$$$
6007 73,965 69,920 67,920 69,920Seasonal
6009 1,858 - - - Overtime
6031 32,744 42,335 31,960 33,676Employer Social Security
6032 7,658 8,495 7,480 7,883Employer Medicare
6033 40,037 44,363 39,130 41,193Employer Pera
6035 41,307 36,920 28,290 29,630Medical Insurance
6036 2,807 2,860 2,170 2,230Dental Insurance
6037 387 210 210 200Term Life
6038 6,980 6,980 6,980 7,120Workers Compensation
6040 823 800 820 870Long Term Disability
6054 (107,850)(95,000)(103,953)(108,864)Interdepartmental Labor Credit
564,628 541,877 565,518551,002Personal Services Total $$$$
Other Services & Charges
6103 1,981 4,000 4,000 3,500Professional Services -General $$$$
6202 24,886 54,452 54,450 50,670Data Processing Rental
6204 9,180 9,550 9,550 10,030Motor Pool Operating Rental
6205 1,025 4,800 2,000 2,000Maintenance & Repairs
6207 29,586 38,000 22,000 16,000Utility Services
6301 2,390 2,000 1,000 3,000Advertising & Publication
6302 4,295 3,900 4,300 4,500Communications
6303 1,117 1,200 1,400 1,000Professional Development
6306 303 - - - Care of Persons
6307 11,793 12,020 12,020 12,260Insurance & Bonds
6308 3,610 3,750 3,750 3,830Property Liability
6315 7,181 6,550 4,000 4,500Other Contractual Services
6401 274 450 300 400Office Supplies
6402 477 - 100 100Copy Charges
6403 989 100 130 300Postage
6409 1,820 1,000 1,500 1,413Uniforms & Clothing
6410 1,064 1,000 1,000 1,000Small Tools & Parts
6414 20,715 20,000 20,000 20,000Other Supplies
6513 4,328 4,260 - - Other Charges
167,032 141,500 134,503127,014Other Services & Charges Total $$$$
731,660 683,377 700,021678,016Wood Lake Nature Center TOTAL $$$$
140
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GENERAL FUNDFUND:
Recreation ServicesDEPARTMENT:
Wood Lake Nature Center - 18000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0014Manager1.00
2.00 2.0012Naturalist2.00
1.00 1.008Senior Office Assistant 1.00
1.00 1.00LT3Public Works Worker 1.00
5.00 5.00Total5.00
-- None $$-$
--Total $$-$
141
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Department/Division
Actual Actual Budget Budget
2023 2024 2025 2026
Inputs:
Number of Full Time Employees 5 5 5 5
Division Revenues 133,750$ 134,549$ 59,760$ 61,100$
Division Expenditures 656,448$ 737,204$ 383,377$ 700,021$
Outputs:
Volunteer Hours 3,657 2,608 2,500 2,500 Number of contact hours for all programs delivered 24,500 23,020 17,500 16,500
Effectiveness Measures:
Number of programs delivered annually 607 581 500 475
Number of people attending all programs annually 18,814 19,154 15,000 14,250
Efficiency Measures:Dollars saved by volunteers 84,367$ 60,167$ 57,675$ 57,675$
Average cost/person of programs delivered 27.78$ 31.46$ 21.57$ 44.84$ Average cost of programs per hour delivered 21.33$ 26.18$ 18.49$ 38.72$
Revenues Per Capita 3.68$ 3.70$ 1.64$ 1.68$
Expenditures Per Capita 18.07$ 20.29$ 10.55$ 19.26$
Performance Measures
Rec Serv/WoodLake Nature Center
142
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SPECIAL REVENUE
143
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BUDGET SUMMARYLIQUOR CONTRIBUTION FUND
2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 147,502$ 148,002$ 154,828$ 155,828$
Sources
Liquor Profits 500,000 475,000 475,000 475,000
Interest 7,326 1,000 1,000 1,000
Subtotal 507,326 476,000 476,000 476,000
Uses
Transfers 500,000 475,000 475,000 475,000
Subtotal 500,000 475,000 475,000 475,000
FUND BALANCE 154,828$ 149,002$ 155,828$ 156,828$
2025
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 2025 budget revision provides for expenditures of monies from the Liquor Contribution Fund inaccordancewiththerevised 2025 Capital Improvement Budget.The 2026 proposed budget similarlyallocates special revenue monies for expenditure in accordance with the 2026 Capital ImprovementBudget.In 2026,funding received from liquor profits is budgeted at $475,000 which is the same as the
2025 adopted budget.
144
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BUDGET SUMMARY
TOURISM ADMINISTRATION
2024 2026AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 52,472$ 53,181$ 58,430$ 60,140$
Sources
Hotel/Motel Lodging Tax 8,269 7,000 7,000 7,000
Interest 3,129 150 150 150
Subtotal 11,398 7,150 7,150 7,150
Uses
Personal Services 5,440 5,440 5,440 5,440
Subtotal 5,440 5,440 5,440 5,440
FUND BALANCE 58,430$ 54,891$ 60,140$ 61,850$
2025
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.
2026 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.
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BUDGET SUMMARYCOMMUNICATIONS FUND
2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 1,898,008$ 1,752,494$ 1,889,161$ 1,785,321$
Sources
Franchise Fees 309,753 235,000 280,000 246,500
Intergovernmental - - - -
Interest 74,615 5,000 5,000 5,000
Transfers In:
General Fund 25,000
Subtotal 384,368 240,000 285,000 276,500
Uses
Personal Services 259,640 240,610 231,430 240,330
Other Service & Charges 133,575 181,610 157,410 172,090
Capital Outlay - - - - Subtotal 393,215 422,220 388,840 412,420
FUND BALANCE 1,889,161$ 1,570,274$ 1,785,321$ 1,649,401$
MISSION STATEMENT
DIVISION FOCUS
2025
COMMUNICATIONS FUND
To provide communication services to Richfield residents through the city’s cable TV channel, website, print publications, social media, 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 guided through the city’s Administrative Services Department. Positions funded by this division include Communications and Engagement Manager, Communications Specialist, Video Production Assistant 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, branding and other external communications. The position also supports internal communications and the city’s intranet. 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 intermittent 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.
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CABLE T.V. FUNDFUND:
Administrative ServicesDEPARTMENT:
CABLE T.V. FUND - 20004BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0015Communications Manager 1.00
1.00 1.00Total1.00
Intermittent Employees
.20 .20103Video Production Assistant .20
.20 .20Total.20
Part-Time Employees
.50 .5010Communication Specialist .50
.45 .459Temporary Website Coordinator -
.95 .95Total.50
- - $$- $
--Total $$-$
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BUDGET SUMMARY - ELECTIONS FUND
2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 2,355,536$ 2,399,196$ 2,395,389$ 2,579,069$
SourcesIntergovernmental 16,548 - - - Other Revenues 5,603 389,700 88,000 - Lease Revenue 394,321 - 320,000 329,600 Interest 105,704 5,000 50,000 50,000 Subtotal 522,176 394,700 458,000 379,600
UsesPersonal Services 146,642 187,470 237,470 285,831 Other Services and Charges 335,681 146,580 36,850 42,500 Subtotal 482,323 334,050 274,320 328,331
FUND BALANCE 2,395,389$ 2,459,846$ 2,579,069$ 2,630,338$
2025
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 and
training of election judges,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.
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BUDGET SUMMARY
DRUG/FELONY FORFEITURE
2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 288,610$ 232,790$ 280,133$ 223,733$
Sources
Intergovernmental Revenue -
Drug/Felony Forfeiture 33,296 35,000 35,000 35,000
Interest 13,446 500 1,500 1,500
Other Revenues 1,000 400 2,000 2,000
Subtotal 47,742 35,900 38,500 38,500
Uses
Other Service & Charges 56,219 30,000 94,900 34,100
Subtotal 56,219 30,000 94,900 34,100
FUND BALANCE 280,133$ 238,690$ 223,733$ 228,133$
2025
MISSION STATEMENT
The Drug/Felony Forfeitures Fund receives its revenues as the result of cash and property seized
relating to drug 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 2025 Revised planned purchases are K-9 Supplies and SWAT Supplies ($12,000) Purchase of BearCat ($45,000) Sprinter Conversion for Comm Van ($35,000) BearCat Light Bar and install Radio ($2,900).
In 2026 Proposed planned purchases are a purchases are K-9 and SWAT Supplies ($10,000) SWAT
Bags ($3,600) Sniper Rifle ($7,500) Patrol Rifle sights ($10.000) ($3,000) 5 New Glock handguns to account for additional officers and Spares.
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BUDGET SUMMARY
PUBLIC SAFETY COMPLIANCE
2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 257,527$ 348,040$ 300,106$ 373,056$
Sources
Intergovernmental:
Federal Grants 26,057 5,300 5,500 6,000
State Grants 35,280 3,000 60,000 10,000
County Grants - 11,800 11,800 10,000
Other Grants 2,500 - - -
LEADS Revenue 5,296 5,000 5,300 5,300
Interest 12,233 400
Other Revenues 18,100 10,000 15,000 15,000
Subtotal 99,466 35,500 97,600 46,300
Uses
Personnel Services - 3,600 4,650 5,000
Other Service & Charges 56,887 14,000 20,000 20,000
56,887 17,600 24,650 25,000
FUND BALANCE 300,106$ 365,940$ 373,056$ 394,356$
MISSION STATEMENT
Revenue for this fund comes from fines levied against businesses that fail alcohol and tobacco compliance checks. These funds are then used for costs related to performing the compliance checks. In addition the fund also is used to account for the LEADS on line system for pawn shopand and those that carry a second hand dealers license.
Citizen Corp Grants (CERT) ended in 2014. There currently is no funding source for CERT Grants through the Department of Homeland Security. All Justice Assistance Grant (JAG) funds are administered in the Compliance Fund and will be utilized for additional purchases of police 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.
DIVISION FOCUS
Funds received from compliance failure fines will be used to fund future ongoing compliance checks and the LEEDS online sytems. In addition, JAG grants will be administered within this fund. We no longer receive grant money for JCCP. We currently share the cost with the county
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BUDGET SUMMARY
RECREATION CONTRIBUTIONS
2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 81,557$ 55,057$ 104,772$ 123,772$
Sources
Intergovernmental
Federal 50,698 - - -
Local Grant - 55,000 55,000 55,000
Other 113,986 65,000 110,000 110,000
Interest 5,216 - - -
Subtotal 169,900 120,000 165,000 165,000
Uses
Other Services & Charges 146,685 145,500 146,000 148,000
Subtotal 146,685 145,500 146,000 148,000
FUND BALANCE 104,772$ 29,557$ 123,772$ 140,772$
MISSION STATEMENT
DIVISION FOCUS
2025
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.
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BUDGET SUMMARY
NATURE CENTER CONTRIBUTIONS
2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 222,532$ 226,032$ 262,357$ 270,404$
Sources
Intergovernmental
County -$
Grants - Other -$ 5,000$ 5,000$ -$
Contributions 40,919$ 55,000$ 55,000$ 58,000$
Memberships 20,213$ 20,000$ 20,000$ 20,000$
Interest 33,635$ 7,000$ 7,000$ 7,000$
Subtotal 94,767$ 87,000$ 87,000$ 85,000$
Uses
Personal Services -$ 40,000$ 43,953$ 43,864$
Other Services & Charges 54,942$ 35,000$ 35,000$ 35,000$
Subtotal 54,942$ 75,000$ 78,953$ 78,864$
FUND BALANCE 262,357$ 238,032$ 270,404$ 276,540$
MISSION STATEMENT
DIVISION FOCUS
2025
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.
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BUDGET SUMMARY
PUBLIC HEALTH GRANTS
2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 130,902$ 184,034$ 139,347$ 87,174$
Sources
Intergovernmental Revenues:
Public Health Grants 146,779 230,467 57,327 50,714
Interest 5,422 500 500 500
Subtotal 152,201 230,967 57,827 51,214
Uses
Other Service & Charges 143,756 177,835 110,000 51,214
143,756 177,835 110,000 51,214
FUND BALANCE 139,347$ 237,166$ 87,174$ 87,174$
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,of
which Richfield is one,from or through the State of Minnesota to work on providing services intheareaofpublichealth emergency preparedness services.The grant dollars originate fromtheCentersforDiseaseControlandPreventionandareintendedtobeusedtoassessandenhancethecapacityof the state and local public health departments to respond tobioterrorism, infectious diseases, and other threats to public health.
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BUDGET SUMMARY
WOOD LAKE HALF MARATHON
2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 80,294$ 87,294$ 91,878$ 75,878$
Sources
Intergovernmental - - - -
Charges for Service 55,862 58,000 59,000 60,000
Contributions 6,091 15,000 10,000 10,000
Interest Earnings 5,135 -
Subtotal 67,088 73,000 69,000 70,000
Uses
Personal Services - 30,000 35,000 40,000
Other Service & Charges 55,504 36,000 50,000 50,000
Subtotal 55,504 66,000 85,000 90,000
FUND BALANCE 91,878$ 94,294$ 75,878$ 55,878$
2025
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 as the amount that will offset environmental education program costs.
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BUDGET SUMMARY
FRANCHISE FEES
2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 1,280,422$ 2,007,922$ 2,450,331$ 2,562,331$
Sources
Franchise Fee 2,480,169 2,450,000 2,450,000 2,450,000
Interest 92,953 50,000 50,000 50,000
Subtotal 2,573,122 2,500,000 2,500,000 2,500,000
Uses
Other Services & Charges 83,489 435,000 435,000 450,000
Capital Outlay - - - -
Transfers Out:
General Fund 50,000 50,000 50,000 50,000
Debt Service Fund 745,224 746,000 746,000 747,700
Capital Project Fund 524,500 1,727,000 1,157,000 1,542,000
Subtotal 1,403,213 2,958,000 2,388,000 2,789,700
FUND BALANCE 2,450,331$ 1,549,922$ 2,562,331$ 2,272,631$
MISSION STATEMENT
The establishment of 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.Thepurposeofthislastincreasewastofund the City's ongoing pavement management includingsidewalk,ADA,and bicycle improvements.
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FRANCHISE FEESFUND:
FinanceDEPARTMENT:
FRANCHISE FEES - 20034BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
40,000 40,000Pedestrian Improvements $$40,000$
40,000 40,000Bicycle Improvements 80,000
200,000 200,000ADA Improvements 200,000
617,000 737,000Pavement Management Projects 617,000
210,000 - Pillsbury Plaza 210,000
- - North Lyndale Ave Restriping 200,000
-325,000Public Works Storage Facility 325,000
50,000 50,000Street Name Sign Replacement 50,000
- 150,000HUB Redevelopment Participation -
1,157,000 1,542,000Total$$1,722,000$
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BUDGET SUMMARYICE ARENA
2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE (2,528,944)$ (2,083,114)$ (2,062,734)$ (1,458,884)$
Sources
Intergovernmental
Interest 276 - - -
User Fees 1,176,396 1,248,520 1,248,520 1,295,270
Concessions 63,178 78,500 78,500 63,800
Other Revenues 56,110 70,880 70,880 41,200
Transfers In:
General Fund 500,000 220,000 220,000 295,000
Capital Project Fund 365,000 365,000 370,000
Subtotal 1,795,960 1,982,900 1,982,900 2,065,270
Uses
Personal Services 727,757 746,600 746,600 763,788
Other Service & Charges 571,571 605,650 605,650 629,290
Interest Charges 8,216 6,800 6,800 6,800
Capital Outlay 22,206 20,000 20,000 -
Subtotal 1,329,750 1,379,050 1,379,050 1,399,878
FUND BALANCE (2,062,734)$ (1,479,264)$ (1,458,884)$ (793,492)$
2025
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
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ICE ARENAFUND:
Recreation ServicesDEPARTMENT:
Ice Arena - 20035BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0015Facility Manager 1.00
1.00 1.00LT-1Public Works Worker 1.00
1.00 1.0012Recreation Supervisor 1.00
1.00 1.0013Recreation Supervisor-Facilities 1.00
4.00 4.00Total4.00
-- $$$
--Total $$$
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2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 228,698$ 282,768$ 209,956$ 237,156$
Sources
User Fees 430,847 475,150 475,150 591,640
Commodities 85,861 92,600 92,600 95,870
County Grant - 23,300 23,300 23,300
Investment Income 4,183
Other Income (4,842) - - -
Transfers In:
General Fund 100,000 80,000 80,000 -
Subtotal 616,049 671,050 671,050 710,810
Uses
Personal Services 324,246 311,380 311,380 322,360
Other Service & Charges 246,170 332,470 332,470 340,960
Capital Outlay 64,375
Subtotal 634,791 643,850 643,850 663,320
FUND BALANCE 209,956$ 309,968$ 237,156$ 284,646$
BUDGET SUMMARY
SWIMMING POOL
2025
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.
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BUDGET SUMMARY
SPECIAL FACILITIES
2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 61,558$ 45,088$ 75,655$ 75,475$
Sources
Other Revenues 64,006 67,510 67,510 69,980
Interest 3,955 - - -
Transfers In:
General Fund - - - -
Subtotal 67,961 67,510 67,510 69,980
Uses
Personal Services 11,820 12,290 12,290 12,720
Transfer Out - - -
Other Service & Charges 42,044 55,400 55,400 55,960
Subtotal 53,864 67,690 67,690 68,680
FUND BALANCE 75,655$ 44,908$ 75,475$ 76,775$
2025
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.
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BUDGET SUMMARYRECREATION SPECIAL PROGRAM
2024 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 234,436$ 310,745$ 352,836$ 285,751$
Sources
Intergovernmental
County 157,144 140,000 127,405 115,000
Grants - Other (multi-family grant)- - - -
Special Assessment 131,014 198,751 130,361 231,614
Miscellaneous Revenue 4,050 -211,916 77,925
Interest 11,624 - - -
Transfers in:
General Fund 100,767 52,250 52,250 52,250
Special Revenue Fund (Franchise Fee)- 50,000 50,000 50,000
Capital Fund - -- -
Subtotal 404,599 441,001 571,932 526,789
Uses
Personal Services 94,453 145,103 158,242 168,249
Other Services & Charges 191,746 248,251 480,775 275,024
Transfer out:
General Fund - - - -
Subtotal 286,199 393,354 639,017 443,273
FUND BALANCE 352,836$ 358,392$ 285,751$ 369,267$
MISSION STATEMENT
2025
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.
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RECREATION SPECIAL PROGRAMFUND:
Recreation ServicesDEPARTMENT:
Recreation Special Program - 20040BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
.60 .6012Sustainability Specialist .60
1.00 1.0010Solid Waste Specialist 1.00
1.60 1.60Total1.60
-- $$-$
--Total $$-$
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BUDGET SUMMARY
OPIOID SETTLEMENT GRANT
2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 132,082$ 268,394$ 300,825$ 345,938$
Sources
Intergovernmental Revenues:
Opioid Grant 166,240 56,613 56,613 56,613
Interest 10,376 500 500 500
Subtotal 176,616 57,113 57,113 57,113
Uses
Other Service & Charges 7,873 150,000 12,000 12,000
7,873 150,000 12,000 12,000
FUND BALANCE 300,825$ 175,507$ 345,938$ 391,051$
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.
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BUDGET SUMMARY
PUBLIC SAFETY AID
2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE 1,604,296 1,437,406 1,510,309 1,426,309
Sources
Intergovernmental Revenues:
State Grant - - - -
Interest 77,903 5,000 50,000 50,000
Subtotal 77,903 5,000 50,000 50,000
Uses
Personal Services - - -
Transfer to:
General Fund 171,890 438,110 134,000 446,095
171,890 438,110 134,000 446,095
FUND BALANCE 1,510,309$ 1,004,296$ 1,426,309 1,030,214
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.
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BUDGET SUMMARY
STREET LIGHT USER FEE FUND
2024 2025 2026
AVAILABLE FOR APPROPRIATION Actual Budget Revised Budget
PRIOR YEAR FUND BALANCE -$ 184,447$ 232,447$
Sources
Charges for Service:
Street Light User Fee 390,915 332,000 380,000 380,000
Interest 117 - - -
Subtotal 391,032 332,000 380,000 380,000
Uses
Utility Services 206,585 332,000 332,000 332,000
206,585 332,000 332,000 332,000
FUND BALANCE 184,447$ -$ 232,447$ 280,447$
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.
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ENTERPRISE FUNDS
166
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
3,555,928 3,096,355 3,716,730 3,773,330$$$$21.86%
4,525,269 4,762,748 4,513,730 4,497,450 (5.57%)
3,409,196 3,636,010 3,455,690 3,454,580 (4.99%)
2,102,489 2,233,156 2,074,385 2,069,435 (7.33%)
50010 RICHFIELD LIQUOR DOWNTOWN
50020 RICHFIELD LIQUOR CEDAR POINT
50030 RICHFIELD LIQUOR PENN CENTRAL
50040 RICHFIELD LIQUOR SHOPS AT
LYNDALE
13,728,269 13,760,535 13,794,79513,592,882Liquor Operations TOTAL $$$$0.48%
3,718,820 2,951,027 3,829,830 3,867,890$$$$31.07%
4,919,767 5,007,186 4,664,040 4,617,650 (7.78%)
3,623,284 3,721,594 3,518,720 3,483,770 (6.39%)
1,901,518 1,945,144 1,793,600 1,775,890 (8.70%)
REVENUES
50010 RICHFIELD LIQUOR DOWNTOWN
50020 RICHFIELD LIQUOR CEDAR POINT
50030 RICHFIELD LIQUOR PENN CENTRAL
50040 RICHFIELD LIQUOR SHOPS AT
LYNDALE
LIQUOR STORES
YEAR Downtown Cedar Point Penn CentralShops at Lyndale
2024 3,555,928 4,525,269 3,409,196 2,102,489
2025B 3,096,355 4,762,748 3,636,010 2,233,156
2025R 3,716,730 4,513,730 3,455,690 2,074,385
2026B 3,773,330 4,497,450 3,454,580 2,069,435
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
2024 2025B 2025R 2026B
E
X
P
E
N
S
E
S
YEAR
LIQUOR OPERATIONS Shops at
Lyndale
Penn Central
Cedar Point
Downtown
167
Page 185 of 366
BUDGET SUMMARY
LIQUOR FUND PROJECTION
2024 2025 2026 2027
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 5,444,086$ 6,014,593$ 6,060,248$ 6,010,653$
Revenues
Sales 14,012,049 13,713,420 13,652,430 14,062,000
Less Cost of Sales (9,920,096) (9,805,080) (9,761,480) (10,054,320)
Net Sales 4,091,953 3,908,340 3,890,950 4,007,680
Miscellaneous Revenues
Interest 109,900 72,000 72,000 72,000
Other Revenues (Net)41,440 20,770 20,770 21,390
Total Miscellaneous Revenues 151,340 92,770 92,770 93,390
Total Revenues 4,243,293 4,001,110 3,983,720 4,101,070
Expenses
Personal Services 1,850,937 2,072,520 2,144,600 2,208,940
Other Services and Charges 758,158 736,535 744,685 778,200
Depreciation 203,603 271,910 281,430 289,870
Total Operating Expenses 2,812,698 3,080,965 3,170,715 3,277,010
Net Income (Loss)1,430,595 920,145 813,005 824,060
Operating Transfers From (To):
General Fund (360,088) (399,490) (387,600) (399,228)
Special Revenue Fund (500,000) (475,000) (475,000) (475,000)
Net Transfers (860,088) (874,490) (862,600) (874,228)
RETAINED EARNINGS 6,014,593$ 6,060,248$ 6,010,653$ 5,960,485$
CAPITAL OUTLAY -$ -$ -$ -$
168
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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 annual sales of $14,642,595.76 and a net profit of $1,317,000 before transfers out in 2024. When fully staffed, Liquor Operations employs 5 full-time, eight permanent part- time and approximately 50 intermittent staff members.
