08-01-2022 Council Work SessionA SPECIAL CITY COUNCIL WORK SESSION IS SCHEDULED FOR A PRESENTATION ON
STRATEGIC PLANNING WITH CRAIG RAPP, RAPP CONSULTING.
RICHFIELD MUNICIPAL CENTER, BARTHOLOMEW ROOM
AUGUST 1, 2022
5:00 PM
Call to order
1. Presentation and review of the 2023- 2026 City of Richfield Strategic Plan
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.
AGENDA SECTION:Work Session Items
AGENDA ITEM #1.
WORK SESSION
8/1/2022
RE P O RT P RE PA RE D B Y: C hris S wanson, Management A nalyst
D E PA RTME NT D IRE C TO R RE V IE W:
O THE R D E PA RTM E NT RE V IE W:
C ITY MA NA G E R RE V IE W: K atie Rodriguez, C ity Manager
7/27/2022
I T E M F O R WO RK S E S S IO N:
Presentation and review of the 2023- 2026 City of Richfield Strategic Plan
E X E C UT IV E S UM M ARY:
Attached to this report is Richfield’s 2023- 2026 Strategic Plan document (“the Plan”). This Plan will guide the
City’s resources and efforts for the next four years.
Strategic planning is a process that helps leaders examine the current state of the organization, determine a
desired future state, establish priorities, and define a set of actions to achieve specific outcomes. The
process followed by the City of Richfield was designed to answer four key questions: (1) W here are we now?
(2) W here are we going? (3) How will we get there? (4) W hat will we do? The process is divided into a
development phase and an implementation phase. The full process is depicted below.
The Plan consists of five strategic priorities—the issues of greatest importance to the City of Richfield over
the next four years. Associated with each priority is a set of desired outcomes, key outcome indicators, and
performance targets, describing expected results and how the results will be measured. The plan also includes
strategic initiatives that will be undertaken to achieve the targeted outcomes. The five priorities identified are:
• Operational Excellence
• Community Development
• Sustainable I nfrastructure
• W orkforce Capacity
• Equity and I nclusion
The strategic planning process began with a meeting of the consultant and the Richfield senior staff on
October 4, 2021. The meeting included a review of strategic planning principles, a discussion of
organizational value proposition, the status of vision and mission statements, a tutorial on preparing an
environmental scan and discussion on community outreach.
Next, staff preformed an examination of the operating environment, consisting of an environmental scan, a
community survey, eight focus groups, City Council interviews, and a S W OT analysis.
The strategic planning continued with two facilitated leadership sessions focused on effective governance on
November 5, 2021, and February 10, 2022. The leadership group included the Mayor, City Council, and
senior management team. During the two sessions the group discussed roles and responsibilities, governance
best practice, teamwork, decision-making, style differences and conflict resolution
On March 23 - 24, 2022, the City’s leadership team held a two days of strategic planning sessions. They
developed a set of priorities (listed above), key outcomes, and performance targets.
Based upon the five priorities identified, the City’s management team met on April 28, 2022, to create a set of
strategic initiatives and develop detailed action plans. The strategic priorities, key outcome indicators,
performance targets and strategic initiatives are summarized in the attachments.
To successfully address the strategic priorities and achieve the intended outcomes expressed in the
performance targets, it is necessary to have a focused set of actions, including detailed implementation steps
to guide organizational effort. Richfield will accomplish this through a set of strategic initiatives. Strategic
initiatives are broadly described, but narrowly focused activities that are aligned with the priorities and
targeted to the achievement of outcomes expressed in the targets.
Staff then worked with the consultant to confirm that the targets, key outcome indicators and initiatives were
consistent with the desired outcomes and priorities. This review also included researching and refining some
targets and key outcome indicators to ensure that the needed data is or will be available. Since some of the
key outcome indicator data is not currently tracked, some of the targets do not have a value listed. Staff will
work over the next year to determine a baseline for the data and propose specific targets.
I t is important to note, that while these five priorities guide where the City organization will focus efforts and
resources over the next four years, they do not represent all of the City’s efforts or resources. The City
Council and staff will still use their annual work plans, budgeting processes, and other planning initiatives
(Comp Plan, etc.) to allocate resources.
D IRE C T I O N NE E D E D:
This work session is an opportunity for City Council to review the final draft of the Plan. It is also a
chance to share the strategic initiatives developed by staff to achieve the identified targets
Staff plan to bring the final document to a future council meeting to consider adoption.
B AC K G RO UND INF O RM AT I O N:
A.H IS TOR IC AL C ON T E X T
N/A
B.P OL IC IE S (resolutions, ordinances, regulations, statutes, etc):
N/A
C.C R IT IC AL T IMIN G IS S U E S:
N/A
D.F IN AN C IAL IMPAC T:
N/A
E.L E GAL C ON S ID E R AT ION:
N/A
ALTE R N AT IV E(S):
P R IN C IPAL PAR TIE S E X P E C TE D AT ME E TIN G:
Craig Rapp, Rapp Consulting Group
AT TAC H ME N T S:
D escription Type
Richfield S trategic P lan S ummary 2023–2026 B ackup Material
Richfield S trategic P lan S ummary Report 2023-2026 B ackup Material
S trategic Initiatives B ackup Material
City of Richfield Strategic Plan FY 2023-2026 | July 2022 2
STRATEGIC PLAN SUMMARY 2023–2026
City of RichfieldCity of Richfield Strategic Plan Summary 2023-2026
STRATEGIC
PRIORITY
DESIRED
OUTCOME
KEY OUTCOME
INDICATOR
TARGET STRATEGIC
INITIATIVES
OPERATI
ONAL
EXCELLE
NCE
An
organization
that delivers
results
Focused City leadership - Targets achieved
- Strategic plan modifications
- __% of Strategic Plan targets
completed by 2026*
a) Develop long-term financial
plans for capital and operations
b) Create organization-wide
continuous improvement plan
c) Develop organization-wide tech
plan
d) Establish essential service
delivery plan
Financial capacity to deliver
essential services
- Fund balance growth
- Revenue growth
- New revenue sources
- Stable funding for essential services
in place by 2025
Operational capability to
deliver essential services
- System gaps closed
- Process improvements
- Service levels identified, met
- Office 365 implemented by 2023
- _#_ improvements in each service
area implemented 2024-2026
- Essential service delivery plan in
place by 2026
COMMUNI
TY
DEVELOP
MENT
Creating a
community
where all can
thrive
A vibrant downtown - _#_ of new DT housing units
- _#_ of new DT business
- _#_ new housing units 2023-2026*
- _#_ new business in DT 2023-2026*
a) Develop a downtown strategy
b) Establish strategy for pooled
TIF funds
c) Create community affordability
strategy
d) Develop comprehensive HRA
redevelopment plan
e) Update development review
process and procedures
Increased tax base - Value of permits issued
- _#_ of new housing units
- _#_ of new businesses
- _$_ increase in value of new permits*
- Net increase in housing units*
- Net increase in businesses*
Maintain Richfield as an
affordable place to live
- #/% of households paying
more than 30% of income on
housing
- Progress toward Met Council
Comprehensive Plan 30/50/80%
AMI need allocation
- Decline in cost-burdened
households
- 66 units 30%, 29 units 31-50%, 26
units 51-80%
SUSTAINA
BLE
INFRASTR
UCTURE
Infrastructure
that meets
City infrastructure supports
service needs
- Asset plans adopted
- Replacement plan compliance
- Adopted comprehensive asset
management plan by 2025
a) Create comprehensive capital
funding strategy
b) Create comprehensive asset
management plan
c) Implement prioritized CAP
initiatives
d) Create CAP education strategy
for staff and public
Sustainable infrastructure
financing
- Utility rate, tax base, debt
capacities
- External revenue source usage
- Adopted comprehensive funding
strategy for infrastructure by 2026
Climate resilience is a
priority
- CAP initiatives approved
- CAP priorities funded
- 2 highest priority Climate Action Plan
projects completed by 2025
HIGH-
QUALITY
WORKFOR
CE
A stable, well-
trained
workforce
A well-trained workforce - Training goals met
- Training completed
- __% of all employees meet or