2024 HIGHLIGHTS
•We finished strong in 2024 at +0.45% above 2023’s sales. According to industrystandards that is better than most.
•Annual Cannabis sales of $590,334.50 are 4.2% of total business in 2024
•The annual “Toast to Richfield” Partnership with the “Richfield Foundation” was a hitonce again. Yielding $10,000 in total sales.
•1st full year of personnel service billing split of 32% 32% 26% 10%.o Each store will be billed for the hours consumed to get a more accurate viewof performance.
•Electronic daily consolidation reports to streamline communications with finance andeliminate deposit errors.
2025/2026 GOALS
•Enhance the connection/branding of the Liquor stores to the city.
o Via Carosel update to our sales floor monitors. These will allow RichfieldLiquor Stores to be an “information station”.
•Implement the timeclock on our Point-of-Sale system to eliminate timecards.
•Reduce inventory on hand especially in the “Wine” category.
DIVISION EXPENDITURE COMMENT
•A new HVAC unit at the 6600 Cedar store was installed in May 2025.
•Cedar & Penn are more labor intensive because they don’t have a back room, andeverything gets sent downstairs, needing to be handled more reducing efficiency.o Malt beverage/Beer is the leading category (37%) of all sales.
Most labor-intensive category and lowest profit margin
169
Page 187 of 366
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND:LIQUOR OPERATIONS FUND
DEPARTMENT:Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR DOWNTOWN- 50010
Liquor Sales
5005 1,332,193 1,029,007 1,379,750 1,393,550Sales - Liquor $$$$
5010 740,443 617,404 761,240 768,850Sales - Wine
5015 1,353,856 1,087,807 1,398,790 1,412,770Sales - Beer
5020 127,238 102,901 133,210 134,550Sales - Cordials
5030 39,165 29,400 38,060 38,440Sales - Food
5035 84,621 72,773 95,150 96,100Sales- Other
5040 8 - - - Sales- Lottery Commissions
2,939,292 3,806,200 3,844,2603,677,524Liquor Sales Total $$$$
Other Income
8011 27,038 6,000 18,000 18,000Investment Earnings $$$$
8012 437 100 - - Change in Fair Value
8032 2,855 2,500 2,500 2,500Commissions
8033 6,160 (365)(370)(370)Cash/Over Short
8035 387 - - - Other Miscellaneous Revenues
8040 4,419 3,500 3,500 3,500Sales - Lottery Commissions
11,735 23,630 23,63041,296Other Income Total $$$$
RICHFIELD LIQUOR
DOWNTOWN TOTAL
2,951,027 3,829,830 3,867,8903,718,820$$$$
170
Page 188 of 366
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND:LIQUOR OPERATIONS FUND
DEPARTMENT:Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR DOWNTOWN - 50010
Costs of Goods Sold
5510 2,594,583 2,116,290 2,721,430 2,748,640Purchases for Resale $$$$
2,116,290 2,721,430 2,748,6402,594,583Costs of Goods Sold Total $$$$
Personal Services
6005 142,249 114,894 116,400 122,010Full Time $$$$
6006 87,755 115,761 116,100 125,360Part-time
6007 119,985 124,735 129,340 133,160Seasonal
6009 - 1,196 1,200 1,250Overtime
6031 19,941 21,931 22,090 23,220Employer Social Security
6032 4,664 5,129 5,160 5,430Employer Medicare
6033 24,264 26,655 27,020 28,410Employer Pera
6035 40,739 47,673 47,670 51,150Medical Insurance
6036 947 890 880 910Dental Insurance
6037 94 53 50 50Term Life
6038 3,300 3,300 3,300 3,370Workers Compensation
6040 205 203 200 210Long Term Disability
6051 37,882 23,053 27,440 28,260Interdepartmental Labor
6052 3,793 2,838 2,840 2,940Administrative Charges
488,311 499,690 525,730485,818Personal Services Total $$$$
Other Services & Charges
6103 13,310 6,689 9,420 9,610Professional Services -General $$$$
6202 30,151 28,000 25,990 26,270Data Processing Rental
6205 5,669 6,000 5,760 5,840Maintenance & Repairs
6207 28,886 40,000 29,320 29,760Utility Services
6301 1,295 4,600 3,000 3,000Advertising & Publication
6302 703 900 720 730Communications
6303 17 1,300 1,800 1,800Professional Development
6305 1,803 3,200 2,250 2,250Subscriptions & Memberships
6307 20,092 16,800 16,800 17,140Insurance & Bonds
6308 4,810 5,000 5,000 5,100Property Liability
6310 1,128 600 1,100 1,200Taxes & Licenses
6315 8,712 10,500 9,000 9,000Other Contractual Services
6401 1,778 800 1,480 1,500Office Supplies
6402 30 72 40 40Copy Charges
6403 253 1,000 260 260Postage
6409 437 1,900 1,600 1,600Uniforms & Clothing
6414 9,218 10,000 9,360 9,500Other Supplies
6513 80,268 72,000 81,470 82,700Other Charges
209,361 204,370 207,300208,560Other Services & Charges Total $$$$
Depreciation
6610 68,948 87,010 87,010 90,060Depreciation$$$$
171
Page 189 of 366
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND:LIQUOR OPERATIONS FUND
DEPARTMENT:Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR DOWNTOWN - 50010
87,010 87,010 90,06068,948DepreciationTotal$$$$
Capital Outlay
7130 200 --- Taxes, Interest & Penalty $$$$
--- 200Capital Outlay Total $$$$
Other Financing Uses
8511 197,819 195,383 204,230 201,600Operating Transfers Out $$$$
195,383 204,230 201,600197,819Other Financing Uses Total $$$$
3,096,355 3,716,730 3,773,3303,555,928RICHFIELD LIQUOR
DOWNTOWN TOTAL
$$$$
172
Page 190 of 366
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR DOWNTOWN- 50010
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
.23 .2316Liquor Operations Manager .23
1.00 1.0012Store Manager 1.00
1.23 1.23Total1.23
Intermittent Employees
15.00 15.00103Sales Associate 15.00
15.00 15.00Total15.00
Part-Time Employees
2.00 2.007Shift Lead 2.00
2.00 2.00Total2.00
-- NONE $$-$
- - None -
--Total $$-$
173
Page 191 of 366
Department/Division
Actual Actual Budget Budget
2023 2024 2025R 2026P
Inputs:
Number of Full Time Employees 5 5 5 5
Operations Expenditures 3,166,454$ 2,826,357$ 3,475,406 4,016,590
Cost of Sales 10,442,771$ 10,509,036$ 9,821,812$ 9,778,204$
Total Expenditures 13,609,225$ 13,335,393$ 13,297,218$ 13,794,794$
Outputs:
Annual Liquor Sales 13,923,695$ 14,012,048$ 13,736,800$ 13,675,810$
Customer Count 575,425 582,065 567, 500 565,000
Annual Advertising Expenditures 98,120$ 5,199$ 12,000$ 12,000$
Effectiveness Measures:
Profit from Liquor Sales 3,480,924$ 3,503,012$ 3,914,988$ 3,897,605$
% of Sales 25%25%29%28%
Retained earnings (After Transfers Out)314,470$ 676,655$ 439,582$ (118,984)$
Efficiency Measures:
Advertising Cost Per Sales 0.171$ 0.009$ 0.035$ 0.036$
Sales Per Customer 24.43$ 24.31$ 23.51$ 22.99$
Performance Measures
Liquor Operations
174
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DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND:LIQUOR OPERATIONS FUND
DEPARTMENT:Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR CEDAR POINT - 50020
Liquor Sales
5005 1,654,107 1,748,408 1,577,750 1,561,970Sales - Liquor $$$$
5010 927,360 999,090 881,680 872,860Sales - Wine
5015 1,978,313 1,848,317 1,879,370 1,860,580Sales - Beer
5020 176,282 174,841 162,410 160,790Sales - Cordials
5025 150 - - - Sales - Cigarettes
5030 48,179 37,466 46,400 45,940Sales - Food
5035 100,434 187,329 92,800 91,880Sales- Other
5040 2 - - - Sales- Lottery Commissions
4,995,451 4,640,410 4,594,0204,884,827Liquor Sales Total $$$$
Other Income
8011 27,038 6,000 18,000 18,000Investment Earnings $$$$
8012 437 100 - - Change in Fair Value
8032 2,631 2,500 2,500 2,500Commissions
8033 1,074 (365)(370)(370)Cash/Over Short
8035 390 - - - Other Miscellaneous Revenues
8040 3,370 3,500 3,500 3,500Sales - Lottery Commissions
11,735 23,630 23,63034,940Other Income Total $$$$
RICHFIELD LIQUOR CEDAR
POINT TOTAL
5,007,186 4,664,040 4,617,6504,919,767$$$$
175
Page 193 of 366
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND:LIQUOR OPERATIONS FUND
DEPARTMENT:Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR CEDAR POINT - 50020
Costs of Goods Sold
5510 3,457,516 3,596,724 3,317,890 3,284,720Purchases for Resale $$$$
3,596,724 3,317,890 3,284,7203,457,516Costs of Goods Sold Total $$$$
Personal Services
6005 128,921 135,994 137,800 141,400Full Time $$$$
6006 116,539 127,589 128,080 135,340Part-time
6007 137,670 161,766 184,060 181,000Seasonal
6009 117 1,612 1,200 1,250Overtime
6031 22,853 25,853 27,110 28,240Employer Social Security
6032 5,345 6,047 6,340 6,600Employer Medicare
6033 26,391 31,902 33,600 34,990Employer Pera
6035 49,939 58,123 58,120 61,520Medical Insurance
6036 968 948 940 970Dental Insurance
6037 96 56 60 60Term Life
6038 4,980 4,980 4,980 5,080Workers Compensation
6040 236 241 250 250Long Term Disability
6051 36,773 31,071 36,980 38,090Interdepartmental Labor
6052 3,798 3,825 3,830 3,960Administrative Charges
590,007 623,350 638,750534,626Personal Services Total $$$$
Other Services & Charges
6103 13,310 9,015 12,700 12,950Professional Services -General $$$$
6202 33,123 33,000 35,030 35,400Data Processing Rental
6205 13,883 6,000 14,090 14,300Maintenance & Repairs
6207 22,231 33,100 22,570 22,910Utility Services
6301 1,388 6,200 3,000 3,000Advertising & Publication
6302 706 1,250 720 730Communications
6303 17 1,300 1,800 1,800Professional Development
6305 1,817 3,200 2,300 2,300Subscriptions & Memberships
6307 20,280 16,630 16,300 16,960Insurance & Bonds
6308 3,480 3,620 3,620 3,690Property Liability
6310 1,108 600 1,100 1,200Taxes & Licenses
6315 8,963 11,000 9,100 9,250Other Contractual Services
6401 1,091 800 1,480 1,500Office Supplies
6402 - 50 40 50Copy Charges
6409 514 1,900 1,800 1,800Uniforms & Clothing
6414 3,969 10,000 4,050 4,100Other Supplies
6513 101,581 88,000 88,000 88,000Other Charges
225,665 217,700 219,940227,461Other Services & Charges Total $$$$
Depreciation
6610 38,838 87,010 87,010 90,060Depreciation$$$$
87,010 87,010 90,06038,838DepreciationTotal$$$$
176
Page 194 of 366
DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR CEDAR POINT - 50020
Capital Outlay
7130 200 --- Taxes, Interest & Penalty $$$$
--- 200Capital Outlay Total $$$$
Other Financing Uses
8511 266,628 263,342 267,780 263,980Operating Transfers Out $$$$
263,342 267,780 263,980266,628Other Financing Uses Total $$$$
4,762,748 4,513,730 4,497,4504,525,269RICHFIELD LIQUOR CEDAR
POINT TOTAL
$$$$
177
Page 195 of 366
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR CEDAR POINT - 50020
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
.31 .3116Liquor Operations Manager .31
1.00 1.0012Store Manager 1.00
1.31 1.31Total1.31
Intermittent Employees
15.00 15.00103Sales Associate 15.00
15.00 15.00Total15.00
Part-Time Employees
2.00 2.007Shift Lead 2.00
2.00 2.00Total2.00
-- NONE $$-$
--Total $$-$
178
Page 196 of 366
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND:LIQUOR OPERATIONS FUND
DEPARTMENT:Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR PENN CENTRAL - 50030
Liquor Sales
5005 1,142,658 1,168,763 1,118,510 1,107,330Sales - Liquor $$$$
5010 858,566 909,038 838,880 830,490Sales - Wine
5015 1,334,298 1,382,109 1,302,020 1,289,000Sales - Beer
5020 166,223 157,690 157,290 155,720Sales - Cordials
5030 26,494 18,552 26,210 25,950Sales - Food
5035 56,745 74,207 52,430 51,900Sales- Other
5040 1 - - - Sales- Lottery Commissions
3,710,359 3,495,340 3,460,3903,584,985Liquor Sales Total $$$$
Other Income
8011 27,038 6,000 18,000 18,000Investment Earnings $$$$
8012 437 100 - - Change in Fair Value
8032 2,574 2,500 2,500 2,500Commissions
8033 4,679 (365)(370)(370)Cash/Over Short
8035 230 - - - Other Miscellaneous Revenues
8040 3,341 3,000 3,250 3,250Sales - Lottery Commissions
11,235 23,380 23,38038,299Other Income Total $$$$
RICHFIELD LIQUOR PENN
CENTRAL TOTAL
3,721,594 3,518,720 3,483,7703,623,284$$$$
179
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND:LIQUOR OPERATIONS FUND
DEPARTMENT:Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR PENN CENTRAL - 50030
Costs of Goods Sold
5510 2,520,265 2,671,459 2,499,160 2,474,180Purchases for Resale $$$$
2,671,459 2,499,160 2,474,1802,520,265Costs of Goods Sold Total $$$$
Personal Services
6005 98,996 113,685 115,090 120,630Full Time $$$$
6006 123,005 128,156 128,230 135,740Part-time
6007 116,103 124,735 131,830 135,710Seasonal
6009 - 1,196 1,200 1,250Overtime
6031 20,246 22,464 22,810 23,830Employer Social Security
6032 4,735 5,254 5,330 5,570Employer Medicare
6033 25,079 27,494 28,010 29,280Employer Pera
6035 29,830 39,248 39,250 41,440Medical Insurance
6036 190 167 890 820Dental Insurance
6037 78 53 60 60Term Life
6038 3,080 3,080 3,080 3,140Workers Compensation
6040 169 201 200 210Long Term Disability
6051 29,943 23,053 27,440 28,260Interdepartmental Labor
6052 3,084 2,838 2,840 2,940Administrative Charges
491,624 506,260 528,880454,538Personal Services Total $$$$
Other Services & Charges
6103 10,240 6,689 9,420 9,610Professional Services -General $$$$
6202 29,923 29,000 25,990 26,270Data Processing Rental
6205 6,306 5,000 6,400 6,500Maintenance & Repairs
6207 18,174 35,000 18,500 18,750Utility Services
6301 1,306 4,600 3,000 3,000Advertising & Publication
6302 1,336 1,600 1,360 1,380Communications
6303 17 1,300 1,800 1,800Professional Development
6305 1,803 3,200 2,250 2,250Subscriptions & Memberships
6307 17,470 13,820 13,820 14,100Insurance & Bonds
6308 3,890 4,050 4,050 4,130Property Liability
6310 1,108 600 1,100 1,250Taxes & Licenses
6315 9,211 10,500 9,350 9,500Other Contractual Services
6401 1,599 800 1,500 1,500Office Supplies
6402 - 65 50 50Copy Charges
6409 47 1,620 1,800 1,800Uniforms & Clothing
6414 5,369 10,000 5,500 5,600Other Supplies
6513 84,297 79,000 75,000 75,000Other Charges
206,844 180,890 182,490192,096Other Services & Charges Total $$$$
Depreciation
6610 44,277 70,700 70,700 73,170Depreciation$$$$
70,700 70,700 73,17044,277DepreciationTotal$$$$
180
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR PENN CENTRAL - 50030
Capital Outlay
7130 200 --- Taxes, Interest & Penalty $$$$
--- 200Capital Outlay Total $$$$
Other Financing Uses
8511 197,820 195,383 198,680 195,860Operating Transfers Out $$$$
195,383 198,680 195,860197,820Other Financing Uses Total $$$$
3,636,010 3,455,690 3,454,5803,409,196 RICHFIELD LIQUOR PENN
CENTRAL TOTAL
$$$$
181
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FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR PENN CENTRAL - 50030
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
.23 .2316Liquor Operations Manager .23
1.00 1.0012Store Manager 1.00
1.23 1.23Total1.23
Intermittent Employees
15.00 15.00103Sales Associates 15.00
15.00 15.00Total15.00
Part-Time Employees
2.00 2.007Shift Lead 2.00
2.00 2.00Total2.00
-- None $$-$
--Total $$-$
182
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LIQUOR OPERATIONS FUNDFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Liquor OperationsDEPARTMENT:
BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
BUSINESS UNIT: RICHFIELD LIQUOR SHOPS AT LYNDALE - 50040
Liquor Sales
5005 671,640 696,567 637,730 631,350Sales - Liquor $$$$
5010 326,392 338,609 310,010 306,910Sales - Wine
5015 685,666 706,242 651,020 644,510Sales - Beer
5020 120,591 125,769 115,140 113,990Sales - Cordials
5030 19,359 19,349 17,710 17,540Sales - Food
5035 41,065 48,373 39,860 39,460Sales- Other
1,934,909 1,771,470 1,753,7601,864,713Liquor Sales Total $$$$
Other Income
8011 27,038 6,000 18,000 18,000Investment Earnings $$$$
8012 437 100 - - Change in Fair Value
8032 2,568 2,500 2,500 2,500Commissions
8033 4,901 (365)(370)(370)Cash/Over Short
8035 56 - - - Other Miscellaneous Revenues
8040 1,805 2,000 2,000 2,000Sales - Lottery Commissions
10,235 22,130 22,13036,805Other Income Total $$$$
RICHFIELD LIQUOR SHOPS AT
LYNDALE TOTAL
1,945,144 1,793,600 1,775,8901,901,518$$$$
183
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
BUSINESS UNIT: RICHFIELD LIQUOR SHOPS AT LYNDALE - 50040
Costs of Goods Sold
5510 1,347,732 1,431,833 1,266,600 1,253,940Purchases for Resale $$$$
1,431,833 1,266,600 1,253,9401,347,732Costs of Goods Sold Total $$$$
Personal Services
6005 104,765 123,933 125,480 131,630Full Time $$$$
6006 101,696 127,363 112,800 108,010Part-time
6007 68,139 75,309 74,610 76,810Seasonal
6009 - 1,196 1,200 1,250Overtime
6031 17,122 20,146 18,450 18,410Employer Social Security
6032 4,004 4,532 4,310 4,310Employer Medicare
6033 20,842 24,495 23,360 23,630Employer Pera
6035 40,437 47,594 49,590 52,770Medical Insurance
6036 841 890 890 920Dental Insurance
6037 83 53 50 50Term Life
6038 1,980 1,980 1,980 2,020Workers Compensation
6040 192 219 220 230Long Term Disability
6051 14,674 23,053 27,440 28,260Interdepartmental Labor
6052 1,180 2,838 2,840 2,940Administrative Charges
453,601 443,220 451,240375,955Personal Services Total $$$$
Other Services & Charges
6103 4,090 6,689 9,420 9,610Professional Services -General $$$$
6202 15,847 13,400 25,990 26,270Data Processing Rental
6205 2,840 5,000 3,000 3,000Maintenance & Repairs
6207 18,693 22,280 18,980 19,260Utility Services
6301 1,210 4,600 3,000 3,000Advertising & Publication
6302 304 650 310 320Communications
6303 17 800 1,800 1,800Professional Development
6305 1,803 3,200 2,250 2,250Subscriptions & Memberships
6307 10,972 7,910 7,910 8,070Insurance & Bonds
6308 3,480 3,620 3,620 3,690Property Liability
6310 1,673 600 1,100 1,200Taxes & Licenses
6315 14,466 12,250 14,690 14,910Other Contractual Services
6401 1,129 700 1,480 1,500Office Supplies
6402 21 50 25 25Copy Charges
6409 401 900 900 900Uniforms & Clothing
6414 3,050 6,500 3,100 3,150Other Supplies
6513 48,918 36,000 36,000 36,000Other Charges
125,149 133,575 134,955128,914Other Services & Charges Total $$$$
Depreciation
6610 51,540 27,190 27,190 28,140Depreciation$$$$
27,190 27,190 28,14051,540DepreciationTotal$$$$
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
LIQUOR OPERATIONS FUNDFUND:
Liquor OperationsDEPARTMENT:
BUSINESS UNIT: RICHFIELD LIQUOR SHOPS AT LYNDALE - 50040
Capital Outlay
7130 527 --- Taxes, Interest & Penalty $$$$
--- 527Capital Outlay Total $$$$
Other Financing Uses
8511 197,821 195,383 203,800 201,160Operating Transfers Out $$$$
195,383 203,800 201,160197,821Other Financing Uses Total $$$$
2,233,156 2,074,385 2,069,4352,102,489RICHFIELD LIQUOR SHOPS AT
LYNDALE TOTAL $$$$
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LIQUOR OPERATIONS FUNDFUND:
DEPARTMENT: Liquor Operations
BUSINESS UNIT: RICHFIELD LIQUOR SHOPS AT LYNDALE - 50040
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
.23 .2316Liquor Operations Manager .23
1.00 1.0012Store Manager 1.00
1.23 1.23Total1.23
Intermittent Employees
8.00 8.00103Sales Associate 8.00
8.00 8.00Total8.00
Part-Time Employees
2.00 2.007Shift Lead 2.00
2.00 2.00Total2.00
-- None $$-$
--Total $$-$
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT
FUND:
Public WorksDEPARTMENT:
WATER AND WASTEWATER UTILITIES
BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
Increase/
(Decrease)
2025 Budget/
2026 Budget
51000 6,158,998 6,100,830 8,894,220WATER UTILITY $5,282,018 $$$44.41%
52000 4,658,987 6,605,105 6,139,070 6,044,340WASTEWATER UTILITY (8.49%)
Public Works TOTAL 12,764,103 12,239,900 14,938,5609,890,889 $$$17.04%$
REVENUES
51000 5,033,880 5,037,884 5,288,300WATER UTILITY $4,565,214 $$$5.05%
52000 4,950,448 5,450,730 5,450,730 5,558,930WASTEWATER UTILITY 1.99%
$9,515,122
$11,713,650
`$11,370,004
$12,764,103
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WATER AND WASTEWATER FUND PROJECTION
2024 2025 2026 2027
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 19,509,955$ 19,084,612$ 19,749,466$ 20,207,336$
Revenues
Charges for Service:
Water & Wastewater Usage 9,382,501 10,305,860 10,608,480 10,926,734
Miscellaneous Revenues
Interest 145,829 58,000 58,000 58,000
Other Revenues (12,668) 124,754 180,750 180,750
Total Miscellaneous Revenues 133,161 182,754 238,750 238,750
Total Revenues 9,515,662 10,488,614 10,847,230 11,165,484
Expenses
Personal Services 2,693,702 2,704,980 2,880,460 2,981,278
Other Services and Charges 5,556,700 5,377,490 5,726,700 5,927,140
Depreciation 1,537,085 1,608,650 1,664,950 1,714,896
Interest 153,518 132,640 117,250 99,635
Total Operating Expenses 9,941,005 9,823,760 10,389,360 10,722,948
Net Income (Loss)(425,343) 664,854 457,870 442,536
Operating Transfers From (To)
Projects Funds - - - -
- - - -
RETAINED EARNINGS 19,084,612 19,749,466 20,207,336 20,649,872
BOND PRINCIPAL *-$ 649,600$ 661,200$ 682,800$
CAPITAL OUTLAY **-$ 1,766,540$ 3,888,000$ -$
*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.
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BUDGET SUMMARY
WATER FUND PROJECTION
2024 2025 2026 2027
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 10,643,771$ 9,926,967$ 9,946,401$ 9,764,081$
Revenues
Water Usage 4,580,337$ 4,867,880$ 5,062,300$ 5,214,169$
Miscellaneous Revenues
Interest 12,698 46,000 46,000 46,000
Other Revenues (27,821) 124,004 180,000 180,000
Total Miscellaneous Revenues (15,123) 170,004 226,000 226,000
Total Revenues 4,565,214 5,037,884 5,288,300 5,440,169
Expenses
Personal Services 1,544,137 1,500,170 1,567,080 1,621,928
Other Services and Charges 2,431,300 2,098,330 2,450,840 2,536,619
Depreciation 1,198,897 1,319,980 1,366,180 1,407,165
Interest 107,684 99,970 86,520 71,005
Total Operating Expenses 5,282,018 5,018,450 5,470,620 5,636,718
Net Income (716,804) 19,434 (182,320) (196,549)
RETAINED EARNINGS 9,926,967 9,946,401 9,764,081 9,567,532
BOND PRINCIPAL *-$ 587,550$ 598,600$ 614,650$
CAPITAL OUTLAY **-$ 494,830$ 2,825,000$ -$
***Water Revenue Bond Debt Coverage (1.06)0.03 (0.27)(0.29)
* 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.
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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 essential 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.
2025 HIGHLIGHTS
•Completed the cybersecurity assessment and submitted the certification
paperwork to the Minnesota Department of Health (City Council Priority/Outcome1c & 3a).
•Completed a network architectural assessment at the water treatment plant. This
effort was noted as being deficient in the 2024 cybersecurity assessment. This
work included the development of network diagrams and an instrumentationinventory of the operations technology environment at the plant (City CouncilPriority/Outcome 1c & 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).
•Advanced the design and development of construction documents for the WaterSystem Interconnect project. City staff undertook the effort to coordinate a
federal grant application process to secure funding for this project. The project
was selected by local congressional leaders and is on its way to the federalgovernment for consideration (City Council Priority/Outcome 1b-c & 3a-c).
•Hosted 150 chemistry students from Richfield High School for water treatmentplant tours. The event brought greater awareness to the water utility business as
well as promoted the City’s Richwater identity (City Council Priority/Outcome 1a& 3a).
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2026 GOALS
•Make updates to the risk and resiliency plan and emergency response plan.
These are legislative requirements to satisfy the Federal Safe Drinking Water Act
as a water utility permittee (City Council Priority/Outcome 1c & 3a-b).
•Utilize and further refine the utilities risk and resiliency plan and program forresilience of our water infrastructure (City Council Priority/Outcome 1c & 3a-c).
•Undertake development of construction documents and a bid letting for the WaterSystems Interconnect project (City Council Priority/Outcome 2c & 3a).
•Continue with the “Trust the Tap” campaign and high school water treatment
plant tours for promoting the Richwater identity and consumption of drinking
water produced by Richfield (City Council Priority/Outcome 1a, 3c & 5a).
•Complete a current and forward-looking (50 year) water rate study for the waterutility operation (City Council Priority/Outcome 1c, 3a, 3c & 5a).
DIVISION EXPENDITURE COMMENT
The 2025 Revised Budget reflects a decrease of 0.68% from the 2025 Adopted Budget primarily due to staff vacancies, a reduction in water treatment chemical consumption, and a shift in scheduling for high service pump maintenance to 2026.
The 2026 Proposed Budget reflects an increase of 10.89% from the 2025 Adopted Budget. This is attributable to the increasing costs in water treatment chemicals, the need for professional services to support the division, and repair and replacement needs at the water treatment plant.
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WATER UTILITYFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Public WorksDEPARTMENT:
BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
WATER UTILITY - 51000BUSINESS UNIT:
License & permits
4164 -2,500 2,500 2,500Water Permit $$$$
2,500 2,500 2,500-License & permits Total $$$$
Intergovernmental Revenues
4244 1,895 10,000 10,000 10,000Grants Other $$$$
10,000 10,000 10,0001,895Intergovernmental Revenues Total $$$$
Special Assessments
4740 5,760 4,500 4,500 4,500Special Assessments-Penalty &$$$$
4,500 4,500 4,5005,760Special Assessments Total $$$$
Utility Revenues
4812 3,562,999 3,888,400 3,888,400 4,082,820Metered Water - Tax Exempt $$$$
4814 532,858 500,000 500,000 500,000Metered Water
4816 458,468 433,600 433,600 433,600Water Service Charges
4818 20,252 26,380 26,380 26,380Other Water Charges/Services
4848 -12,500 12,500 12,500Certification Fee
4,860,880 4,860,880 5,055,3004,574,577Utility Revenues Total $$$$
Other Income
8011 12,460 46,000 46,000 46,000Investment Earnings $$$$
8012 238 - - - Change in Fair Value
8035 (29,716)110,000 114,004 170,000Other Miscellaneous Revenues
156,000 160,004 216,000(17,018)Other Income Total $$$$
WATER UTILITY TOTAL 5,033,880 5,037,884 5,288,3004,565,214$$$$
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
WATER UTILITYFUND:
Public WorksDEPARTMENT:
WATER UTILITY - 51000BUSINESS UNIT:
Personal Services
6005 957,754 923,940 904,640 950,670Full Time $$$$
6007 14,646 22,360 22,470 22,360Seasonal
6009 52,680 35,000 35,000 35,000Overtime
6031 59,815 57,140 56,400 59,290Employer Social Security
6032 13,989 13,360 13,190 13,870Employer Medicare
6033 70,850 67,810 66,380 69,830Employer Pera
6035 146,444 156,310 128,830 135,860Medical Insurance
6036 7,580 7,560 6,790 7,150Dental Insurance
6037 753 450 440 420Term Life
6038 38,150 38,150 38,150 38,910Workers Compensation
6040 1,476 1,600 1,570 1,650Long Term Disability
6051 20,000 65,000 60,000 60,000Interdepartmental Labor
6052 160,000 166,310 166,310 172,070Administrative Charges
1,554,990 1,500,170 1,567,0801,544,137Personal Services Total $$$$
Other Services & Charges
6103 364,444 229,875 266,770 415,170Professional Services -General $$$$
6201 - 1,750 1,750 1,750Rents & Leases
6202 52,516 29,250 29,250 33,190Data Processing Rental
6204 54,950 57,150 57,150 60,010Motor Pool Operating Rental
6205 605,646 504,300 510,300 504,300Maintenance & Repairs
6207 249,488 365,000 365,000 365,000Utility Services
6301 22,900 16,000 16,000 16,000Advertising & Publication
6302 16,033 13,200 16,200 16,200Communications
6303 22,815 18,000 19,500 19,500Professional Development
6305 5,475 7,000 19,000 20,100Subscriptions & Memberships
6307 68,218 37,130 37,130 37,870Insurance & Bonds
6308 37,240 38,730 38,730 39,500Property Liability
6310 34,435 19,750 19,750 19,750Taxes & Licenses
6315 19,761 1,750 12,200 12,200Other Contractual Services
6401 2,009 2,000 2,000 2,000Office Supplies
6402 246 500 500 500Copy Charges
6403 27,168 16,000 16,000 16,000Postage
6409 6,770 9,000 9,000 9,000Uniforms & Clothing
6410 57,534 67,000 67,000 67,000Small Tools & Parts
6412 17,925 55,000 35,000 35,000Maint. & Const. Materials
6413 483,397 522,900 505,600 541,300Chemicals
6414 27,686 46,500 41,500 41,500Other Supplies
6513 89,661 10,500 13,000 178,000Other Charges
2,068,285 2,098,330 2,450,8402,266,317Other Services & Charges Total $$$$
Depreciation
6610 1,198,897 1,319,980 1,319,980 1,366,180Depreciation$$$$
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
WATER UTILITYFUND:
Public WorksDEPARTMENT:
WATER UTILITY - 51000BUSINESS UNIT:
1,319,980 1,319,980 1,366,1801,198,897DepreciationTotal$$$$
Capital Outlay
7130 361 --- Taxes, Interest & Penalty $$$$
7350 160,154 450,000 484,830 2,825,000Other Improvements
7400 4,468 50,000 10,000 - Machinery & Equipment
500,000 494,830 2,825,000164,983Capital Outlay Total $$$$
Other Financing Uses
8521 -587,550 587,550 598,600Principal Payments $$$$
8522 106,078 126,693 98,470 85,020Interest Payments
8523 1,606 1,500 1,500 1,500Paying Agent Fees
715,743 687,520 685,120107,684Other Financing Uses Total $$$$
6,158,998 6,100,830 8,894,2205,282,018WATER UTILITY TOTAL $$$$
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WATER UTILITYFUND:
Public WorksDEPARTMENT:
WATER UTILITY - 51000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
4.00 4.00LT-2Water Plant Operator 4.00
2.00 2.00LT-2Water Plant Mechanic 2.00
2.00 2.00LT-1Public Works Worker 2.00
.50 .5016Utility Superintendent .50
.50 .5014Utility Supervisor .50
.80 .808Utility Billing Clerk .80
.15 .158Senior Office Assistant .15
.15 .1512GIS Coordinator .15
.35 .3515Assistant Utility Superintendent .35
.17 .1710Asset Management/GIS Analyst -
10.62 10.62Total10.45
125,000 - Water Plant Chlorine Storage Area $$125,000$
- 175,000Water Plant Elevator Replacement 150,000
- - Water Plant Instruments & Controls 25,000
- - Water Plant Eye/Shower Safety Station 100,000
50,000 50,000Sludge Pump Replacement 50,000
10,000 - Water Meter Replacement 50,000
46,825 - Watermain Rehabilitation -
263,000 100,000Emergency Water System Interconnect -
- 2,500,000Water Plant Generator -
- - -
494,825 2,825,000Total$$500,000$
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Department/Division
Actual Actual Budget Budget202320242025R2026P
Inputs:
Number of Full-Time & Part-Time Employees 10.45 10.45 10.62 10.62
Division Operating Revenues 5,448,273$ 5,346,430$ 5,037,884$ 5,288,300$
Division Operating Expenses 2,172,752$ 2,178,520$ 2,098,327$ 2,450,843$ Principal Payments and Interest 124,712$ 107,684$ 687,515$ 685,115$
Capital Outlay (excluding Depreciation)77,163$ 486,582$ 494,825$ 2,825,000$
Outputs:Total Miles of Water Mains 117 117 117 117
Water Pumped in Gallons 1,020,386,274 876,522,000 900,000,000 900,000,000
Total WM Replace/Rehab (feet)1,300 1,456 1930 1000
Annual Number of Water Main Breaks 11 17 18 15
Efficiency Measures:
Operating Cost Per 1 Million Gallons Pumped 2,129$ 2,485$ 2,331$ 2,723$ Cost per Capita (excluding Capital Outlay)62.10$ 61.80$ #75.31$ 84.77$
Performance Measures
Water Utility
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GENERAL OBLIGATION REFUNDING BONDS, SERIES 2015B
SCHEDULE OF DEBT SERVICE REQUIREMENTS
December 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 - 790,000
2026 390,000 11,900 401,900 400,000
2027 400,000 4,000 404,000 -
790,000$ 15,900$ 805,900$
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WATER GENERAL OBLIGATION BONDS, SERIES 2019A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
December 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 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 -
955,000$ 234,200$ 1,189,200$
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WATER GENERAL OBLIGATION BONDS, SERIES 2020A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
December 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 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 -
1,570,000$ 234,518$ 1,804,518$
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WATER GENERAL OBLIGATION BONDS, SERIES 2022A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
December 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 867,300
2026 33,600 7,115 40,715 833,700
2027 34,650 6,830 41,480 799,050
2028 36,750 6,531 43,281 762,300
2029 37,800 6,219 44,019 724,500
2030 39,900 5,894 45,794 684,600
2031 40,950 5,556 46,506 643,650
2032 43,050 5,204 48,254 600,600
2033 44,100 4,840 48,940 556,500
2034 46,200 4,462 50,662 510,300
2035 48,300 4,067 52,367 462,000
2036 50,400 3,654 54,054 411,600
2037 52,500 3,224 55,724 359,100
2038 53,550 2,780 56,330 305,550
2039 56,700 2,319 59,019 248,850
2040 58,800 1,836 60,636 190,050
2041 60,900 1,335 62,235 129,150
2042 63,000 817 63,817 66,150
2043 66,150 277 66,427 -
867,300$ 72,960$ 940,260$
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BUDGET SUMMARY
WASTEWATER UTILITY FUND PROJECTION
2024 2025 2026 2027
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 8,866,184$ 9,157,645$ 9,803,065$ 10,443,255$
Revenues
Sewer Usage 4,802,164 5,437,980 5,546,180 5,712,565
Miscellaneous Revenues
Interest 133,131 12,000 12,000 12,000
Other Revenues 15,153 750 750 750
Total Miscellaneous Revenues 148,284 12,750 12,750 12,750
Total Revenues 4,950,448 5,450,730 5,558,930 5,725,315
Expenses
Personal Services 1,149,565 1,204,810 1,313,380 1,359,350
Other Services and Charges 3,125,400 3,279,160 3,275,860 3,390,520
Depreciation 338,188 288,670 298,770 307,730
Interest 45,834 32,670 30,730 28,630
Operating Expenses 4,658,987 4,805,310 4,918,740 5,086,231
Net Income 291,461 645,420 640,190 639,085
Operating Transfers From (To)
Projects Funds - - - -
- - - -
RETAINED EARNINGS 9,157,645 9,803,065 10,443,255 11,082,340
BOND PRINCIPAL *-$ 62,050$ 62,600$ 68,150$
CAPITAL OUTLAY **-$ 1,271,710$ 1,063,000$ -$
***Wastewater Revenue Bond Coverage 2.85 6.81 6.86 6.60
* 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.
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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 essential 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, maintenance, and rehabilitation 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 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.
2025 HIGHLIGHTS
•Continued to be aggressive with maintenance on the wastewater collection systemby jetting/proofing the entire city on an annual basis, including televising and rootsawing (City Council Priority/Outcome 1c & 3a).
•Rehabilitation of approximately 6 miles of sanitary sewer main (City CouncilPriority/Outcome 1c, 3a, 3c & 5a).
•Completed an engineering evaluation and assessment of Lift Station 5 (City Council
Priority/Outcome 1c & 3a).
•Completed a city-wide sanitary sewer model to review serviceability and provide acritical analysis of the system (City Council Priority/Outcome 1b-c, 3a & 5a).
•Completed a localized sanitary sewer capacity study to ascertain the service
capacity for a new residential development along Portland Avenue South (CityCouncil Priority/Outcome 1b-c, 3a & 5a).
•Bid letting and construction contract award for the rehabilitation of Lift Station 7 at
the ice arena (City Council Priority/Outcome 1c & 3a).
•Completed the required arc flash hazard assessment for all sanitary sewer liftstations (City Council Priority/Outcome 1c & 3a).
2026 GOALS
•Continue the sanitary sewer rehabilitation program (City Council Priority/Outcome1c, 3a, 3c & 5a).
•Continue to be aggressive with maintenance on the wastewater collection system by
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jetting/proofing the entire City on an annual basis, including televising and root sawing (City Council Priority/Outcome 1c & 3a).
•Complete a current and forward-looking (50 year) sewer rate study for the sanitary
sewer utility operation (City Council Priority/Outcome 1c, 3a, 3c & 5a).
•Initiate a pump replacement program for the sanitary sewer lift stations (City CouncilPriority/Outcome 3a-b).
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 2025 charge from MCES is $2,580,870 and the 2026 MCES charge is $2,629,750; this an increase of 1.89% to the MCES
charges for the 2026 Proposed Budget.
The 2025 Revised Budget reflects a decrease of 1.32% from the 2025 Adopted Budget. This is largely due to temporary staffing vacancies.
The 2026 Proposed Budget reflects an increase of 0.99% from the 2025 Adopted Budget.