exceed training goals by 2026*
a)Develop recruitment strategy
b)Conduct salary & classification
study
c)Establish departmental
succession plans
d)Enhance professional
development plan
e)Develop Council-staff
relationship/workplan process
Staff capacity to meet
service demands
- Time-to-fill reduction
- Retention rate improvement
- Maintain __% fully authorized
strength*
- Retention rate increase __% to __%
2023-2026*
Healthy Council-staff
relationships
- Council-staff trust, relationship
survey results
- Meet or exceed Council-staff trust
and relationship target(s) by 2025
EQUITY
AND
INCLUSIO
N
An
organization
that reflects
and embraces
diversity
Reduced racial inequities
and barriers for traditionally
excluded groups
- # of documented disparities
- BIPOC community ratings
- A racial disparity reduction plan in all
departments by 2025
a)Develop strategy to hire DEI
coordinator
b)Create equity plan
c)Create customer service rating
increase strategy
d)Develop and implement equity
decision-making framework
Staff, Boards and
Commissions reflect the
diversity of the community
- Racial diversity change
- BIPOC turnover rate
- Overall turnover rate
Percentage increase 2023-2026:
-__% underrepresented leadership*
-__% BIPOC employees*
-__% BIPOC Commissioners*
- BIPOC turnover rate =/< overall rate
Equity-based framework is
applied to decision-making
- __% decisions using
equity framework
- ___% of City Council and staff
decisions include use of equity
framework 2023-2026*
OPERATIONAL
EXCELLENCE
An organization that
delivers results
COMMUNITY
DEVELOPMENT
Creating a community
where all can thrive
SUSTAINABLE
INFRASTRUCTURE
Infrastructure that meets
community needs
Strategic
Priority
Desired
Outcome
Key Outcome
Indicator Target Strategic
Initiatives
HIGH-QUALITY
WORKFORCE
A stable, well-trained
workforce
EQUITY AND
INCLUSION
*To be determined
A diverse, inclusive and
thriving hometown
2023-2026
STRATEGIC PLAN
SUMMARY REPORT
CITY OF RICHFIELD
City of Richfield Strategic Plan 2023-2026 | July 2022
1
July 15, 2022
RE: 2023-2026 Strategic Plan – City of Richfield
Dear Mayor Regan Gonzalez,
On behalf of Cory Poris Plasch and the entire Rapp Consulting Group, I am pleased to
present the 2023-2026 Strategic Plan and Summary Report to the City of Richfield. The plan
reflects the organization’s priorities, commitment to measurable results and the delivery of
quality services.
It has been a pleasure assisting the City of Richfield with this important project. The City
Council displayed clear thinking, dedication, and focused effort.
We particularly wish to thank City Manager Katie Rodriguez for her help and support during
the process.
Yours truly,
Craig R. Rapp
President
City of Richfield Strategic Plan 2023-2026 | July 2022
2
TABLE OF CONTENTS
Executive Summary 3
Strategic Plan Summary 2023-2026 4
Vision, Mission, Values 5
Strategic Planning Process 6
The Current Environment, SWOT 10
Strategic Issues and Challenges 12
Defining Priorities, Outcomes, Targets 14
Implementing the Vision: Strategic Initiatives 17
Strategic Planning Participants 18
City of Richfield Strategic Plan 2023-2026 | July 2022
3
EXECUTIVE SUMMARY
From October 2021 through April 2022, the City of Richfield
engaged in a strategic planning process. The process yielded a
strategic plan covering 2023-2026.
The plan consists of five strategic priorities—the issues of
greatest importance to the City of Richfield over the next
three years. Associated with each priority is a set of desired
outcomes, key outcome indicators, and performance targets,
describing expected results and how the results will be
measured. The plan also includes strategic initiatives that will
be undertaken to achieve the targeted outcomes.