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WASTEWATER UTILITYFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Public WorksDEPARTMENT:
BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
WASTEWATER UTILITY - 52000BUSINESS UNIT:
License & permits
4162 -15,000 15,000 15,000Sewer Permit $$$$
15,000 15,000 15,000-License & permits Total $$$$
Utility Revenues
4832 4,798,337 5,409,980 5,409,980 5,518,180Sewer Charges $$$$
4836 - 500 500 500Other Sewer Charges/Services
4838 3,827 - - - Sewer Availability Charge
4848 -12,500 12,500 12,500Certification Fee
5,422,980 5,422,980 5,531,1804,802,164Utility Revenues Total $$$$
Other Income
8011 130,953 12,000 12,000 12,000Investment Earnings $$$$
8012 2,178 - - - Change in Fair Value
8035 153 750 750 750Other Miscellaneous Revenues
8038 15,000 - - - Gain on disposal of Assets
12,750 12,750 12,750148,284Other Income Total $$$$
WASTEWATER UTILITY TOTAL 5,450,730 5,450,730 5,558,9304,950,448$$$$
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
WASTEWATER UTILITYFUND:
Public WorksDEPARTMENT:
WASTEWATER UTILITY - 52000BUSINESS UNIT:
Personal Services
6005 683,724 723,030 671,760 749,170Full Time $$$$
6007 20,283 23,330 21,820 22,470Seasonal
6009 14,881 20,000 20,000 20,000Overtime
6031 43,882 44,530 41,710 46,610Employer Social Security
6032 10,263 10,080 9,750 10,900Employer Medicare
6033 52,302 53,110 49,150 54,950Employer Pera
6035 115,948 135,990 114,370 126,020Medical Insurance
6036 5,938 6,110 5,730 6,400Dental Insurance
6037 595 360 340 340Term Life
6038 21,870 21,780 21,780 22,220Workers Compensation
6040 1,129 1,250 1,160 1,300Long Term Disability
6051 18,750 85,000 83,000 83,000Interdepartmental Labor
6052 160,000 166,310 166,310 172,070Administrative Charges
6054 -(3,200)(2,070)(2,070)Interdepartmental Labor Credit
1,287,680 1,204,810 1,313,3801,149,565Personal Services Total $$$$
Other Services & Charges
6103 292,606 242,675 262,540 202,130Professional Services -General $$$$
6202 24,975 29,250 29,250 33,190Data Processing Rental
6203 170 - - - Motor Pool Fixed Rental
6204 75,630 78,660 78,660 82,590Motor Pool Operating Rental
6205 41,648 125,000 125,000 125,000Maintenance & Repairs
6207 15,552 26,250 26,250 26,250Utility Services
6301 - 5,000 5,000 5,000Advertising & Publication
6302 13,072 14,300 14,300 14,300Communications
6303 12,515 14,900 15,300 15,300Professional Development
6305 - 250 250 250Subscriptions & Memberships
6307 12,057 10,520 10,520 10,730Insurance & Bonds
6308 7,420 7,720 7,720 7,870Property Liability
6310 - 200 200 200Taxes & Licenses
6315 10,514 21,000 21,000 21,000Other Contractual Services
6401 - 100 100 100Office Supplies
6403 265 100 100 100Postage
6409 7,797 8,000 8,000 8,000Uniforms & Clothing
6410 23,657 29,000 29,000 29,000Small Tools & Parts
6412 10,829 42,250 42,250 42,250Maint. & Const. Materials
6414 2,068 9,850 9,850 9,850Other Supplies
6513 11,044 10,500 13,000 13,000Other Charges
675,525 698,290 646,110561,819Other Services & Charges Total $$$$
MCES Charges
6601 2,557,834 2,580,870 2,580,870 2,629,750MCES Charges $$$$
2,580,870 2,580,870 2,629,7502,557,834MCES Charges Total $$$$
205
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
WASTEWATER UTILITYFUND:
Public WorksDEPARTMENT:
WASTEWATER UTILITY - 52000BUSINESS UNIT:
Depreciation
6610 338,188 288,670 288,670 298,770Depreciation$$$$
288,670 288,670 298,770338,188DepreciationTotal$$$$
Capital Outlay
7350 5,483 1,613,000 1,261,710 1,063,000Other Improvements $$$$
7400 264 50,000 10,000 - Machinery & Equipment
1,663,000 1,271,710 1,063,0005,747Capital Outlay Total $$$$
Other Financing Uses
8521 -62,050 62,050 62,600Principal Payments $$$$
8522 44,465 47,110 32,470 30,530Interest Payments
8523 1,369 200 200 200Paying Agent Fees
109,360 94,720 93,33045,834Other Financing Uses Total $$$$
6,605,105 6,139,070 6,044,3404,658,987WASTEWATER UTILITY TOTAL $$$$
206
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WASTEWATER UTILITYFUND:
Public WorksDEPARTMENT:
WASTEWATER UTILITY - 52000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
6.00 6.00LT-1Public Works Worker 6.00
.50 .5016Utility Superintendent .50
.50 .5014Utility Supervisor .50
.80 .808Utility Billing Clerk .80
.15 .158Senior Office Assistant .15
.35 .3515Assistant Utility Superintendent .35
.15 .1512GIS Coordinator .15
.17 .1710Asset Management/GIS Analyst -
8.62 8.62Total8.45
900,000 900,000Sewer Main Lining $$900,000$
-163,000Public Works Storage Facility 163,000
300,000 - Lift 7 Reconstruction 300,000
- - Sanitary Sewer Hot Spot 250,000
10,000 - Water Meter Replacement 50,000
61,710 - Penn/78th Sanitary Sewer Improvements -
1,271,710 1,063,000Total$$1,663,000$
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Department/Division
Actual Actual Budget Budget202320242025R2026P
Inputs:
Number of Full-Time & Part-Time Employees 8.45 8.45 8.62 8.62
Division Operating Revenues 5,217,377$ 4,751,168$ 5,450,728$ 5,558,928$
Division Operating Expenses & MCES 3,935,599$ 4,341,025$ 4,483,972$ 4,589,248$
Outputs:
Total Miles of Sanitary Sewer Mains 113 113 113 113
Total Sanitary Flow in Gallons 741,120,000 738,940,000 738,780,000 757,940,000
Effectiveness Measures:
Accumulative Sanitary Main Lined/
Replaced (feet)87,000 111,300 143,517 175,517
% of System Replaced/Lined 14.58%18.65%24.05%29.42%
Sanitary Sewer Back Ups
Caused by City Main 1 0 1 0
Efficiency Measures:
Annual Expense Per Capita for
Sanitary System and Disposal 102.27$ 112.81$ 116.52$ 119.26$
Performance Measures
Wastewater Utility
208
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SEWER GENERAL OBLIGATION BONDS, SERIES 2019A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 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 -
875,000$ 213,350$ 1,088,350$
209
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WATER GENERAL OBLIGATION BONDS, SERIES 2022A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
December 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 454,300
2026 17,600 3,727 21,327 436,700
2027 18,150 3,577 21,727 418,550
2028 19,250 3,421 22,671 399,300
2029 19,800 3,258 23,058 379,500
2030 20,900 3,087 23,987 358,600
2031 21,450 2,910 24,360 337,150
2032 22,550 2,726 25,276 314,600
2033 23,100 2,535 25,635 291,500
2034 24,200 2,337 26,537 267,300
2035 25,300 2,130 27,430 242,000
2036 26,400 1,914 28,314 215,600
2037 27,500 1,689 29,189 188,100
2038 28,050 1,456 29,506 160,050
2039 29,700 1,215 30,915 130,350
2040 30,800 962 31,762 99,550
2041 31,900 699 32,599 67,650
2042 33,000 428 33,428 34,650
2043 34,650 145 34,795 -
454,300$ 38,216$ 492,516$
210
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
STORMWATER UTILITYFUND:
Public WorksDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
2,098,930 4,551,560 4,214,320 4,121,260STORMWATER UTILITY $$$$(9.45%)53000
4,551,560 4,214,320 4,121,2602,098,930Public Works TOTAL $$$$(9.45%)
REVENUES
2,610,364 2,517,660 2,657,180 2,676,020STORMWATER UTILITY $$$$6.29%53000
STORM SEWER UTILITY
YEAR AMOUNT
2024 $2,098,930
2025B $4,551,560
2025R $4,214,320
2026B $4,121,260
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
2024 2025B 2025R 2026B
E
X
P
E
N
S
E
S
YEAR
STORM SEWER UTILITY
211
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BUDGET SUMMARYSTORMWATER UTILITY FUND PROJECTION
2024 2025 2026 2027
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 8,948,523$ 9,459,957$ 9,029,537$ 9,348,097$
Revenues
Storm Sewer Usage 2,121,056 2,324,200 2,440,290 2,513,500
Grants 15,000 141,320 46,980 15,000
Miscellaneous Revenues 474,308 191,660 188,750 194,410
Total Revenues 2,610,364 2,657,180 2,676,020 2,722,910
Expenses
Personal Services 553,800 562,220 584,740 605,210
Other Services and Charges 657,832 1,603,110 834,220 863,420
Depreciation 691,069 799,490 827,470 852,290
Interest and amortization 196,229 122,780 111,030 96,660
Total Operating Expenses 2,098,930 3,087,600 2,357,460 2,417,580
Net Income (Loss)511,434 (430,420) 318,560 305,330
Special Item - - - -
RETAINED EARNINGS 9,459,957 9,029,537 9,348,097 9,653,427
BOND PRINCIPAL *-$ 575,400$ 588,800$ 607,200$
CAPITAL OUTLAY **-$ 551,320$ 1,175,000$ -$
***Stormwater Revenue Bond Coverage 0.68 (0.62) 0.46 0.43
*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.
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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 impact 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 SewerSystems (MS4) permit issued by the Minnesota Pollution Control Agency
(MPCA) for the operations of the City’s storm sewer system;
•Providing education and outreach activities;
•Maintaining and operating eleven storm water lift stations;
•Contracting with the Street Division for the sweeping of streets to removesilt, organic matter, and phosphorus;
•Water quality monitoring;
•Operating and maintaining a flocculation treatment system for the removalof phosphorus to fulfill watershed reduction requirements; and
•Improving the flood protection of property by upgrading the storm water
system as opportunities arise.
2025 HIGHLIGHTS
•Continued storm system manhole structure assessment and rehabilitation (CityCouncil 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 an update to the stormwater model and used the model to develop aframework for prioritizing areas within the city that are prone to flooding (City Council
Priority/Outcome 1b, 3a-c, 5a & 5c).
•Completed the Adams Hill Pond dredging and rehabilitation project (City CouncilPriority/Outcome 1c & 3a-c).
2026 GOALS
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•Conduct visual inspections for storm system condition assessment (City CouncilPriority/Outcome 1c, 3a & 3c).
•Continue storm system manhole structure assessment and rehabilitation (CityCouncil 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 evaluating storm system improvement projects for the areas identified by theprioritization framework (City Council Priority/Outcome 1c, 3a & 3c).
•Complete a current and forward-looking (50 year) rate study for the storm water
utility operation (City Council Priority/Outcome 1c, 3a, 3c & 5a).
DIVISION EXPENDITURE COMMENT
The 2025 Revised Budget reflects an increase of 22.93% from the 2025 Adopted Budget. This is due to the change in construction costs programmed in 2024 for the
pond dredge and rehabilitation project (Adams Hill) completed in 2025 (6205 –
Operations and Maintenance). The final construction cost exceeded the awarded contract cost but remained less than the original engineer’s estimate.
The 2026 Proposed Budget reflects a decrease of 19.44% from the 2025 Adopted Budget. This is a result of not having a pond dredge and rehabilitation project
programmed in 2026. The next pond rehabilitation project is programmed for 2028.
214
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STORMWATER UTILITYFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Public WorksDEPARTMENT:
BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
STORMWATER UTILITY - 53000BUSINESS UNIT:
Intergovernmental Revenues
4244 --126,320 34,180Grants Other $$$$
4290 15,000 -15,000 12,800Other Local Grants
-141,320 46,98015,000Intergovernmental Revenues Total $$$$
Utility Revenues
4848 -2,500 2,500 2,500Certification Fee $$$$
4852 2,121,056 2,321,700 2,321,700 2,437,790Storm Drainage Fee
2,324,200 2,324,200 2,440,2902,121,056Utility Revenues Total $$$$
Other Income
8011 292,241 20,000 20,000 20,000Investment Earnings $$$$
8012 4,732 - - - Change in Fair Value
8035 177,335 173,460 171,660 168,750Other Miscellaneous Revenues
193,460 191,660 188,750474,308Other Income Total $$$$
STORMWATER UTILITY TOTAL 2,517,660 2,657,180 2,676,0202,610,364$$$$
215
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
STORMWATER UTILITYFUND:
Public WorksDEPARTMENT:
STORMWATER UTILITY - 53000BUSINESS UNIT:
Personal Services
6005 151,898 172,800 179,960 204,500Full Time $$$$
6009 482 - - - Overtime
6031 9,842 10,650 11,160 12,680Employer Social Security
6032 2,302 2,490 2,610 2,970Employer Medicare
6033 11,975 12,960 13,460 15,300Employer Pera
6035 23,999 28,710 28,280 32,190Medical Insurance
6036 1,362 1,390 1,420 1,590Dental Insurance
6037 134 80 80 90Term Life
6038 2,470 2,470 2,470 2,520Workers Compensation
6040 281 310 320 360Long Term Disability
6051 267,395 224,720 237,570 224,720Interdepartmental Labor
6052 81,660 84,890 84,890 87,820Administrative Charges
541,470 562,220 584,740553,800Personal Services Total $$$$
Other Services & Charges
6103 283,778 222,120 454,340 186,700Professional Services -General $$$$
6201 - 5,500 5,500 5,500Rents & Leases
6202 13,869 14,620 14,620 16,590Data Processing Rental
6204 148,100 154,020 154,020 161,720Motor Pool Operating Rental
6205 72,477 649,750 815,860 299,750Maintenance & Repairs
6207 26,301 31,250 31,250 31,250Utility Services
6301 3,658 3,400 3,400 3,400Advertising & Publication
6302 3,149 4,440 4,440 4,440Communications
6303 3,844 3,880 3,880 3,880Professional Development
6305 7,047 7,720 8,590 8,720Subscriptions & Memberships
6307 4,175 1,390 2,640 2,670Insurance & Bonds
6308 1,320 1,370 1,370 1,400Property Liability
6310 3,710 3,000 1,250 1,250Taxes & Licenses
6315 51,626 64,350 64,350 64,350Other Contractual Services
6401 40 150 150 150Office Supplies
6402 - 150 150 150Copy Charges
6403 4 50 50 50Postage
6409 600 - - - Uniforms & Clothing
6410 2,508 3,000 3,000 3,000Small Tools & Parts
6412 6,445 20,000 20,000 20,000Maint. & Const. Materials
6413 -18,000 -5,000Chemicals
6414 2,678 1,250 1,250 1,250Other Supplies
6513 11,044 10,500 13,000 13,000Other Charges
1,219,910 1,603,110 834,220646,373Other Services & Charges Total $$$$
Depreciation
6610 691,069 799,490 799,490 827,470Depreciation$$$$
799,490 799,490 827,470691,069DepreciationTotal$$$$
216
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
STORMWATER UTILITYFUND:
Public WorksDEPARTMENT:
STORMWATER UTILITY - 53000BUSINESS UNIT:
Capital Outlay
7350 11,459 1,202,000 551,320 1,175,000Other Improvements $$$$
1,202,000 551,320 1,175,00011,459Capital Outlay Total $$$$
Other Financing Uses
8521 -575,400 575,400 588,800Principal Payments $$$$
8522 193,435 210,290 119,780 108,030Interest Payments
8523 2,794 3,000 3,000 3,000Paying Agent Fees
788,690 698,180 699,830196,229Other Financing Uses Total $$$$
4,551,560 4,214,320 4,121,2602,098,930STORMWATER UTILITY TOTAL $$$$
217
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STORMWATER UTILITYFUND:
Public WorksDEPARTMENT:
STORMWATER UTILITY - 53000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
.40 .408Utility Billing Clerk .40
.30 .3015Assistant Utility Superintendent .30
.20 .2012GIS Coordinator .20
.17 .1710Asset Management/GIS Analyst -
1.00 1.0013Water Resources Engineer 1.00
2.07 2.07Total1.90
- - Manhole Structure Rehab $$200,000$
200,000 200,000Storm Sewer Collection System Rehab 200,000
- 650,000HUB Storm Improvements 550,000
- - DSG Lift Station Improvements 90,000
- 325,000Public Works Storage Facility 162,000
90,000 - Adams Hill Pond Cabinet Replacement -
261,320 - Adams Hill Pond Outlet/Treatment Structures -
551,320 1,175,000Total$$1,202,000$
218
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Department/Division
Actual Actual Budget Budget
2023 2024 2025R 2026P
Inputs:
Number of Full-Time Employees 1.90 1.90 2.07 2.07
Division Operating Revenues 2,705,350$ 2,475,352$ 2,657,177$ 2,676,013$
Division Operating Expenses 2,481,089$ 2,231,082$ 3,662,991$ 2,946,249$
Outputs:Total Tons of Street Sweepings 385 354 300 300
Effectiveness Measures:
Annual Pounds of TP* Removed
from Sweeping Activities (Estimated)73.5 67.6 57.4 57.4
Annual Pounds of TP* Removed
from Infiltration and Floc Systems (Estimated)70.05 76.0 50.0 76.0
Efficiency Measures:
Total Cost for Street Sweeping 113,557$ 146,328$ 110,000$ 110,000$ Total cost for Infiltration/Floc 74,801$ 163,765$ 140,000$ 75,000$
Cost per Pound of TP* Removed 1,312$ 2,159$ 2,328$ 1,387$
Operating Expenses per Capita 67.07$ 60.31$ 99.02$ 79.64$ *TP = Total Phosphorus
Performance Measures
Stormwater Utility
219
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GENERAL OBLIGATION REFUNDING BONDS, SERIES 2015B
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 325,000
2026 160,000 4,900 164,900 165,000
2027 165,000 1,650 166,650 -
325,000$ 6,550$ 331,550$
220
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STORM SEWER REVENUE BONDS, SERIES 2016A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 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 -
1,955,000$ 291,613$ 2,246,613$
221
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STORM SEWER GENERAL OBLIGATION BONDS, SERIES 2019A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 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 -
635,000$ 154,050$ 789,050$
222
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STORM SEWER REVENUE BONDS, SERIES 2020B
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 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 -
1,210,000$ 71,725$ 1,281,725$
223
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GENERAL OBLIGATION BONDS, SERIES 2022A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2025
PAYMENT UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
2025 2,808,400
2026 108,800 23,039 131,839 2,699,600
2027 112,200 22,115 134,315 2,587,400
2028 119,000 21,148 140,148 2,468,400
2029 122,400 20,138 142,538 2,346,000
2030 129,200 19,085 148,285 2,216,800
2031 132,600 17,990 150,590 2,084,200
2032 139,400 16,853 156,253 1,944,800
2033 142,800 15,672 158,472 1,802,000
2034 149,600 14,449 164,049 1,652,400
2035 156,400 13,169 169,569 1,496,000
2036 163,200 11,832 175,032 1,332,800
2037 170,000 10,439 180,439 1,162,800
2038 173,400 9,002 182,402 989,400
2039 183,600 7,509 191,109 805,800
2040 190,400 5,945 196,345 615,400
2041 197,200 4,323 201,523 418,200
2042 204,000 2,645 206,645 214,200
2043 214,200 896 215,096 -
2,808,400 236,249 3,044,649
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INTERNAL SERVICE
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
CENTRAL GARAGEFUND:
Public WorksDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
2,648,593 4,272,200 4,061,330 4,283,310CENTRAL GARAGE $$$$0.26%61000
4,272,200 4,061,330 4,283,3102,648,593Public Works TOTAL $$$$0.26%
REVENUES
2,826,597 3,116,070 3,016,080 3,097,530CENTRAL GARAGE $$$$(0.59%)61000
CENTRAL GARAGE
YEAR AMOUNT
2024 $2,648,593
2025B $4,272,200
2025R $4,061,330
2026B $4,283,310
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2024 2025B 2025R 2026B
E
X
P
E
N
S
E
S
YEAR
CENTRAL GARAGE FUND
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BUDGET SUMMARYCENTRAL GARAGE FUND PROJECTION
2024 2025 2026 2027
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 5,555,203$ 5,733,207$ 6,206,437$ 6,685,387$
Revenues
Intergovernmental - - - -
Charges for Service:
Equipment Rental 1,568,570 1,629,080 1,710,530 1,761,850
Miscellaneous Revenues
Interest 43,905 5,000 5,000 10,000
Other Revenues 164,122 47,000 47,000 48,410
Total Misc. Revenues 208,027 52,000 52,000 58,410
Total Revenues 1,776,597 1,681,080 1,762,530 1,820,260
Expenses
Personal Services 534,028 536,520 566,720 586,560
Other Services and Charges 1,178,683 1,083,640 1,096,880 1,135,270
Depreciation 935,882 922,690 954,980 983,630
Operating Expenses 2,648,593 2,542,850 2,618,580 2,705,460
Net Income (Loss)(871,996) (861,770) (856,050) (885,201)
Operating Transfers From (To)
Capital Projects Funds 1,050,000 1,335,000 1,335,000 1,215,840
1,050,000 1,335,000 1,335,000 1,215,840
RETAINED EARNINGS 5,733,207 6,206,437 6,685,387 7,016,027
CAPITAL OUTLAY -$ 1,518,480$ 1,664,730$ 1,785,000$
*Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
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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.
2025 HIGHLIGHTS
•Sealed the garage floors at the Public Works Maintenance Facility (City Council
Priority/Outcome 1c & 3a).
•Purchase of two (2) aerial bucket trucks in light of unprecedented supply/availabilityconstraints (City Council Priority/Outcome 1b-c).
2026 DIVISION GOALS
•Continue to evaluate repurposing Police patrol vehicles for use by other divisions (CityCouncil 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 2025 Revised Budget reflects a decrease of 4.9% from the 2025 Adopted Budget and the 2026 Proposed Budget reflects an increase of 0.26% from the 2025 Adopted
Budget. This is due to the decision to extend and not purchase vehicles used for the
Public Works Department. 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.
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CENTRAL GARAGEFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Public WorksDEPARTMENT:
BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
CENTRAL GARAGE - 61000BUSINESS UNIT:
Intergovernmental Revenues
4212 -100,000 -- Federal Grants $$$$
100,000 -- -Intergovernmental Revenues Total $$$$
Charges for Service
4318 1,568,570 1,629,070 1,629,080 1,710,530Equipment Rental - Operating $$$$
1,629,070 1,629,080 1,710,5301,568,570Charges for Service Total $$$$
Other Income
8011 43,188 5,000 5,000 5,000Investment Earnings $$$$
8012 717 - - - Change in Fair Value
8035 - 2,000 2,000 2,000Other Miscellaneous Revenues
8037 53,691 20,000 20,000 20,000Recovery From Damage City Prop
8038 110,431 25,000 25,000 25,000Gain on disposal of Assets
52,000 52,000 52,000208,027Other Income Total $$$$
Other Financing Sources
8051 1,050,000 1,335,000 1,335,000 1,335,000Operating Transfers In $$$$
1,335,000 1,335,000 1,335,0001,050,000Other Financing Sources Total $$$$
CENTRAL GARAGE TOTAL 3,116,070 3,016,080 3,097,5302,826,597$$$$
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
CENTRAL GARAGEFUND:
Public WorksDEPARTMENT:
CENTRAL GARAGE - 61000BUSINESS UNIT:
Personal Services
6005 394,689 386,950 391,300 413,140Full Time $$$$
6009 3,872 8,000 8,000 8,000Overtime
6031 22,597 22,620 22,890 24,220Employer Social Security
6032 5,285 5,290 5,350 5,670Employer Medicare
6033 28,530 28,020 28,260 29,900Employer Pera
6035 67,320 69,000 69,070 73,780Medical Insurance
6036 2,966 2,950 2,950 3,110Dental Insurance
6037 299 200 170 170Term Life
6038 7,860 7,860 7,860 8,020Workers Compensation
6040 610 660 670 710Long Term Disability
531,550 536,520 566,720534,028Personal Services Total $$$$
Other Services & Charges
6103 3,954 4,250 4,250 4,260Professional Services -General $$$$
6202 26,422 42,890 42,890 52,130Data Processing Rental
6205 375,662 158,330 158,330 158,330Maintenance & Repairs
6206 108,244 35,000 35,000 35,000Accident Repairs
6207 58,182 87,580 87,580 87,580Utility Services
6302 3,222 4,200 4,200 4,200Communications
6303 2,606 2,580 5,220 3,220Professional Development
6305 50 - - - Subscriptions & Memberships
6307 59,033 63,530 63,530 64,800Insurance & Bonds
6308 29,160 30,330 30,330 30,940Property Liability
6310 1,962 5,000 5,000 5,000Taxes & Licenses
6315 47,951 42,060 45,060 45,060Other Contractual Services
6401 13 660 660 660Office Supplies
6402 - 120 120 120Copy Charges
6403 - 100 100 100Postage
6405 180,172 325,000 325,000 325,000Fuels
6406 12,594 10,500 10,500 10,500Lubricants
6407 11,163 15,460 15,460 15,460Auto Operating Supplies
6408 41,749 30,000 30,000 30,510Tires
6409 7,963 4,860 4,860 6,500Uniforms & Clothing
6410 131,740 145,080 140,120 145,080Small Tools & Parts
6414 49,454 75,430 75,430 72,430Other Supplies
1,082,960 1,083,640 1,096,8801,151,296Other Services & Charges Total $$$$
Depreciation
6610 935,882 922,690 922,690 954,980Depreciation$$$$
922,690 922,690 954,980935,882DepreciationTotal$$$$
Capital Outlay
7500 27,387 1,735,000 1,518,480 1,664,730Motor Vehicles $$$$
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
CENTRAL GARAGEFUND:
Public WorksDEPARTMENT:
CENTRAL GARAGE - 61000BUSINESS UNIT:
1,735,000 1,518,480 1,664,73027,387Capital Outlay Total $$$$
4,272,200 4,061,330 4,283,3102,648,593CENTRAL GARAGE TOTAL $$$$
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CENTRAL GARAGEFUND:
Public WorksDEPARTMENT:
CENTRAL GARAGE - 61000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
3.00 3.00LT-3Automotive Mechanic 3.00
.25 .2518Deputy Public Works Director .25
.50 .5014Operations Supervisor .50
.35 .358Senior Office Assistant .35
.10 .1010Asset Management/GIS Analyst -
4.20 4.20Total4.10
150,000 - Garage Floor Sealing $$150,000$
433,480 - High Ranger/Tree Bucket Truck 450,000
70,000 - CSO Truck 60,000
250,000 89,630Ice Resurfacer (2)250,000
60,000 - Tahoe - Fire 60,000
400,000 302,100Fire Truck 400,000
- - Toro Z-Mower 7200 (2)65,000
- - Trackless MT 300,000
60,000 - Explorer - Police LT -
95,000 - Water Plant Skid Steer -
- 203,000Flush Truck/Roll-Off -
- 50,0001 Ton Pick-Up -
- 50,000Crew Cab Pick-Up -
- 250,000Chipper-
- 180,000Squads - Police LT (3)-
- 180,000Squads - Police Investigators (3)-
- 210,000Marked Squads - Police (3)-
- 75,000Tahoe - Fire -
- 75,000Tahoe - Police Chief -
1,518,480 1,664,730Total$$1,735,000$
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Department/Division
Actual Actual Budget Budget 2023 2024 2025R 2026P
Inputs:
Number of full-time employees 4.1 4.1 4.2 4.2
Division Expenditures 1,657,615$ 1,640,910$ 1,620,161$ 1,663,580$
(personnel and services)
Outputs:
Number of Vehicles Maintained 141 141 141 141
Number of Pieces of Equipment 53 53 53 53
Effectiveness Measures:
Scheduled Service Work Orders 229 234 250 250
Unscheduled Service Work Orders 659 754 600 600
Efficiency Measures:
Total Cost of Repairs 1,188,310$ 1,124,099$ 1,083,635$ 1,096,873$
Average Cost/Vehicle Owned 8,427.73$ 7,972.33$ 7,685.35$ 7,779.24$
Division Expenditure per Capita 43.08$ 42.64$ 42.10$ 43.23$
(personnel and services)
Performance Measures
Public Works/Central Garage
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
INFORMATION TECHNOLOGIESFUND:
Administrative ServicesDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
1,374,077 1,887,720 1,850,226 1,962,611INFORMATION TECHNOLOGIES $$$$3.97%62000
1,887,720 1,850,226 1,962,6111,374,077Administrative Services TOTAL $$$$3.97%
REVENUES
1,648,751 1,780,270 1,779,324 1,902,141INFORMATION TECHNOLOGIES $$$$6.85%62000
CENTRAL SERVICES
YEAR AMOUNT
2024 $1,374,077
2025B $1,887,720
2025R $1,850,226
2026B $1,962,611
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
2024 2025B 2025R 2026B
E
X
P
E
N
S
E
S
YEAR
INFORMATION TECHNOLOGIES
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BUDGET SUMMARYINFORMATION TECHNOLOGIES FUND PROJECTION
2024 2025 2026 2027
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 130,842$ 405,516$ 464,938$ 494,376$
Revenues
Intergovernmental -$ -$ -$ -$
Charges for Service 1,273,758 1,385,524 1,494,561 1,539,400
Subtotal 1,273,758 1,385,524 1,494,561 1,539,400
Miscellaneous Revenues
Interest 16,993 - - 1,000
Other - - - -
Total Miscellaneous Revenues 16,993 - - 1,000
Total Revenues 1,290,751 1,385,524 1,494,561 1,540,400
Expenses
Personal Service 578,957 628,239 723,614 748,940
Other Services and Charges 753,522 980,383 1,034,469 1,086,190
Depreciation 41,598 111,280 114,620 118,060
Total Operating Expenses 1,374,077 1,719,902 1,872,703 1,953,191
Net Income (Loss)(83,326) (334,378) (378,142) (412,791)
Operating Transfers: From (To)
General Funds 358,000 393,800 407,580 421,840
Net Transfers 358,000 393,800 407,580 421,840
RETAINED EARNINGS 405,516 464,938 494,376 503,426
CAPITAL OUTLAY *-$ 130,324$ 89,908$
*Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
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INFORMATION TECHNOLOGIES DIVISION
MISSION STATEMENT
The IT department is here to understand the individual needs for every division in the city and deliver the best service we can on those. The way we operate is through these divisions and we understand the importance of keeping a good relationship with each of them. Utilizing each of our staff, vendors, tools and connections to keep project deadlines met, data secure, policies followed and to give technical support.
Communication helps us work effectively but with standardizing policy. IT is to work in full support with administrative services to have these policies coming out quickly to move forward.
DIVISION FOCUS
The purpose of the IT Department is to:
•Control access and development of network policy.
•Redoing the preliminary work of taking on new projects with departments/divisions,
prioritizing by Cost and Reward, along with providing a more accurate timeline of
work.
•Provide specified technical support and training on our services to the city – alongwith 24/7 Support.
•Relay important information on upcoming events, outages, and changes.
•Recommend cost saving solutions and purchases to everyday workloads andbusiness Needs.
•To make Onboard / Offboard / Change of Position a smoother transition andauditing our work more frequently.
•Train our IT Staff internally on New and Known skills by cross working on things
together in IT.
•Upgrade our IPT telephony System and provide support during our upgrades.
•Maintain our security access / groups.
•Update our Group Policies and electronic hardware systems to the latest operatingsystems and updates.
•Focus our time on
•Suggest fewer widespread solutions and focus on currently in use solutions andhow we can improve them.
•Easing frustrations with technology and staff by minimizing security and workflowsteps and requirements.
•Maintain the internal office supply storage but improving the way orders andrequests are tracked.
•Delegating support for copiers and printers.
•Changing the overall Budget to be more accurate and truer to our division codes,focusing on chargeback tracking for Project line items, How IT Division Charges aredivided up, Discontinuing Hardware Depreciation costs past their due date, utilizingCIB-CIP, and Fixed Rate to some divisions with specified IT staff underneath them.
•Focus on utilizing grant money to its max potential.
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2025 HIGHLIGHTS
•Created a SharePoint policy for staff to understand the correct ways our city is tryingto utilize the applications alongside training to help them get up to speed with theprocess.
•IT has built a new PAF in Laserfiche that has improved the process of filing multipleforms for onboarding and offboarding employees for HR.
•Fiber has projects that have been put in place for the next year for connecting PWwith Edina and WLNC Redundancy.
•Upgraded Camera Domain and repository system on video surveillance, activesecurity handling with camera access with SSO users.
•75+ depreciated mobile device replacements.
•Internal Wi-Fi VPN support for staff working on site.
•New Employee training documents for Onboarding Staff.
•Webex Cloud Migration and Phone upgrades, Teams Chat Purge.
•PCI Compliance Policy Created along with Training.
•Synology Data Server for Police investigations and data practices.
•Printer Replacements throughout Departments
•Council Chamber Meeting backup plans and SOPs for troubleshooting.
•Citizens Serve Wrap-up and troubleshooting.
•Moved to Call Cabinet call recording.
•Department Budget Meetings and Needs completed
2026 DIVISION GOALS
•All Operating systems on Windows 11
•S2 Door access and Milestone Cameras evolution on other sites.
•Password management software upgrade.
•Budget software upgrade.
•Employee engagement strategies - Survey’s, Training Classes and Tec TuesdayEmails.
•Fiber redundancy additions.
•Malwaire protection replacement (AMP) – Crowd Strike.
•Policy Creation and Mission statements.
•Intranet on SharePoint.
•Upgrade the PS Synology data use security and storage use / capacity.
•Retention policy update and Audit.
•2016 Server Upgrades and Audits.
•EOC Replacement and workflow update.
•VNC Viewer Replacement.
DIVISION EXPENDITURE COMMENT
The 2025 revised budget shows as decrease due to some revisioning of the expenditures on projects this year through multiple divisions. The adopted to revised percent change in 2025 showing a -5% decrease, but due to a lower revised budget, the
difference between 2025 and 2026 proposed has increased to 8.9%. So, IT has a lot of
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room to grow this year yet and may make some purchases for computer replacement
schedules to be met. Chargebacks for Departments reflected almost a -6% decrease on the 2025 revised compared to the 2025 proposed. In 2026 we will most likely not increase to the proposed 8% increase of chargebacks, due to us purchasing more this and less next year.
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INFORMATION TECHNOLOGIESFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Administrative ServicesDEPARTMENT:
BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
INFORMATION TECHNOLOGIES - 62000BUSINESS UNIT:
Charges for Service
4320 1,207,698 1,321,470 1,320,524 1,427,611IT Equipment Rental $$$$
4322 25,437 26,650 26,650 27,450Sale of Supplies
4324 16,259 12,020 12,020 12,380Copying Services
4326 24,364 26,330 26,330 27,120Postage Services
1,386,470 1,385,524 1,494,5611,273,758Charges for Service Total $$$$
Other Income
8011 16,718 --- Investment Earnings $$$$
8012 275 - - - Change in Fair Value
--- 16,993Other Income Total $$$$
Other Financing Sources
8051 358,000 393,800 393,800 407,580Operating Transfers In $$$$
393,800 393,800 407,580358,000Other Financing Sources Total $$$$
INFORMATION TECHNOLOGIES TOTAL 1,780,270 1,779,324 1,902,1411,648,751$$$$
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
INFORMATION TECHNOLOGIESFUND:
Administrative ServicesDEPARTMENT:
INFORMATION TECHNOLOGIES - 62000BUSINESS UNIT:
Costs of Goods Sold
5510 47,620 37,460 37,500 38,630Purchases for Resale $$$$
37,460 37,500 38,63047,620Costs of Goods Sold Total $$$$
Personal Services
6005 456,223 533,010 478,600 540,419Full Time $$$$
6013 2,593 2,700 1,270 - Longevity
6031 27,010 31,550 28,699 32,161Employer Social Security
6032 6,317 7,380 6,686 7,482Employer Medicare
6033 34,001 39,360 35,990 40,531Employer Pera
6035 48,080 72,430 72,363 97,820Medical Insurance
6036 3,319 3,840 3,282 3,724Dental Insurance
6037 328 220 190 200Term Life
6038 300 310 310 320Workers Compensation
6040 786 870 849 957Long Term Disability
691,670 628,239 723,614578,957Personal Services Total $$$$
Other Services & Charges
6103 371,954 306,820 306,297 364,411Professional Services -General $$$$
6205 130,028 198,760 180,002 188,348Maintenance & Repairs
6207 80,030 82,430 82,430 85,730Utility Services
6302 32,623 104,340 109,869 150,842Communications
6303 1,015 5,400 17,950 4,380Professional Development
6305 2,295 3,260 2,300 2,500Subscriptions & Memberships
6307 5,936 6,190 6,190 6,310Insurance & Bonds
6308 2,580 2,680 2,680 2,730Property Liability
6401 578 1,000 1,000 1,030Office Supplies
6402 1,016 460 200 210Copy Charges
6403 71 100 100 100Postage
6414 98,429 264,790 233,865 189,248Other Supplies
976,230 942,883 995,839726,555Other Services & Charges Total $$$$
Depreciation
6610 41,598 107,520 111,280 114,620Depreciation$$$$
107,520 111,280 114,62041,598DepreciationTotal$$$$
Capital Outlay
7400 (20,653)74,840 130,324 89,908Machinery & Equipment $$$$
74,840 130,324 89,908(20,653)Capital Outlay Total $$$$
1,887,720 1,850,226 1,962,6111,374,077INFORMATION TECHNOLOGIES TOTAL $$$$
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INFORMATION TECHNOLOGIESFUND:
Administrative ServicesDEPARTMENT:
INFORMATION TECHNOLOGIES - 62000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0016IT Manager 1.00
1.00 1.0014Asst IT Mgr/BusAnalyst 1.00
1.00 1.0012-11IT Specialist 1.00
1.00 1.0011-6Help Desk Technician 1.00
1.00 1.0011-1Help Desk Technician 1.00
.20 .2012-11Police IT Specialist (FT-w/Police).20
.30 .3012-8GIS Analyst (FT-w/PW).30
5.50 5.50Total5.50
15,000 45,000Fiber Infrastruction Projects $$15,000$
- 10,650Network Infrastructure Replacement 51,690
15,890 - CradlePoint Squad Vehicle Modems Upgrade -
84,160 34,260Laptop Purchases -
15,280 - City Hall Copier Replacement -
- - Voice Bundle - Replacement 8,150
130,330 89,910Total$$74,840$
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Department/Division
Actual Actual Budget Budget Budget 2022 2023 2024 2025 2026
Inputs:
Number of full-time employees 4.5 4.5 4.5 5.5 5.5
Division operating expenses 1,197,860$ 1,433,571$ 1,700,329$ 1,716,144$ 1,869,350$
Division operating revenue 1,295,401$ 1,434,312$ 1,629,550$ 1,780,270$ 1,908,974$
Outputs:
Number of devices supported 670 670 670 670 670(PCs, laptops, mobile devices, cameras, credit card readers, servers,
& printers)
Number of telephony devices supported 280 280 380 390 390Number of sites supported 15 15 15 15 15
Number of users supported 365 365 365 365 365
Number of Email Accts 430 430 430
Number of Various Office 365 Full Licenses 170 180 180
Number of P1 License (email only)143 130 130
Shared Office Licenses 70 70 70
Efficiency Measures:
Division operating expenses per user 3,282$ 3,928$ 4,658$ 4,702$ 5,122$
Division operating revenue per user 3,549$ 3,930$ 4,465$ 4,877$ 5,230$
Division operating expenses per capita 32.63$ 39.05$ 46.32$ 46.75$ 50.92$
Performance Measures
Administrative Services/Information Technologies
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND:INSURANCE/RISK MANAGEMENT
Administrative ServicesDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
2,676,118 1,245,340 1,347,565 1,618,602$$$$29.97%64000 INSURANCE/RISK MANAGEMENT
1,245,340 1,347,565 1,618,6022,676,118Administrative Services TOTAL $$$$29.97%
1,185,441 1,089,220 1,189,220 1,212,720$$$$11.34%
REVENUES
64000 INSURANCE/RISK MANAGEMENT
SELF INSURANCE
YEAR AMOUNT
2024 $2,676,118
2025B $1,245,340
2025R $1,347,565
2026B $1,618,602
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2024 2025B 2025R 2026B
E
X
P
E
N
S
E
S
YEAR
INSURANCE/RISK MANAGEMENT
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BUDGET SUMMARYINSURANCE/RISK MANAGEMENT FUND PROJECTION
2024 2025 2026 2027
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 4,502,189$ 3,011,513$ 2,853,168$ 2,447,286$
Revenues
Charges for Service:
Employers' and Employees' contribution 861,288 978,220 1,001,720 1,031,770
Operating Revenues 861,288 978,220 1,001,720 1,031,770
Miscellaneous Revenues
Interest 265,654 150,000 150,000 150,000
Total Miscellaneous Revenues 265,654 150,000 150,000 150,000
Total Revenues 1,126,942 1,128,220 1,151,720 1,181,770
Expenses
Personal Services 390,312 434,660 456,677 470,380
Other Services and Charges 2,227,306 851,905 1,100,925 801,230
Total Expenses 2,617,618 1,286,565 1,557,602 1,271,610
Net Income (Loss)(1,490,676) (158,345) (405,882) (89,839)
Operating Transfers From (To)
Self Insurance - Workers Comp.58,500 61,000 61,000 61,000
Self Insurance - Property Liab.(58,500) (61,000) (61,000) (61,000)
- - - -
RETAINED EARNINGS 3,011,513$ 2,853,168$ 2,447,286$ 2,357,447$
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INSURANCE/RISK MANAGEMENT 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 Insurance/Risk Management 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 Insurance/Risk Management 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.
2025 HIGHLIGHTS
•The rates charged to City departments for property/casualty liability coverage reflecta 2.0% increase for 2026.
2026 INSURANCE/RISK MANAGEMENT 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 Insurance/Risk Management Fund for the 2025 Revised/2026 Proposed Budget reflect the costs to administer the risk management
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program and anticipated costs for high-cost workers’ compensation claims due to presumptions in the law related to first responders.
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DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND: INSURANCE/RISK MANAGEMENT
DEPARTMENT: Administrative Services
BUSINESS UNIT: INSURANCE/RISK MANAGEMENT - 64000
Charges for Service
4328 597,426 593,050 593,050 597,550Self Inurance City Contributi $$$$
4330 59,075 62,000 62,000 62,000Self Insurance Employee Contri
4332 195,380 203,170 203,170 203,170Property Contribution
4334 46,399 45,000 45,000 64,000Flex Daycare
4336 14,768 20,000 20,000 20,000Flex Health
4340 (51,760)55,000 55,000 55,000Insurance Premium Refunds
978,220 978,220 1,001,720861,288Charges for Service Total $$$$
Other Income
8011 261,512 50,000 150,000 150,000Investment Earnings $$$$
8012 4,141 - - - Change in Fair Value
50,000 150,000 150,000265,654Other Income Total $$$$
Other Financing Sources
8051 58,500 61,000 61,000 61,000Operating Transfers In $$$$
61,000 61,000 61,00058,500Other Financing Sources Total $$$$
INSURANCE/RISK MANAGEMENT TOTAL 1,089,220 1,189,220 1,212,7201,185,441$$$$
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
FUND: INSURANCE/RISK MANAGEMENT
DEPARTMENT: Administrative Services
BUSINESS UNIT: INSURANCE/RISK MANAGEMENT - 64000
Personal Services
6005 1,638 15,000 15,000 20,000Full Time $$$$
6031 (1,007)- Employer Social Security
6032 (680)- Employer Medicare
6033 (7,712)- - - Employer Pera
6038 126,856 116,140 116,140 120,000Workers Compensation
6039 13,498 32,000 32,000 32,000MN Unempoloyment
6051 229,940 243,740 243,740 255,927Interdepartmental Labor
6052 27,780 27,780 27,780 28,750Administrative Charges
434,660 434,660 456,677390,312Personal Services Total $$$$
Other Services & Charges
6103 29,886 50,000 50,000 50,000Professional Services -General $$$$
6202 8,270 8,680 8,680 8,700Data Processing Rental
6303 500Professional Development
6306 148,889 95,000 95,000 95,000Care of Persons
6307 - 2,000 84,725 84,725Insurance & Bonds
6313 47,147 45,000 45,000 64,000Day Care Reimbursement
6314 11,962 20,000 20,000 20,000Health Care Reimbursement
6315 1,734,704 200,000 200,000 450,000Other Contractual Services
6316 97,267 80,000 100,000 80,000Dental Single
6317 28,520 28,000 28,000 28,000Dental Spouse
6318 39,791 45,000 45,000 45,000Dental Dependent
6414 - 500 500 500Other Supplies
6513 80,871 175,000 175,000 175,000Other Charges
749,680 851,905 1,100,9252,227,306Other Services & Charges Total $$$$
Other Financing Uses
8511 58,500 61,000 61,000 61,000Operating Transfers Out $$$$
61,000 61,000 61,00058,500Other Financing Uses Total $$$$
1,245,340 1,347,565 1,618,6022,676,118INSURANCE/RISK MANAGEMENT TOTAL $$$$
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DEPARTMENT SUMMARY BY BUSINESS UNIT
BUSINESS UNIT BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
BUILDING SERVICES FUNDFUND:
Administrative ServicesDEPARTMENT:
Increase/
(Decrease)
2025 Budget/
2026 Budget
950,931 1,327,470 1,176,627 1,257,319BUILDING SERVICES FUND $$$$(5.28%)67000
1,327,470 1,176,627 1,257,319950,931Administrative Services TOTAL $$$$(5.28%)
REVENUES
1,094,072 1,083,800 1,083,800 1,126,610BUILDING SERVICES FUND $$$$3.95%67000
BUILDING SERVICES
YEAR AMOUNT
2024 $950,931
2025B $1,327,470
2025R $1,176,627
2026B $1,257,319
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
2024 2025B 2025R 2026B
E
X
P
E
N
S
E
S
YEAR
BUILDING SERVICES
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BUDGET SUMMARYBUILDING SERVICES FUND PROJECTION
2024 2025 2026 2027
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS 837,487$ 980,628$ 972,801$ 962,092$
Revenues
Charges for Service:
Building Rental 1,054,553 1,081,800 1,124,610 1,158,350
Miscellaneous Revenues
Interest 39,519 2,000 2,000 10,000
Other Revenue - - - -
Total Misc. Revenues 39,519 2,000 2,000 10,000
Total Revenues 1,094,072 1,083,800 1,126,610 1,168,350
Expenses
Personal Services 439,886 464,217 489,969 507,120
Other Services and Charges 496,716 594,580 613,370 634,840
Depreciation 14,329 32,830 33,980 35,000
Operating Expenses 950,931 1,091,627 1,137,319 1,176,960
Net Income (Loss)143,141 (7,827) (10,709) (8,610)
RETAINED EARNINGS 980,628 972,801 962,092 953,482
CAPITAL OUTLAY -$ 85,000$ 120,000$ -$
*Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
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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 2025 and 2026 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. 2025 HIGHLIGHTS
•Completed the upgrade for all indoor and outdoor lighting at the Municipal Centerto LED lighting•Upgraded sales floor lighting at Lyndale Liquor•Replaced rooftop HVAC unit at Cedar Liquor
2026 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 itemsat the Richfield Municipal Center to ensure its long-term viability (City CouncilPriority/Outcome 1b).
•Replace carpeting in the Police Department
DIVISION EXPENDITURE COMMENT The 2025 Revised Budget reflects a 0% increase over the 2025 Adopted Budget.
The 2026 Proposed Budget reflects a 3.98% increase in expenditure, but off-set by internal chargebacks and other revenues. In 2026, Building Services will explore and analyze centralizing services to increase efficiencies resulting in cost savings throughout the City.