The planning effort began with an examination of the
operating environment, consisting of an environmental scan,
a community survey, eight focus groups, City Council
interviews, and a SWOT analysis. On March 23 - 24, 2022, the
City’s leadership team held a two days of strategic planning
sessions. They developed a set of priorities, key outcomes,
performance targets, and identified concepts for draft vision,
mission, and values statements.
Based upon those priorities, the City’s management team met
on April 28, 2022, to identify a set of strategic initiatives and
develop detailed action plans. The strategic priorities, key
outcome indicators, performance targets and strategic
initiatives are summarized here and on the following page.
STRATEGIC PRIORITIES
Operational Excellence
Community Development
Sustainable Infrastructure
High-Quality Workforce
Equity and Inclusion
City of Richfield Strategic Plan 2023-2026 | July 2022
4
STRATEGIC PLAN SUMMARY 20 23-2026
City of Richfield
STRATEGIC
PRIORITY
DESIRED
OUTCOME
KEY OUTCOME
INDICATOR (KOI)
TARGET STRATEGIC
INITIATIVES
OPERATIONAL
EXCELLENCE
An organization that
delivers results
Focused City leadership - Targets achieved
- Strategic plan modifications
- % of Strategic Plan targets completed by
2026*
a) Develop long-term financial
plans for capital and operations
b) Create organization-wide
continuous improvement plan
c) Develop organization-wide
tech plan
d) Establish essential service
delivery plan
Financial capacity to deliver
essential services
- Fund balance growth
- Revenue growth
- New revenue sources
- Stable funding for essential services in place by
2025
Operational capability to
deliver essential services
- System gaps closed
- Process improvements
- Service levels identified, met
- Office 365 implemented by 2023
- _#_ improvements in each service area
implemented 2024-2026
- Essential service delivery plan in place by 2026
COMMUNITY
DEVELOPMENT
Creating a community
where all can thrive
A vibrant downtown - _#_ of new DT housing units
- _#_ of new DT business
- _#_ new DT housing units 2023-2026*
-_#_ of new business in DT 2023-2026*
a) Develop a downtown
strategy
b) Establish strategy for pooled
TIF funds
c) Create community
affordability strategy
d) Develop comprehensive
HRA redevelopment plan
e) Update development review
process and procedures
Increased tax base - Value of permits issued
- _#_ of new housing units
-_#_ of new businesses
- $ increase in value of new permits*
- Net increase in housing units*
- Net increase in businesses*
Maintain Richfield as an
affordable place to live
- #/% of households paying more than
30% of income on housing
- Progress toward Met Council
Comprehensive Plan 30/50/80% AMI
need allocation
- Decline in cost-burdened households
- 66 units 30%, 29 units 31-50%, 26 units 51-80%
SUSTAINABLE
INFRASTRUCTURE
Infrastructure that
meets community
needs
City infrastructure supports
service needs
- Asset plans adopted
- Replacement plan compliance
- Adopted comprehensive asset management plan
by 2025
a) Create comprehensive
capital funding strategy
b) Create comprehensive asset
management plan
c) Implement prioritized CAP
initiatives
d) Create CAP education
strategy for staff and public
Sustainable infrastructure
financing
- Utility rate, tax base, debt
capacities
- External revenue source usage
- Adopted comprehensive funding strategy for
infrastructure by 2026
Climate resilience is a priority - CAP initiatives approved
- CAP priorities funded
- 2 highest priority Climate Action Plan projects
completed by 2025
HIGH-QUALITY
WORKFORCE
A stable, well-trained
workforce
A well-trained workforce - Training goals met
- Training completed
__% of all employees meet or exceeding training
goals 2026* a) Develop recruitment
strategy
b) Conduct salary &
classification study
c) Establish departmental
succession plans
d) Enhance professional
development plan
e) Develop Council-staff
relationship/workplan process
Staff capacity to meet service
demands
- Time-to-fill reduction
- Retention rate improvement
- Maintain __% fully authorized strength*
- Retention rate increase _% to _% 2023-2026*
Healthy Council-staff
relationships
- Council-staff trust, relationship
survey results
- Meet or exceed Council-staff trust and
relationship target(s) by 2025
EQUITY AND
INCLUSION
A diverse, inclusive,
and thriving
hometown
Reduced racial inequities and
barriers for traditionally
excluded groups
- # of documented inequities
- BIPOC service ratings
- A racial inequities reduction plan in all
departments by 2025
a) Develop strategy to hire
DEI Coordinator
b) Create Equity Plan
c) Create customer service
rating increase strategy
d) Develop and implement
equity decision-making
framework
Staff, Boards and
Commissions reflect the
diversity of the community
- Racial diversity change
- BIPOC turnover rate
- Overall turnover rate
Percentage increase 2023-2026:
- __% underrepresented leadership*
- __% BIPOC employees*
- __% BIPOC Commissioners*
- BIPOC turnover rate =/< overall rate
Equity-based framework is
applied to decision-making
- _% decisions using equity framework - ___% of City Council and staff decisions include
use of equity framework 2023-2026*
*TO BE DETERMINED
City of Richfield Strategic Plan 2023-2026 | July 2022
5
OUR VISION
A resilient, purposeful, and forward-thinking community where all are connected and
can thrive.