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BUILDING SERVICES FUNDFUND:
DETAIL REVENUES BY BUSINESS UNIT
CLASSIFICATIONS
Administrative ServicesDEPARTMENT:
BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
BUILDING SERVICES FUND - 67000BUSINESS UNIT:
Charges for Service
4346 1,026,050 1,056,840 1,056,840 1,098,770Building Rental $$$$
4348 28,503 24,960 24,960 25,840Labor Services
1,081,800 1,081,800 1,124,6101,054,553Charges for Service Total $$$$
Other Income
8011 38,886 2,000 2,000 2,000Investment Earnings $$$$
8012 633 - - - Change in Fair Value
2,000 2,000 2,00039,519Other Income Total $$$$
BUILDING SERVICES FUND TOTAL 1,083,800 1,083,800 1,126,6101,094,072$$$$
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DETAIL EXPENDITURES BY BUSINESS UNIT
CLASSIFICATIONS BUDGET
2026
REVISED
2025
BUDGET
2025
ACTUAL
2024
BUILDING SERVICES FUNDFUND:
Administrative ServicesDEPARTMENT:
BUILDING SERVICES FUND - 67000BUSINESS UNIT:
Personal Services
6005 299,048 309,100 318,713 335,928Full Time $$$$
6006 33,650 32,690 32,688 33,668Part-time
6009 571 1,500 - - Overtime
6031 19,394 18,620 21,075 22,177Employer Social Security
6032 4,536 4,360 4,929 5,187Employer Medicare
6033 25,121 23,180 26,245 27,610Employer Pera
6035 44,776 48,150 47,838 52,383Medical Insurance
6036 2,207 2,170 2,169 2,234Dental Insurance
6037 218 130 128 120Term Life
6038 9,870 9,870 9,870 10,070Workers Compensation
6040 495 550 562 592Long Term Disability
450,320 464,217 489,969439,886Personal Services Total $$$$
Other Services & Charges
6103 70 190 190 200Professional Services -General $$$$
6202 15,120 23,110 23,110 24,520Data Processing Rental
6204 9,680 10,070 10,070 10,570Motor Pool Operating Rental
6205 47,456 44,200 43,700 45,250Maintenance & Repairs
6207 216,760 249,600 249,600 258,340Utility Services
6302 1,309 7,280 7,280 7,540Communications
6303 208 780 2,780 810Professional Development
6307 34,852 25,740 25,740 26,250Insurance & Bonds
6308 23,200 24,130 24,130 24,610Property Liability
6310 868 880 1,140 1,180Taxes & Licenses
6315 115,797 153,710 153,710 159,090Other Contractual Services
6401 202 310 310 320Office Supplies
6402 30 30 30 30Copy Charges
6409 2,288 2,220 2,220 2,300Uniforms & Clothing
6410 428 1,070 1,070 1,110Small Tools & Parts
6412 14,200 21,610 21,110 21,860Maint. & Const. Materials
6414 14,248 29,390 28,390 29,390Other Supplies
594,320 594,580 613,370496,716Other Services & Charges Total $$$$
Depreciation
6610 14,329 32,830 32,830 33,980Depreciation$$$$
32,830 32,830 33,98014,329DepreciationTotal$$$$
Capital Outlay
7230 -250,000 85,000 120,000Building Improvements $$$$
250,000 85,000 120,000-Capital Outlay Total $$$$
1,327,470 1,176,627 1,257,319950,931BUILDING SERVICES FUND TOTAL $$$$
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BUILDING SERVICES FUNDFUND:
Administrative ServicesDEPARTMENT:
BUILDING SERVICES FUND - 67000BUSINESS UNIT:
DIVISION PERSONNEL
CLASSIFICATIONS
SALARY
GRADE
NUMBER OF EMPLOYEES
2025
REVISED
2026
BUDGET
2025
ADOPTED
CAPITAL OUTLAY
ITEMS
2025
REVISED
2026
BUDGET
2025
ADOPTED
Regular Full-Time Employees
1.00 1.0016Building Superintendent 1.00
2.00 2.00LT-2Building Maintenance Mechanic 2.00
3.00 3.00Total3.00
Part-Time Employees
.50 .506Custodian.50
.50 .50Total.50
100,000 - City Hall Security Camera Replacement and Installl $$250,000$
- 120,000Public Safety Recarpeting -
100,000 120,000Total$$250,000$
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Department/Division
Actual Actual Budget Budget 2023 2024 2025 2026
Inputs:
Number of full time employees 3 3 3 3
Division Operating Expenditures 1,058,344$ 1,037,393$ $1,077,470 $1,137,320
Division Operating Revenues 1,046,327$ 1,052,550$ $1,083,460 $1,126,610
Outputs:
Annual Contract Cleaning Cost
City Hall 94,520$ 98,985$ $92,400.00 $95,172
Effectiveness Measures:
Cost per Square Foot to Clean City
Hall 1.35$ 1.41$ 1.32$ 1.36$
Efficiency Measures:
Estimated Cost per Square Foot
to Maintain City Hall 12.10$ 11.86$ 12.31$ 13.00$
Rent Revenue per Square Foot 10.06$ 10.12$ 10.42$ 10.83$
Expense per Capita 28.61$ 28.04$ 29.13$ 30.74$
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 2026, the total tax levy required will be $3,946,030. 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 2025 is $36,845,000.
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 2025 is $0.
The City continues to evaluate outstanding bond issues to determine if cost savings can be achieved by refinancing bonds or calling the bonds early. General Obligation bond debt service will be paid in full in the year 2043. Redevelopment bond debt service will be paid in full in the year 2025. BOND RATINGS The bond rating process is a comprehensive analysis of the City’s financial practices and performances (past and current). Forecasts of future performance and projected long-term planning practices are also reviewed.
The City of Richfield has maintained an excellent bond rating for many years. The City currently has received a AA+ rating from Standard and Poor’s and an AA2 rating from Moody’s Investors Service prior to that.
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BUDGET SUMMARY
GENERAL OBLIGATION IMPROVEMENT BONDS
2024 2025 2025 2026
Actual Budget Revised Budget
Fund Balance - January 1 6,263,293$ 6,627,689$ 6,613,967$ 7,288,381$
Source of Funds
Taxes 4,049,211$ 4,101,375$ 4,101,375$ 3,946,030$
Special Assessment Collections 39,253 40,000 40,000 40,000 Interest 155,997 10,000 10,000 10,000
Bond Proceeds - - -
Transfer in:
Special Revenue Fund 745,224 746,000 746,000 747,700
- - - -
Total Sources 4,989,685$ 4,897,375$ 4,897,375$ 4,743,730$
Use of Funds
Bond Principal 3,340,000$ 3,080,000$ 3,080,000$ 3,155,000$
Bond Interest 1,287,289 1,132,961 1,132,961 1,043,974
Fiscal Agent Charges 4,156 5,000 5,000 5,000
Other Services & Charges 7,566 5,000 5,000 5,000 Transfers to: General Fund - - - -
Capital Project Fund - - - -
Total Uses 4,639,011$ 4,222,961$ 4,222,961$ 4,208,974$
Fund Balance - December 31 7,302,103$ 7,288,381$ 7,823,137$ $ 6,613,967
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TAX LEVY UNPAID
REQUIREMENT YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
36,845,000$
3,946,030 2026 3,155,000 1,043,974 4,198,974 33,690,000
3,955,605 2027 3,250,000 954,749 4,204,749 30,440,000
3,427,720 2028 3,350,000 862,736 4,212,736 27,090,000
2,363,732 2029 3,195,000 771,043 3,966,043 23,895,000 2,379,390 2030 2,210,000 694,664 2,904,664 21,685,000 2,376,186 2031 2,290,000 631,068 2,921,068 19,395,000
2,364,056 2032 2,345,000 565,483 2,910,483 17,050,000
2,244,086 2033 2,405,000 497,095 2,902,095 14,645,000
2,244,043 2034 2,360,000 426,720 2,786,720 12,285,000
2,184,213 2035 2,435,000 354,120 2,789,120 9,850,000
2,047,253 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 - 35,227,633 36,845,000$ 7,706,544$ 44,148,644$
Debt as a Percentage of Taxable Market Value 0.76%
Debt Per Capita 996.00$
General Obligation Improvement Bonds
Scheduled Debt Service Requirements - Annual Payments
December 31, 2025
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BUDGET SUMMARY
GENERAL OBLIGATION REDEVELOPMENT BONDS
2024 2025 2025 2026
Actual Budget Revised Budget
Fund Balance - January 1 -$ -$ -$ -$
Source of FundsTransfers from -
Component Unit 876,731 267,238 267,238 -
Total Sources 876,731$ 267,238$ 267,238$ -$
Use of Funds
Principal Bonds 850,000$ 260,000$ 260,000$ -$
Bond Interest 24,256 3,738 3,738 -
Fiscal Charges 475 1,000 1,000 - Other 2,000 2,500 2,500 -
Total Uses 876,731$ 267,238$ 267,238$ -$
Fund Balance - December 31 -$ -$ -$ -$
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GENERAL OBLIGATION REDEVELOPMENT BONDS
SCHEDULED DEBT SERVICE REQUIREMENTS - ANNUAL PAYMENTS
December 31, 2025
UNPAID
YEAR PRINCIPAL INTEREST TOTAL PRINCIPAL
-
2026 - - - -
-$ -$ -$
Debt as a Percentage of Taxable Market Value 0.00%
Debt Per Capita -$
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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 2025 Revised/2026 Proposed Capital Improvement Budget (CIB) reflects funding for several improvement projects throughout the City. Included are costs for the Nicollet Avenue Reconstruction, multi-year Pavement Management, multi-year ADA
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Improvements, multi-year Bicycle Improvements and multi-year Pedestrian Improvement projects. The capital spending plan also includes 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.
2026 Capital Improvement Budget Projects Recreation Open Space
Community Center - $20,000 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.
Parks Major Maintenance - $275,000
Various projects relating to the upkeep of existing park infrastructure are identified and
prioritized each year by Recreation Services and Public Works Maintenance staff. Projects include tennis/basketball court resurfacing, trail resurfacing, roof replacement, parking lot reconstruction, field renovation and other repair or partial replacement of existing park capital items. Specific improvement projects and their priorities will be identified through the
Parks Master Plan process.
Parks Master Plan - $180,000 Every eight to ten years, the Recreation Services Department updates the Parks Master Plan, a document within the City’s overall Comprehensive Plan which outlines the overall
philosophy around park management and development, as well as specific park
development plans, and serves as a guiding document for future capital improvement planning and other operations. The plan was last updated in 2018. Staff will hire a consultant to help coordinate the update, which will involve an extensive public engagement process.
Veterans Park Complex - $5,000,000 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.
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Wood Lake Nature Center Building - $1,000,000 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
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, from local sales tax ($10m in 2025 and an additional $1m in 2026).
Wood Lake Trail Updates - $250,000
Major overall update work to Wood Lake’s trails, including raising trail beds, resurfacing trails with additional aggregate, and performing other repairs as needed. A state grant would be pursued and funds would be utilized from the Friends of Wood Lake operating fund. Right of Way Improvements
64th Street Sidewalk - $165,000 This project will construct a new sidewalk along W 64th St from just east of MSAS 363 (Lyndale Ave) to CSAH 35 (Portland Ave). The new sidewalk will be separated from the roadway by a
boulevard, and new ADA-compliant curb ramps will be added throughout the corridor. A new
ADA-compliant at-grade railroad crossing will be constructed across the Progressive Rail line located along Pleasant Ave. Minor right of way acquisition and temporary construction easements will be required. Sidewalk will be constructed on one side of the street, which will be determined through the city’s public engagement process. Project was awarded Active
Transportation funding through the 2024 Regional Solicitation, with a construction year of FY
2026.
73rd Street Sidewalk Gap (Diagonal) - $200,000 This project will construct a new sidewalk along E 73rd Street and Diagonal Blvd to MSAS
369 (Cedar Ave S). Sidewalk location will be determined by the city’s public engagement
process. New ADA-compliant curb ramps will be added throughout the corridor. Minor right of way acquisitions and temporary construction easements will be required. Project was awarded Active Transportation funding through the Met Council’s 2024 Regional Solicitation, with a construction year of FY 2026.
Multi-Year 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.
Multi-Year Nicollet Avenue Reconstruction - $7,500,000
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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).
Multi-Year Pavement Management Program - $737,000 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.
Multi-Year Penn Avenue Reconstruction – $300,000 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.
Multi-Year Street Name Sign Replacement - $50,000
Public Works will be replacing a significant portion of the street name signs throughout the City. This is needed because many of the existing street name signs do not meet current standards for font design and retro-reflectivity, both of which impact the public’s ability to clearly read and understand the signs.
Sheridan Hills SRTS Sidewalk - $694,500 This project will construct approximately 0.25 miles of new sidewalk near Sheridan Hills Elementary School, including traffic calming and pedestrian safety features at the intersections of 64th/Thomas, 64th/Sheridan, and 64th/Russell. Project was identified during
the 2024 SRTS Design Assistance study and was awarded Safe Routes to School funding
through the 2024 Infrastructure Solicitation, with a construction year of FY 2026.
Public Facilities
HUB Redevelopment Participation - $1,450,000 In conjunction with redevelopment of the HUB shopping center property, the City will work with the developer to construct stormwater infrastructure that will address regional flooding of
public right-of-way near the HUB property. The infrastructure will be designed to handle runoff
from public right-of-way, as well as anticipated developed conditions on the HUB property. The costs for this infrastructure will be shared between the City and the developer. The City will also likely share cost to complete sidewalk installation along 65th St that was not constructed with the 65th St Reconstruction Project.
Multi-Year Rehabilitation of Storm Sewer Collection System - $200,000
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The storm sewer collection system was installed in the mid 1950’s and is comprised of mostly reinforced concrete pipe. A cleaning and inspection program is conducted annually to determine the condition of the sewer mains and structures. Sewer mains and structures, that are identified as being in poor condition, will be replaced or rehabilitated with the means and methods that are in-line with industry standards. The rehabilitation will extend the life of
the mains by up to 75 years.
Multi-Year 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.
Water Plant Chlorine Storage Area Improvements - $100,000
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 - $175,000 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 Program Space Renovation - $150,000 The program spaces of the water treatment plant including the education center and bathrooms, men’s and women’s bathrooms on the operating floor, and lunch/break room
need reconstruction. Both in the forms of cosmetic improvements (e.g. carpet and paint) to
a full re-construction of the space to meet current building codes and modern-day design. This project is for the design, construction, and oversight of construction of these spaces to bring each into a modern-day space for the benefit of the plant employees and general public that visit the plant.
Water Plant Sludge Pump Replacement - $50,000 The last of 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 one new sludge pump at the water treatment plant.
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Buildings, Fleet and Technology
Carpet Replacement - $120,000 The carpet in the Police department is worn and due for replacement. The carpet is at the end of its life cycle.
Fiber Infrastructure Projects - $45,000 This is related to two fiber infrastructure projects. The first is to create redundancy fiber to Woodlake Nature Center at an estimated cost of $30,000. The additional $15,000 is the estimated annual amount of fiber infrastructure projects.
Fire SCBA Purchase - $450,000 The self-contained breathing apparatuses (SCBA) purchased in 2014 are reaching end-of-life in 2026. This request is to replace all SCBAs and related bottles and equipment.
Laptop Purchases - $34,260
Per laptop replacement schedule and additional laptops requested by city departments.
Multi-Year Fleet Purchases - $1,664,726 The Public Works Garage Division purchases all vehicles used by City Departments to
provide City Services. This project is ongoing in which the Division makes vehicle purchases
every year.
Network Infrastructure Replacement - $10,650 Per network infrastructure replacement schedule this request is to replace access points and
switches at the ice arena.
Public Works Storage Facility - $1,300,000 The City built its current maintenance facility with an understanding that ongoing storage needs could be accommodated off-site. Historically, the City had relied on the MnDOT Cedar
Ave Station to provide the salt needed for the winter season via an ongoing agreement and
did not need to store salt on site. This agreement was modified in 2021 and MnDOT has chosen to no longer provide salt to the city. In addition, the site the City is currently using for temporary storage for tree debris, sweepings, water main break debris etc., is a short-term solution, requiring the City to identify a new location to be used for its storage needs. In 2025
MnDOT will be conveying a parcel of land along the west side of TH 77 and north of Diagonal
Blvd to the City which will become the future storage site.
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RECREATION & OPEN SPACE
Donaldson Park Playground Equipment 100,000$ C 100,000$ CDonaldson Park Playground Equipment 75,000 SR 75,000 SRMulti-Year Community Center Building Repair 10,000 SR 10,000 SRMulti-Year Donaldson Park Building Rebuild 450,000 SR - SRMulti-Year Ice Arena Repair 15,000 SR 15,000 SRMulti-Year Veterans Park Complex (projects to be built 2025-27)4,200,000 BST 4,200,000 BSTMulti-Year Wood Lake Nature Center (project to be built 2025-26)2,013,000 BST 2,013,000 BSTMulti-Year Wood Lake Nature Center (project to be built 2025-26)12,000,000 S 12,000,000 SMulti-Year Wood Lake Nature Center (project to be built 2025-26)1,724,000 F 1,724,000 FParks Major Maintenance & Repair - 450,000 SRTOTAL REC. & OPEN SPACE 20,587,000$ 20,587,000$
RIGHT OF WAY IMPROVEMENT
70th Street SRTS Improvements 586,225$ S 586,225$ S70th Street SRTS Improvements 88,775 M 88,775 M73rd Street SRTS Improvements (Centennial)635,000 F 635,000 F73rd Street SRTS Improvements (Centennial)290,000 M 290,000 MMulti-Year ADA Improvements 200,000 FF 200,000 FFMulti-Year Bicylce Improvements 40,000 FF 40,000 FF
Multi-Year Nicollet Reconstruction (project to be built in 2026-27)775,000 B 775,000 B
Multi-Year Nicollet Reconstruction (project to be built in 2026-27)775,000 BU 775,000 BU
Multi-Year Pavement Management Plan 617,000 FF 617,000 FF
Multi-Year Pedestrian Improvements 40,000 FF 40,000 FF
Multi-Year Penn Avenue Reconstruction (project to be built in 2029-30)200,000 M 200,000 M
Multi-Year Street Name Sign Replacement 50,000 FF 50,000 FF
Multi-YearTraffic Signal Replacements 340,000 M 340,000 M
North Lyndale Avenue Restriping 200,000 FF - Pillsbury Plaza 270,000 FF 210,000 FFTH62 Noise Barrier West 697,500 M 697,500 MTOTAL RIGHT-OF-WAY IMPROVEMENT 5,804,500$ 5,544,500$
UTILITIES
Adams Hill Lift Station Control Panel Upgrade 90,000$ U -$ UAdams Hill Pond Cabinet Replacement - 90,000 UAdams Hil Pond Outlet/Treatment Structures - 261,320 UCitywide Water Meter Upgrade 100,000 U 20,000 UEmergency Water System Interconnect - 263,000 U
Legion Lake Lift Station 180,000 U - U
Lift 7 (Ice Arena) Rebuild 300,000 U 300,000 U
Multi-Year Rehabilitation of Stormwater Collection System Mains 200,000 U 200,000 U
Multi-Year Rehabilitation of Stormwater Collection System Manhole 200,000 U - U
Multi-Year Sanitary Sewer Hot Spot Improvements 250,000 U - U
Multi-Year Sanitary Sewer Main Lining 900,000 U 900,000 U
Multi-Year Water Plant Instruments and Controls Upgrade 25,000 U - U
Penn/78th Sanitary Sewer Improvements - 61,710 U
Water Plant Chlorine Storage Area Improvements 125,000 U 125,000 U
Water Plant Elevator Replacement 150,000 U - UWater Plant Recirculation System 100,000 U - UWater Plant Sludge Pump Replacement 50,000 U 50,000 UWatermain Rehabilitation - 46,825 UTOTAL UTILITIES 2,670,000$ 2,317,855$
BUILDINGS, FLEET AND TECHNOLOGY
City Hall Copier Replacement -$ 15,280$ O
CradlePoint Squad Vehicle Modems Upgrade - 15,890 O
Fiber Infrastructure Projects (IT Reserves)15,000 O 15,000 O
Fleet Purchases 1,609,514 FSR 1,368,480 FSR
Garage Floor Sealing 150,000 FSR 150,000 FSR
Laptop Purchases - 84,160 O
Network Infrastructure Replacement (IT reserves)51,690 O - O
Public Works Storage Facility 325,000 FF -
Public Works Storage Facility 650,000 O -
Public Works Storage Facility 325,000 U -
Security Camera City Hall & PW Building (Building Services reserve)250,000 O 100,000 O
Voice Bundle Replacements (IT reserves)8,150 O - TOTAL BUILDINGS, FLEET & TECHNOLOGY 3,384,354$ 1,748,810$
TOTAL USES OF FUNDS 32,445,854$ 30,198,165$
ESTIMATED REVENUE BY SOURCE
(B) G.O. Bonds- Property Tax 775,000$ 775,000$ (BST) Bonds- Sales Tax 6,213,000 6,213,000 (BU) G.O. Bonds-Utility 775,000 775,000 (C) Hennepin County 100,000 100,000 (F) Federal Grant 2,359,000 2,359,000 (FF) Franchise Fees 1,742,000 1,157,000 (FSR) Fleet Special Revenue 1,759,514 1,518,480 (M) Municipal State Aid 1,616,275 1,616,275 (O) Other Funding 974,840 230,330
(OR) Other Recreation Funding - -
(S) State 12,586,225 12,586,225
(SR) Special Revenue 550,000 550,000
(TL) Tax Levy - -
(U) User Fees 2,995,000 2,317,855
(X) Xcel Energy - -
TOTAL FUNDING BY SOURCE 32,445,854$ 30,198,165$
2025 Capital Improvement Budget
2025 Budget 2025 Revised
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RECREATION & OPEN SPACE
Community Center Building Repair 20,000$ SR
Multi-Year Parks Major Maintenance 275,000 SRParks Master Plan 180,000 SRVeterans Park Complex (projects to be built 2026-27)5,000,000 BST
Wood Lake Nature Center (project to be built 2025-26)1,000,000 BSTWood Lake Trail Updates 50,000 O
Wood Lake Trail Updates 200,000 STOTAL REC. & OPEN SPACE 6,725,000$
RIGHT OF WAY IMPROVEMENT
64th Street Sidewalk 165,000$ M
73rd Street Sidewalk Gap (Diagonal)200,000 MMulti-Year ADA Improvements 200,000 FFMulti-Year Bicycle Improvements 40,000 FF
Multi-Year Nicollet Reconstruction (project to be built in 2026-27)3,500,000 BMulti-Year Nicollet Reconstruction (project to be built in 2026-27)4,000,000 BUMulti-Year Pavement Management Plan 737,000 FF
Multi-Year Pedestrian Improvements 40,000 FFMulti-Year Penn Avenue Reconstruction (project to be built in 2028-29)300,000 MMulti-Year Street Name Sign Replacement 50,000 FF
Sheridan Hills SRTS Sidewalk 150,000 MSheridan Hills SRTS Sidewalk 544,500 STOTAL RIGHT-OF-WAY IMPROVEMENT 9,926,500$
UTILITIES
HUB Redevelopment Participation 150,000$ FF
HUB Redevelopment Participation 650,000 O
HUB Redevelopment Participation 650,000 UMulti-Year Rehabilitation of Stormwater Collection System Mains 200,000 U
Multi-Year Sanitary Sewer Main Lining 900,000 U
Water Plant Chlorine Storage Area Improvements 100,000 UWater Plant Elevator Replacement 175,000 U
Water Plant Program Space Renovation 150,000 UWater Plant Sludge Pump Replacement 50,000 UTOTAL UTILITIES 3,025,000$
BUILDINGS, FLEET AND TECHNOLOGY
Carpet Replacement - Police 120,000$ BSR
Fiber Infrastructure Projects - Information Techologies 45,000 OFire SCBA Purchase 450,000 O
Laptop Purchases - Information Technologies 34,260 ISR
Multi-Year Fleet Purchases 1,664,726 FSRNetwork Infrastructure Replacement - Information Technologies 10,650 ISR
Public Works Storage Facility 325,000 FFPublic Works Storage Facility 650,000 OPublic Works Storage Facility 325,000 U
TOTAL BUILDINGS, FLEET & TECHNOLOGY 3,624,636$
TOTAL USES OF FUNDS 23,301,136$
ESTIMATED REVENUE BY SOURCE
(B) G.O. Bonds- Property Tax 3,500,000$
(BSR) Buildings Special Revenue 120,000 (BST) Bonds- Sales Tax 6,000,000
(BU) G.O. Bonds-Utility 4,000,000
(C) Hennepin County -
(F) Federal Grant - (FF) Franchise Fees 1,542,000
(FSR) Fleet Special Revenue 1,664,726
(ISR) Internal Special Revenue 44,910 (LTCR) Long Term Capital Reserve -
(M) Municipal State Aid 815,000
(O) Other Funding 1,845,000
(OR) Other Recreation Funding - (S) State 744,500
(SR) Special Revenue 475,000
(TL) Tax Levy -
(U) User Fees 2,550,000
(X) Xcel Energy -
TOTAL FUNDING BY SOURCE 23,301,136$
PROJECT EXPENDITURE
2026 Capital Improvement Budget
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CIB TOTAL*
2026 2027 2028 2029 2030 CIP COST Beyond 2030
RECREATION
OPEN SPACE DEVELOPMENT
26-Community Center Building Repair 20,000 SR 20,000 SR 20,000
26-Multi-Year Parks Major Maintenance 275,000 SR 335,000 SR 335,000 SR 335,000 SR 455,000 SR 1,460,000 335,000 SR
26-Parks Master Plan 180,000 SR -
26-Veterans Park Complex 5,000,000 BST 4,800,000 BST 4,800,000
26-Wood Lake Nature Center Building 1,000,000 BST
26-Wood Lake Trail Updates 50,000 O -
26-Wood Lake Trail Updates 200,000 S -
27-Adams Hill Park Play Equipment Replacement 120,000 SR 120,000
28-Heredia Park Play Equipment Replacement 120,000 SR 120,000
28-Multi-Year Ice Arena 20,000 SR 20,000 SR 20,000 SR 60,000 20,000 SR
29-Community Center Project 10,000,000 B 10,000,000
29-Community Center Project 25,000,000 BST 20,000,000 BST 45,000,000
29-Little Bob's Park Play Equipment Replacement 120,000 SR 120,000
TOTAL RECREATION & OPEN SPACE 6,725,000 5,275,000 475,000 35,475,000 20,475,000 61,700,000 355,000
(B) G.O. Bonds- Property Tax - - - 10,000,000 - 10,000,000 -
(BST) Bonds- Sales Tax 6,000,000 4,800,000 - 25,000,000 20,000,000 49,800,000 -
(SR) Special Revenue 475,000 475,000 475,000 475,000 475,000 1,900,000 355,000
(S) State 200,000 - - - - - -
(O) Other Funding 50,000 - - - - - -
TOTAL FUNDING BY SOURCE 6,725,000 5,275,000 475,000 35,475,000 20,475,000 61,700,000 355,000
PROJECTS TOTAL*
RIGHT OF WAY IMPROVEMENTS 2026 2027 2028 2029 2030 CIP COST Beyond 2030
26-64th Street Sidewalk 165,000 M 291,000 M 291,000
26-64th Street Sidewalk 854,000 S 854,000
26-73rd Street Sidewalk Gap (Diagonal)200,000 M 323,960 M 323,960
26-73rd Street Sidewalk Gap (Diagonal)1,046,040 S 1,046,040
26-Multi-Year ADA Improvements 200,000 FF 200,000 FF 200,000 FF 200,000 FF 600,000
26-Multi-Year Bicycle Improvements 40,000 FF 40,000 FF 40,000 FF 40,000 FF 40,000 FF 160,000 40,000 FF
26-Multi-Year Nicollet Reconstruction 3,500,000 B 4,000,000 B 4,000,000
26-Multi-Year Nicollet Reconstruction 4,000,000 BU -
26-Multi-Year Pavement Management Program 737,000 FF 737,000 FF 777,000 FF 702,000 FF 827,000 FF 3,043,000 700,000 FF
26-Multi-Year Pedestrian Improvements 40,000 FF 40,000 FF 40,000 FF 40,000 FF 40,000 FF 160,000 40,000 FF
26-Multi-Year Penn Avenue Reconstruction 300,000 M 300,000 M 300,000
26-Multi-Year Penn Avenue Reconstruction 5,500,000 B 5,500,000
26-Multi-Year Penn Avenue Reconstruction 4,500,000 BU 2,000,000 BU 6,500,000
26-Multi-Year Street Name Sign Replacement 50,000 FF 50,000 FF 50,000
26-Sheridan Hills SRTS Sidewalk 150,000 M -
26-Sheridan Hills SRTS Sidewalk 544,500 S -
27-77th Street Pavement Maintenance 1,200,000 M 1,200,000
27-78th Street Lighting 200,000 FF 100,000 FF 200,000 FF 500,000
27-494 Phase 2 1,000,000 M 1,000,000
27-Multi-Year Traffic Signal Replacements 670,000 M 655,000 M 615,000 M 640,000 M 2,580,000
28-69th Street Reconstruction 3,000,000 B 3,000,000
28-69th Street Reconstruction 4,000,000 BU 4,000,000
29-76th & Knox Improvements 650,000 M 650,000
29-76th & Knox Improvements 2,687,040 F 2,687,040
29-76th & Knox Improvements 1,642,960 B 1,642,960
30-76th Street West Reconstruction 3,750,000 B 3,750,000
30-76th Street West Reconstruction 1,500,000 BU 1,500,000
30-76th Street West Reconstruction 1,000,000 X 1,000,000
>30-63rd Street Greenway - 2,675,000 F
>30-63rd Street Greenway - 1,175,000 M
>30-70th Street Reconstruction - 3,300,000 BU
>30-70th Street Reconstruction - 1,300,000 M
>30-73rd St Bridge & Bikeways - 5,000,000 B
>30-73rd St Bridge & Bikeways - 5,500,000 F
>30-76th Street & I35W Intersections - 750,000 M
>30-76th/77th Street Intersection Control - 3,600,000 B
>30-77th Street Reconstruction - 13,600,000 F
>30-77th Street Reconstruction - 3,400,000 M
>30-Bloomington Ave and Diagonal Blvd - 1,800,000 M
>30-Bloomington Ave and Richfield Parkway - 1,800,000 M
>30-Humboldt Ave/Lake Shore Dr Reconstruction - 7,000,000 B
>30-Humboldt Ave/Lake Shore Dr Reconstruction - 4,000,000 BU
>30-North Lyndale Reconstruction - 4,900,000 M
>30-TH62 Noise Barrier East - 550,000 M
TOTAL RIGHT OF WAY IMPROVEMENTS 9,926,500 10,952,000 12,462,000 13,484,040 9,439,960 46,338,000 61,130,000
(B) G.O. Bonds- Property Tax 3,500,000 4,000,000 5,500,000 3,000,000 5,392,960 17,892,960 15,600,000
(BU) Govt Bond Utility 4,000,000 - 4,500,000 6,000,000 1,500,000 12,000,000 7,300,000
(F) Federal Grant - - - 2,687,040 - 2,687,040 21,775,000
(FF) Franchise Fee 1,067,000 1,267,000 1,157,000 1,182,000 907,000 4,513,000 780,000
(S) State 544,500 1,900,040 - - - 1,900,040 -
(M) Municipal State Aid 815,000 3,784,960 1,305,000 615,000 640,000 6,344,960 15,675,000
(X) Xcel Energy - - - - 1,000,000 1,000,000 -
TOTAL FUNDING BY SOURCE 9,926,500 10,952,000 12,462,000 13,484,040 9,439,960 46,338,000 61,130,000
2026 CAPITAL IMPROVEMENT BUDGET & 2027 - 2030 CAPITAL IMPROVEMENT PLAN - CITY OF RICHFIELD, MINNESOTA
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2026 CAPITAL IMPROVEMENT BUDGET & 2027 - 2030 CAPITAL IMPROVEMENT PLAN - CITY OF RICHFIELD, MINNESOTA
PROJECTS TOTAL*
UTILITIES 2026 2027 2028 2029 2030 CIP COST Beyond 2030
26-HUB Redevelopment Participation 150,000 FF -
26-HUB Redevelopment Participation 650,000 O -
26-HUB Redevelopment Participation 650,000 U -
26-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
26-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
26-Water Plant Chlorine Storage Area Improvements 100,000 U -
26-Water Plant Elevator Replacement 175,000 U -
26-Water Plant Program Space Renovation 150,000 U -
26-Water Plant Sludge Pump Replacement 50,000 U -
27-Sanitary Lift Station 6 300,000 U 300,000
27-Water Plant Generator 2,500,000 BU 2,500,000
27-Water Plant Recirculation System 125,000 U 125,000
27-Water System Interconnect 5,000,000 BU 5,000,000
27-Well 3 Water Service 50,000 U 50,000
27-Wilson Pond Flood Mitigation 100,000 U 400,000 U 500,000
28-Water Plant Filter Bay Media Replace & Rehab 500,000 U 500,000
29-Sanitary Lift Station 4 350,000 U 350,000
30-Multi-Year Watermain Rehabilitation - Transmission Mains 3,000,000 BU 3,000,000 2,000,000 BU
>30-Logan Tower Coating - 2,000,000 BU
>30-Penn Tower Coating 2,000,000 BU
>30-Sanitary Lift Station 1 - 350,000 U
>30-Sanitary Lift Station 2 - 350,000 U
>30-Sanitary Lift Station 3 - 350,000 U
>30-Water Plant Pipe Gallery Coatings - 500,000 U
>30-Well 2 Generator - 1,000,000 BU
>30-Well 5 Generator - 1,000,000 BU
TOTAL UTILITIES 3,025,000 9,175,000 2,000,000 1,450,000 4,100,000 16,725,000 10,650,000
(BU) Govt Bond Utility - 7,500,000 - - 3,000,000 10,500,000 8,000,000
(F) Federal Grant - - - - - - -
(FF) Franchise Fee 150,000 - - - - - -
(O) Other Funding 650,000 - - - - - -
(U) User Fee 2,225,000 1,675,000 2,000,000 1,450,000 1,100,000 6,225,000 2,650,000
TOTAL FUNDING BY SOURCE 3,025,000 9,175,000 2,000,000 1,450,000 4,100,000 16,725,000 10,650,000
PROJECTS TOTAL*
BUILDINGS, FLEET AND TECHNOLOGY 2026 2027 2028 2029 2030 CIP COST Beyond 2030
26-Carpet Replacement 120,000 BSR -
26-Fiber Infrastructure Projects - Information Technologies 45,000 O
26-Fire SCBA Purchase 450,000 O -
26-Laptop Purchases - Information Technologies 34,260 ISR
26-Multi-Year Fleet Purchases 1,664,726 FSR 1,785,000 FSR 1,874,250 FSR 1,967,960 FSR 2,125,400 FSR 7,752,610
26-Network Infrastructure Replacement - Information Technologies 10,650 ISR
26-Public Works Storage Facility 325,000 FF -
26-Public Works Storage Facility 650,000 O -
26-Public Works Storage Facility 325,000 U -
28-Carpet Replacement - City Hall 190,000 BSR 190,000
30-Carpet Replacement - Fire 55,000 BSR 55,000
>30-Boiler Replacement - 500,000 U
>30-Chiller Replacement - 500,000 U
TOTAL BUILDINGS, FLEET AND TECH 3,624,636 1,785,000 2,064,250 1,967,960 2,180,400 7,997,610 1,000,000
(BSR) Buildings Special Revenue 120,000 - 190,000 - 55,000 245,000 -
(FF) Franchise Fee 325,000 - - - - - -
(FSR) Fleet Special Revenue 1,664,726 1,785,000 1,874,250 1,967,960 2,125,400 7,752,610 -
(ISR) Internal Special Revenue 44,910 - - - - - -
(O) Other Funding 1,145,000 - - - - - -
(U) User Fee 325,000 - - - - - 1,000,000
TOTAL FUNDING BY SOURCE 3,624,636 1,785,000 2,064,250 1,967,960 2,180,400 7,997,610 1,000,000
SUMMARY PROJECTS
Recreation/Open Space Development 6,725,000 5,275,000 475,000 35,475,000 20,475,000 61,700,000 355,000
Right of Way Improvements 9,926,500 10,952,000 12,462,000 13,484,040 9,439,960 46,338,000 61,130,000
Utilities 3,025,000 9,175,000 2,000,000 1,450,000 4,100,000 16,725,000 10,650,000
Buildings, Fleet and Technology 3,624,636 1,785,000 2,064,250 1,967,960 2,180,400 7,997,610 1,000,000
TOTAL CAPITAL PROJECTS 23,301,136 27,187,000 17,001,250 52,377,000 36,195,360 132,760,610 73,135,000
(B) G.O. Bonds- Property Tax 3,500,000 4,000,000 5,500,000 13,000,000 5,392,960 27,892,960 15,600,000
(BSR) Buildings Special Revenue 120,000 - 190,000 - 55,000 245,000 -
(BST) G.O. Bonds-Sales Tax 6,000,000 4,800,000 - 25,000,000 20,000,000 49,800,000 -
(BU) G.O. Bonds-Utility 4,000,000 7,500,000 4,500,000 6,000,000 4,500,000 22,500,000 15,300,000
(C) Hennepin County - - - - - - -
(F) Federal Grant - - - 2,687,040 - 2,687,040 21,775,000
(FF) Franchise Fees 1,542,000 1,267,000 1,157,000 1,182,000 907,000 4,513,000 780,000
(FSR) Fleet Special Revenue 1,664,726 1,785,000 1,874,250 1,967,960 2,125,400 7,752,610 -
(ISR) Internal Special Revenue 44,910 - - - - - -
(M) Municipal State Aid 815,000 3,784,960 1,305,000 615,000 640,000 6,344,960 15,675,000
(O) Other Funding 1,845,000 - - - - - -
(OR) Other Recreation Funding - - - - - - -
(S) State 744,500 1,900,040 - - - 1,900,040 -
(SR) Special Revenue 475,000 475,000 475,000 475,000 475,000 1,900,000 355,000
(U) User Fees 2,550,000 1,675,000 2,000,000 1,450,000 1,100,000 6,225,000 3,650,000
(X) Xcel Energy - - - - 1,000,000 1,000,000 -
TOTAL FUNDING SOURCES 23,301,136 27,187,000 17,001,250 52,377,000 36,195,360 132,760,610 73,135,000
* Total CIP costs do not include any project costs reflected in the 2026 CIB.273
Page 291 of 366
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
2026 is $23,301,136. 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 2026 are $23,301,136.
(B) G.O. Bonds-
Property Tax
17%
(BST) Bonds-Sales Tax
29%
(BU) G.O. Bonds-
Utility
19%(BSR) Buildings
Special Revenue
1%
(ISR) Internal Special
Revenue
0%
(FF) Franchise Fees
7%
(FSR) Fleet Special
Revenue8%
(M) Municipal State
Aid
4%
(O) Other Funding
9%
(S) State
4%
(SR) Special Revenue
2%
TOTAL 2026 FUNDING BY SOURCE
Recreation/Open
Space
29%
Right of Way
43%
Public Facilities
13%
Buildings, Fleets &
Technology
15%
TOTAL 2026 SPENDING BY USE
2026 Capital Improvement Budget - Sources and Uses
274
Page 292 of 366
2025-2026
2025 2026
General Fund Revised Proposed
Legislative/Executive
City Council - -
City Manager 3.50 3.50
3.50 3.50
Administrative Services
Administration 1.00 1.00
Human Resources 3.00 3.00
Finance 6.50 6.50
Deputy Registrar 7.10 7.10
City Clerk 1.50 1.50
19.10 19.10
Public Safety
Support Services 7.10 7.10
Police Operations 58.55 58.55
65.65 65.65
Fire 32.00 32.00
32.00 32.00
Community Development
Administration 10.60 10.60
Inspections 9.00 9.00
19.60 19.60
Public Works
PW Administration 2.00 2.00
Engineering 6.05 6.05
Street Maintenance 13.47 13.47
Park Maintenance 8.67 8.67
30.19 30.19
Recreation Services
Recreation Services Administration 2.40 2.40
Recreation Program & Athletics 8.00 8.00
Wood Lake Nature Center 5.00 5.00
15.40 15.40
Subtotal 185.44 185.44
Special Revenue Fund
Cable TV Fund 1.95 1.95
Ice Arena 4.00 4.00
Recreation Special Program 1.60 1.60
Subtotal 7.55 7.55
Enterprise Fund
Liquor 12.80 12.80
Water & Wastewater Utility 19.24 19.24
Storm Sewer Utility 2.07 2.07
Subtotal 34.11 34.11
Internal Service Funds
Central Garage 4.20 4.20
Information Technologies 5.50 5.50
Government Buildings 3.50 3.50
Subtotal 13.20 13.20
Total 240.30 240.30
TOTAL NUMBER OF FULL-TIME EQUIVALENT BUDGETED PERSONNEL
275
Page 293 of 366
2025 Revised/2026 Proposed Budget Page 294 of 366
Timetable and Key Events
Aug. 12
Work session: 2026 budget preview, KFS, utility rates & city fees, 2026 CIB/2027-2030 CIP
Tonight
2025 Revised and 2026 Proposed Budget presentation with Directors
Sep. 9
Discuss 2026 Utility Rates
Sep. 23
Adopt preliminary tax levy
Nov. 25
Truth in Taxation meeting
Dec. 9
Certify final levy, adopt Budget & CIB/CIP
Page 295 of 366
Budget Update
•Economic uncertainties at the federal level, including program funding cuts, tariffs and the impact of recent tax cuts
•Continued inflationary pressure and tight labor markets are expected to persist into 2026
•Cost of living increase at 3%, average step increase for non-represented staff at 2.75%, and estimates for negotiated step increases
•Personnel continues to be approximately 71% of the General Fund budget
•Debt issues planned for late 2025 funded with local sales tax. Debt issues planned for late 2026
funded with local sales tax, utilities, and property taxes
Page 296 of 366
Budget Update, Cont.
•2026 Local Government Aid (LGA) remains almost flat, increasing by $37,764
•2026 Fiscal Disparity Aid increase almost 3% or a total of $134,500 over 2025
•Licenses and permits revenue for 2026 is projected to be similar to 2025 revised and 2024 actuals
•Rolling stock/building/tech levy at $1,682,308. This includes a 3.5% increase over 2025 as well as $100,000 related to buildings maintenance
•EDA levy at $645,160 which is a 3.5% increase
•Proposed levy increase is 5.97%, HRA levy increase is 3.0% for a combined 5.90%
Page 297 of 366
General Fund Revenues
2025A 2025R 2026P
Taxes 23,419,852 23,419,852 25,168,647
Licenses and Permits 1,177,750 1,121,850 1,130,850
Intergovernmental 5,294,208 5,492,443 5,766,368
Charges for services 1,766,800 1,947,888 1,830,300
Fines and forfeitures 200,000 215,000 220,000
Miscellaneous 58,750 80,975 129,255
Transfers 812,600 508,490 833,695
32,729,960 32,786,498 35,079,115
Page 298 of 366
2026 (2025) Proposed Budget – General Fund
Revenues
Page 299 of 366
2026 Proposed Preliminary City Levy
•2026 Proposed Levy is $31,693,831 which is an increase of 5.97%
over the 2025 Levy
General Fund Levy $25,420,333
Equipment Levy $ 1,682,308
EDA Levy $ 645,160
-Base Levy Total 27,747,801
Debt Service Levy $ 3,946,030
-Total 2026 Levy $31,693,831
Page 300 of 366
2026 Proposed City Levy
Impact on Average Home
•2025
•$319,350 average home>City
Tax $1,743
•2026
•$326,900 average home>City
Tax $1,821
•$78 annual increase or $6.50
per month
Page 301 of 366
Certified Tax Levy History
•Average increase of 5.73%
•2026P: 5.97%
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2021 2022 2023 2024 2025 2026P
Page 302 of 366
History of State Aid
Year Certified Change
2013 $1,218,346 $0
2014 $1,937,907 $719,561
2015 $2,053,363 $115,456
2016 $2,084,057 $30,694
2017 $2,094,443 $10,386
2018 $2,229,280 $137,837
2019 $2,235,643 $6,363
2020 $2,366,046 $130,403
2021 $2,001,680 ($364,366)
2022 $2,010,927 $9,247
2023 $2,038,711 $27,784
2024 $3,392,552 $1,353,811
2025 $3,410,633 $18,081
2026 $3,446,958 $36,325 Page 303 of 366
General Fund Expenditures
2025A 2025R 2026P
Legislative/Executive 1,314,929 1,300,946 1,360,777
Administrative 1,304,174 1,351,500 1,427,977
Finance 678,020 495,832 701,628
Public Safety 12,824,640 12,586,184 13,642,788
Fire 6,188,977 6,333,130 6,641,729
Community Development 1,865,120 1,806,325 1,916,110
Public Works 5,303,150 5,301,140 5,894,340
Recreational Services 2,474,590 2,474,590 2,561,200
Transfer Out 352,250 352,250 372,250
0.44% Paid Family Medical Leave 0 0 115,000
40%Fund Balance Reserve 424,110 424,110 445,316
32,729,960 32,426,007 35,079,115
Page 304 of 366
2026(2025) Proposed Budget General Fund
Expenditures
Page 305 of 366
2026
Proposed
General Fund
Budget
•The 2026 proposed General Fund Budget of
$35,079,115 is a:
•7.18% increase from the 2025 adopted budget
•8.18% increase from the 2025 revised budget
Page 306 of 366
Staffing Update
2025R Proposed Position Additions
•Finance-Senior Financial Analyst, Sep 2025
•Public Works-Asset Mgmt/GIS Analyst, Nov 2025
2025R Proposed Temporary Position Additions
•Administrative Services/HR-PT Admin Support, current through
year end
•Administrative Services/Communications-PT Web Coordinator,
Sep 2025-Sep 2026
Page 307 of 366
General Fund Expenditure History
Year Amount YOY Increase %Change
2020 25,730,463 --
2021 26,530,517 800,054 3.11%
2022 27,443,767 913,250 3.44%
2023 28,978,191 1,534,424 5.59%
2024 31,071,756 2,093,565 7.22%
2025R 32,426,007 1,354,251 4.36%
2026P 35,079,115 2,653,108 8.18%
Page 308 of 366
Water Sanitary Stormwater
Aug 12 Work Session (balances May 2025)$ 1,282,243 $ 3,558,051 $ 6,212,929
Cash Flows (May-Aug 2025)19,329 (153,071)(110,646)
Cash Balances Aug 2025 $ 1,301,572 $ 3,404,980 $ 6,102,283
Project Cash (65th Street)(1,210,055)(642,078)(3,933,696)
Cash Available for Budget $ 91,517 $ 2,762,902 $ 2,168,587
Enterprise Fund Cash BalancesPublic Works
Page 309 of 366
Utility Rate Scenarios
Page 310 of 366
Utility Fund Outlook (Original CIB/CIP) 5% - 2% - 5%
Page 311 of 366
Utility Fund Outlook (Revised CIB/CIP) 7% - 2% - 7%
Page 312 of 366
Administrative Services
Page 313 of 366
Department Overview
Administrative Services
Administrative Services is a team of 24 FT
employees / 14 PT employees / 50+ Intermittent
Four Different Funding Sources:
General Fund: Administration, Human Resources,
Deputy Registrar, City Clerk
Special Revenue Funds: Cable TV, Elections
Internal Service Funds: Insurance/Risk
Management, Building Services, and IT
Enterprise Fund: Liquor Operations
Of note:
•Two Retirements (IT Manager and DMV
Supervisor)
•Two new Managers (IT Manager and HR Manager)
Page 314 of 366
2025R/2026P Budget
Administrative Services
Page 315 of 366
2025R/2026P Budget
2024
Actual
2025
Budget
2025
Revised
2026
Budget
Increase/2025
Budget/2026
Budget
Expenditures
62000 Information Technology $1,374,077 $1,887,720 $1,850,226 $1,962,611 3.97%
64000 Insurance/Risk Management 2,676,118 1,245,340 1,347,565 1,618,602 29.97%
67000 Building Services 950,931 1,327,470 1,176,627 1,257,319 -5.28%
Revenues
62000 Information Technology $1,648,751 $1,780,270 $1,779,324 $1,902,141 6.85%
64000 Insurance/Risk Management 1,185,441 1,089,220 1,189,220 1,212,720 11.34%
67000 Building Services 1,094,072 1,083,800 1,083,800 1,126,610 3.95%
Administrative Services – Internal Services Funds
Page 316 of 366
2025R/2026P Budget
2024
Actual
2025
Budget
2025
Revised
2026
Budget
Increase/2025
Budget/2026
Budget
Expenditures
20004 Cable TV $393,217 $422,220 $388,840 $412,420 -2.32%
20005 Elections 482,323 244,050 274,320 328,331 46.54%
Revenues
20004 Cable TV $384,368 $240,000 $285,000 $271,500 13.13%
20005 Elections 522,175 279,700 458,000 379,600 35.72%
Administrative Services – Special Revenue Funds
Page 317 of 366
2025R/2026P BudgetAdministrative Services – Enterprise Funds
Page 318 of 366
Richfield Liquor -
Downtown
2024
Actual
2025
Budget
2025
Revised
2026
Budget
Increase/2025
Budget/2026
Budget
Expenditures
50010 6444 Lyndale $3,555,928 $3,096,355 $3,716,730 $3,773,330 21.86%
Revenues
50010 6444 Lyndale $3,718,820 $2,951,027 $3,829,830 $3,867,890 31.07%
Profit/Loss 162,892 (145,328)113,100 94,560
Richfield Liquor –
Cedar Point
2024
Actual
2025
Budget
2025
Revised
2026
Budget
Increase/2025
Budget/2026
Budget
Expenditures
50020 6600 Cedar $4,525,269 $4,762,748 $4,513,730 $4,497,450 -5.57%
Revenues
50020 6600 Cedar $4,919,767 $5,007,186 $4,664,040 $4,617,650 -7.78%
Profit/Loss 394,498 244,438 150,310 120,200
2025R/2026P BudgetAdministrative Services – Enterprise Funds
Page 319 of 366
Richfield Liquor –
Penn Central
2024
Actual
2025
Budget
2025
Revised
2026
Budget
Increase/2025
Budget/2026
Budget
Expenditures
50030 6444 Penn $3,409,196 $3,636,010 $3,455,690 $3,454,580 -4.99%
Revenues
50030 6444 Penn $3,623,284 $3,721,594 $3,518,720 $3,483,770 -6.39%
Profit/Loss 214,088 85,584 63,030 29,190
Richfield Liquor –
Shops at Lyndale
2024
Actual
2025
Budget
2025
Revised
2026
Budget
Increase/2025
Budget/2026
Budget
Expenditures
50040 7700 Lyndale $2,102,489 $2,233,156 $2,074,385 $2,069,435 -7.33%
Revenues
50040 7700 Lyndale $1,901,518 $1,945,144 $1,793,600 $1,775,890 -8.70%
Profit/Loss (200,971)(288,012)(280,785)(293,545)
2025R/2026P BudgetAdministrative Services – Enterprise Funds
Page 320 of 366
•MN Paid Leave: Implementation underway
•Personnel Costs: Additional staffing support
•Professional Development:Staff attending multi-city leadership training
Investments and Impacts: 2026 Proposed Budget
Administrative Services – Human Resources
Page 321 of 366
Investments and Impacts: 2026 Proposed Budget
Administrative Services – City Clerk
•Personnel Costs: Increase due to staff progressing through steps
•Contract Savings:Leveraging enhanced internal processes and
new software to drive cost efficiencies in Professional Services
•Budget Realignment: Moved City Council advertising/publication
costs from Executive to Clerk budget and moved
Municode expenses from Communications to Clerk budget
•Professional Development: Staff attending multi-city leadership
training and Administrative Assistant attending Municipal Clerks
Institute
Page 322 of 366
Investments and Impacts: 2026 Proposed Budget
•Revenue Growth: Increased income from auto dealerships and
kiosks
•Staff Investment: Expanded training and professional
development
•Operational Review: Exploring alternative structures (e.g.,
passport processing, tab renewals)
Administrative Services – Deputy Registrar
Page 323 of 366
Investments and Impacts: 2026 Proposed Budget
•Budget Refinement: Balance user charges and operating costs
•Facility Update: Replace carpet in Police Department
•Technology Upgrade: Implement asset management tool
Administrative Services – Building Services
Page 324 of 366
Investments and Impacts: 2026 Proposed Budget
•Cybersecurity Upgrade: Migrate all city endpoints to a next-gen
protection platform with advanced threat detection
•Operational Continuity: Add redundant fiber optic connection to
Wood Lake Nature Center from 66th Street.
•Network Enhancement: Replace central switch at Richfield Ice
Arena to boost speed and reliability.
•Technology Refresh: Continue scheduled replacement of city
servers and employee computers.
Administrative Services – IT
Page 325 of 366
Investments and Impacts: 2026 Proposed Budget
•Website Upgrade: New responsive, accessible site with robust
forms, Spanish-language chatbot, and expanded Recreation
Services content; temporary staff support for 2027 Web Access
Content Guidelines.
•Print Communications: Add city news pages to the Recreation
Services Program Guide three times per year (rebranding planned
in 2026).
•Plans & Guides: Update crisis communications tools and city
style guides.
Administrative Services – Communications
Page 326 of 366
Investments and Impacts: 2026 Proposed Budget
•Billing Transparency: Shift from 32%, 32%, 26%, 10% → 23%,
31%, 23%, 23%, reflecting true store performance
•P&R Transfer: down or -5% to $475,000 for 2026
•Market Update: Purchase patterns are changing
Administrative Services - Liquor Operations
Page 327 of 366
Unfunded Items
•Building Services: Capital Replacement Schedule for the Municipal Center and buildings managed by Building Services – variable
•City Clerk: Elections trailer for transportation of election equipment to precincts – $14,000
Administrative Services
Page 328 of 366
Community Development
Page 329 of 366
Department Overview
Community Development
Community Development is a team of 21 employees: 16 FT/5 PT•10 positions funded > 60% by the HRA/EDA/HUD
Three divisions funded by City Budget:•CD Administration•Planning & Zoning•Inspections
Of note:•Promotion of Sam Crosby to City Planner•Inspections Division retirements•Vacant Inspections positions•Changes to reporting structures
Page 330 of 366
2025R/2026P Budget
•2025 Revised -staff vacancies
•2026 Proposed – staff, overhead
•Comp Plan budgeted over time
•Revenues down, challenging financial environment for redevelopment
•Investment in permitting software paying off
Community Development
Page 331 of 366
Investments and Impacts: 2026 Proposed Budget
•Staff Investment: Succession planning
and development
•Software Optimization: Maximize
benefits of permit software and invest in
plan review software
•Planning Updates: Comprehensive Plan
update and TIF district decertifications
•Revenue: Permit revenue monitoring and
optimization
Community Development
Page 332 of 366
Finance
Page 333 of 366
Department Overview
Finance Department
•General Fund Divisions:•Finance•Assessing
•Finance Team:•Finance Director (contracted)•Assistant Finance Director•Budget, Cash and Debt Manager•Senior Financial Analyst•Payroll Accountant•Accountant•Accounting Technician (2)•Utility Billing Technician (2 - Public Works budget)
Page 334 of 366
2025R/2026P Budget
Finance Department
Page 335 of 366
Investments and Impacts: 2026 Proposed Budget
Finance Department
•Staff investment: Stabilization and staff development
•Technology: Tungsten (Logis) implementation streamlining
vendor invoice to payment processing
•Financial Management and Decision Making
•Work with Ehlers to update Key Financial Strategies model
•Targeted focus review for best practice/internal control of critical financial
functions
•Improve financial reporting for operations and projects
Page 336 of 366
Fire Department
Page 337 of 366
Department OverviewFire Department
CAPTAIN
LIEUTENANT
(8) FIREFIGHTERS *
CAPTAIN
LIEUTENANT
(7) FIREFIGHTERS
CAPTAIN
LIEUTENANT
(7) FIREFIGHTERS
28 CAREER PERSONNEL PROVIDE 24/7 COVERAGE ACROSS
TWO FIRE STATIONS
* Includes 1 float position to fill long-term shift absences
Richfield Fire Department Personnel
•1 Fire Chief and 2 Assistant Chiefs
•28 Firefighters and 1 Administrative Assistant
Operations
•Core services: fire suppression, rescue, emergency medical services, fire prevention, community risk reduction
Fleet
•Frontline: 2 fire engines and 1 rescue
•Backup: 2 fire engines and 2 pickup vehicles
Notable Updates
•Fire Chief leadership transition
•Continued long-term military deployments
•Ongoing Alternative Response Team (ART) pilot
Page 338 of 366
2025R/2026P BudgetFire Department
•5.04% 2026 Budget/2025 Budget increase with planned Public Safety Aid
(PSA) transfer of $140,000.
•0.16% 2025 Revised/2025 Budget increase with planned PSA transfer of
$134,000.
Page 339 of 366
Investments and Impacts: 2026 Proposed Budget
Fire Department
Personal Services:
84% of the total budget
Contractual Obligations
•16 going through steps
•3 entering longevity
•2026 contract negotiations
Operations and Technology:
•Replacement Self-Contained Breathing Apparatus (SCBA) and radios
•Data dashboard and legacy data migration
•Upgraded and Added Technology: First Due Modules -Records Management System (RMS)
•Advanced Training
•Health and Wellness
•Inspection, Testing, and Maintenance (ITM) for compliance
•Incident Command
Long-Term Absences
•3 medical leaves
•2-3 military deployments
•Paid parental leave
•21-25% of the workforce
is out
21
7
RFD PERSONNEL
ACTIVE ON LEAVE
Page 340 of 366
Unfunded Items
Reactive-Only Service Model: Unfunded Needs
•2026 Proposed Budget
•Sustains core emergency response operations
•Limits proactive services – including prevention and public education
•Inspections only on new construction and remodels
•Minimal targeted risk-reduction initiatives
•Future Considerations
•Staffing Capacity
•Additional leadership and prevention resources to restore proactive inspections and risk-reduction programs - Estimated cost: $175,000/ year
•Fire Cadet position - supports recruitment, diversity, and future workforce development - Estimated cost: $52K / year
•Mitigate the impact of extended vacancies from military leave, injuries, medical leave, and other long-term absences - Variable
•Training & Development
•Establish a Field Training Officer (FTO) program - Estimated cost per recruit: $896-$1,344
•Increased funding for advanced leadership training, officer development, and specialty certifications - Estimated $10K-15K
•Strategic Investments (for planning consideration)
•CAD/dispatch technology upgrades / Dispatch contract due for renewal - Variable
•Expansion or continuation of the alternative response program and community risk-reduction initiatives - Variable
Fire Department
Page 341 of 366
Legislative/Executive
Page 342 of 366
Department Overview
Legislative/Executive
•Mayor/City Council
•Other Agencies
•City Manager
•Legal
Page 343 of 366
2025R/2026P Budget
Legislative/Executive
Page 344 of 366
Investments and Impacts: 2026 Proposed Budget
•City Council
•2026P is 0.85% higher than 2025A
•Did not renew contract with Envisio
•Moved Southwest Cable Commission from Communications budget
•Moved full cost of State of the Community event from Communications budget
•Other Agencies
•2026P is 3.47% higher than 2025A
•Increase in funding for service contracts
Legislative/Executive
•City Manager
•2026P is 6.56% higher than 2025A
•Increased funding for equity projects, an equity intern, and increased funding for staff training
•Legal
•2026P is 1.40% higher than 2025A
•Prosecution services budget is flat; modest increase for city legal services
Page 345 of 366
Unfunded Items
•Needed updates/upgrades to office furniture in workspaces – $4,000
•Engagement tools and staffing (shared with
Communications budget)- $100,000
•Increase reimbursements to departments for
support of growing community events – $6,500
Legislative/Executive
Page 346 of 366
Public Safety
Page 347 of 366
Department Overview
Public Safety
Police Department
•48 Sworn
•7 Professional staff (FT)
•8 Professional staff (PT)
•1 IT Technician (FT)
Emergency Services
•1 Coordinator (PT)
Support Services Division Overview
•1 Support Services Manager/CHS
Administrator (FT)
•1 Code Compliance Officer (FT)
•2 Environmental Health Specialists
(PT)
•2 Business Licensing Technicians
(PT)
•3 Cadets (PT)
•1 Seasonal EH Tech (May – Aug)
Page 348 of 366
2025R/2026P BudgetPublic Safety
•4.00% 2026 Budget/2025 Budget increase with planned Public Safety Aid (PSA) transfer of $305,395.
Page 349 of 366
Investments and Impacts: 2026 Proposed Budget
•Social Services: Absorbed cost of second social worker in PS Budget
previously funded by ARPA (est. $188,000/year; contract negotiations
ongoing)
•Technology Upgrades: Replace body and squad cameras due to tech
advancements and warranty expiration ($79,000/year over five years)
•Staffing: Achieve 48 officers and add permanent third Cadet
•Notification System: Implement Hyper Reach to replace Everbridge
•Software Benefits: Realize full benefits of Citizen Serve software
•Labor Contracts: Manage contracts for three bargaining units
Public Safety
Page 350 of 366
Budget Forecasting
•Strategic Investments/Forecasting for
planning
•Dispatch Contract – $368,949 (expires 2027)
•Tyler Technologies Software – $90,489
(expires 2027)
•Radios (will be 12 years old) – $70,000 (lease to own a year for 7 years 2027)
•Alternative Response Program/Embedded Social Worker – $193,640 (estimate 2027)
Public Safety
Page 351 of 366
Unfunded Items
•Two additional officers are needed in
future years to keep up with increased
service demands and training
•The additional staff will also allow for a
robust health and wellness program to succeed. Finally, the additional staff allows the department the ability to innovate and keep pace with best practices
Public Safety
Page 352 of 366
Public Works
Page 353 of 366
Department Overview
Public Works
Staff:
•54 Full Time
•10 Seasonal Staff
•2 Engineering Interns
4 General Fund Divisions:
•Administration
•Engineering
•Street Maintenance/Forestry
•Park Maintenance
3 Enterprise Fund Divisions:
•Water Utility
•Waste Water Utility
•Stormwater Utility
1 Internal Service Fund Division:
•Central Garage
Total GF Budget $5.89 Million (2026 Proposed)
Page 354 of 366
Public Works Service Delivery
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.
Mission
•Water treatment and distribution
•Snow plowing
•Forestry services
•Park and ballfield maintenance
•Street sweeping
•Sanitary waste disposal
•Stormwater management
•Infrastructure preservation/capital projects
•Permit oversight (USI,contractors, blvd)
•Median maintenance
•Sidewalk, trails, cycle track maintenance
and snow removal
•Special projects
Core Services
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2025R/2026P Budget
Public Works – General Fund Budget
•Adding a GIS Analyst split across all divisions including enterprise fund divisions (2026 Budget)
•Engineering Division is adding a 3-Year Project Engineer Position (2025 Budget) and adding a second Intern (2026 Budget)
•Street Division reflects a 17.23% increase,this will be offset by US Forestry Service grant
reimbursement so the actual increase is 3.97%
•Parks Division has a 5.1% increase, largely from increased Personal Services and IT charges.Page 356 of 366
2025R/2026P Budget
Public Works – Internal Fund Budget
Postponed Purchases
•Pick-up Trucks
•Dump Trucks
Due to availability and cost of other vehicles (Fire Trucks)
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2025R/2026 PW Enterprise Fund
WATER AND WASTEWATER UTILITIES
STORMWATER UTILITY
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Investments and Impacts: 2026 Proposed Budget
•New FTEs:
•Project Engineer (Three-year position) (late 2025)•Asset Management/GIS Analyst (2025)
•Median Maintenance
•Regional Project Coordination
•494 Projects•Nicollet and Penn Avenue Reconstructions
•Capital Projects:•64th, 73rd, & Sheridan Sidewalk Projects•Sewer Lining & WTP Generator & Elevator•PW Storage Facility•Street Name Sign Replacement
•Water Treatment Plant Feasibility Study
Public Works
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Unfunded Items
Parks:
•Asphalt Court Maintenance - $20,000/year
•Asphalt Trail Maintenance - $10,000/year
•Park and Ballfield Lighting - $60,000/year
•Issues at Park Buildings – Capital Needs
•New Trash & Recycling Bins - $70,000
•Proactive park maintenance
Central Garage/PW Facility Maintenance:
•Carpet - $80,000
•Water Heater - $30,000
•Freight Elevator - $80,000
•HVAC - $15,000/year
Public Works
Streets:
•4- year Stop Signs Replacement - $10,000/year
•3-year Warning Signs Replacement - $10,000/year
•Shepherd Hook Lighting Replacement
(costs doubled in '25)
•Forestry/Tree Planting - $25,000/year
Utilities:
•Water Treatment Plant Parking Lot - $200,000
•Water Treatment Plant livability updates
(Bathrooms, Kitchen/Break room) - $200,000
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Recreation Services
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Department OverviewRecreation Services
•Employees
•19 Full Time
•125+ Seasonal and Part Time
•3 General Fund Divisions
•Administrative Services
•Recreation Programming
•Wood Lake Nature Center
•4 Special Revenue Funds
•Pool
•Ice Arena
•Veterans Park
•Sustainability
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2025R/2026P Budget
•Wood Lake Nature Center: Building Closure Impacts
•Recreation Programming: Increase in Revenue
•Field Rentals
•Leagues
Recreation Services – General Fund Budget
•Expanded programming
•Farmers Market
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2025R/2026P Budget
•Increasing pool revenue
•Increase in ice rentals due to Bloomington Ice Garden Closure
•Focus on reducing negative fund balance
Recreation Services – Special Revenue Funds Budget
Expenses 2022 Actual 2023 Actual 2024 Actual 2025 Adopted 2025 Revised 2026 Proposed
Ice Arena $1,199,067.00 $1,260,201.00 $1,329,750.00 $1,379,050.00 $1,379,050.00 $1,399,878.00
Outdoor Pool $582,544.00 $571,161.00 $634,791.00 $643,850.00 $643,850.00 $663,320.00
Special Facilities $42,586.00 $50,495.00 $51,142.00 $67,690.00 $67,690.00 $68,680.00
Total Expenditures $1,824,197.00 $1,881,857.00 $2,015,683.00 $2,090,590.00 $2,090,590.00 $2,131,878.00
Revenue 2022 Actual 2023 Actual 2024 Actual 2025 Adopted 2025 Revised 2026 Proposed
Ice Arena $1,524,944.00 $1,708,710.00 $1,794,835.00 $1,982,900.00 $1,982,900.00 $1,990,270.00
Outdoor Pool $908,419.00 $947,662.00 $616,049.00 $671,050.00 $671,050.00 $785,810.00
Special Facilities $57,981.00 $54,280.00 $65,239.00 $67,510.00 $67,510.00 $69,980.00
Total Expenditures $2,491,344.00 $2,710,652.00 $2,476,123.00 $2,721,460.00 $2,721,460.00 $2,846,060.00
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Investments and Impacts: 2026 Proposed Budget
•Project Management
•Wood Lake Nature Center Building & Natural Resources projects
•Veterans Park Improvements
•Outdoor Pool Improvements
•Planning and Policy
•Parks Master Plan
•Natural Area Management Plan
•Initiating organized collection contract review
•Finalize Climate Action Plan updates
•Increased Programming
•New leagues
•Expanded contract programming
•Waste reduction events and promotion
•New Recreation software, improve field reservation process
•Begin initiatives from updated CAP plan
•Solar rebates for Public Works and Ice Arena Building
Recreation Services
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Unfunded Items
•Transition Wood Lake away from FOWL for operational expenses - $50,000
•Transition Sustainability Coordinator's Salary to General Fund - $72,000
•Expand playground program to a third site – $10,000
•Improve concert series at bandshell – $4,000
•Expand staff presence in parks – $9,000
•Professional Development for Rec and WL - $4,000
Recreation Services
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