OUR MISSION
To create equitable systems, infrastructure and services that make our community
better.
OUR VALUES
Lead the way
The City of Richfield seeks to continuously improve the services it provides to residents
through innovative and creative solutions. The city cultivates an environment of growth
for its staff and residents.
Responsive
The City of Richfield listens and responds to feedback from residents. New projects
undertaken by the city will reflect the needs of residents. Both elected officials and city
staff will provide friendly, timely, knowledgeable customer service to residents at all
times.
Stewardship
The City of Richfield manages all of its resources, whether it be human, natural or
financial in a responsible manner. The city aims to provide services that promote a
prosperous and healthy community in the most fiscally responsible and sustainable way.
Community Centered
The City of Richfield celebrates and takes pride in its community. The city is resident-
focused and makes tailored decisions based on what is best for current and future
residents. Richfield is constantly seeking opportunities to collab orate with residents to
set goals and accomplish objectives.
Equitable
The City of Richfield is dedicated to building a diverse, inclusive, and thriving hometown.
The city seeks to understand barriers and connects all residents with opportunities.
Richfield will reduce inequity by focusing on the areas of greatest disparities.
City of Richfield Strategic Plan 2023-2026 | July 2022
6
STRATEGIC PLANNING PROCESS
Strategic planning is a process that helps leaders examine the current state of the organization,
determine a desired future state, establish priorities, and define a set of actions to achieve specific
outcomes. The process followed by the City of Richfield was designed to answer four key questions:
(1) Where are we now? (2) Where are we going? (3) How will we get there? (4) What will we do? The
process is divided into a development phase and an implementation phase. The full process is
depicted below.
ALIGNING STRATEGIC LEADERSHIP AND GOVERNANCE
The strategic planning process began with two facilitated leadership sessions focused on effective
governance on November 5, 2021, and February 10, 2022. The leadership group included the Mayor,
City Council, and senior management team. During the two sessions the group discussed roles and
responsibilities, governance best practice, teamwork, decision-making, style differences and conflict
resolution.
As a part of the process, participants completed style assessments and a questionnaire regarding
leadership challenges. An extensive discussion of personality styles and current challenges was held
with a frank exchange of viewpoints. This led to the surfacing of Council-staff working relationship
issues, community representation challenges and policy concerns. Ultimately, the group reconciled
many important policy and procedural issues. Of particular importance, the group discussed the
challenges of accommodating different perspectives—both in the community and within the
leadership team.
DEVELOPMENT IMPLEMENTATION
Where are
we now?
Scan the environment
Conduct internal and
external analysis
(SWOT)
Develop Strategic
Profile
Identify Strategic
Challenges
Where are
we going?
Define our Mission
Articulate
Core Values
Set a Vision
Establish Goals
Identify Key Intended
Outcomes
How will we
get there?
Develop
Initiatives
Define Performance
Measures
Set Targets and
Thresholds
Cascade throughout
organization
What will
we do?
Create detailed
action plans
Establish
Accountability: Who,
What, When
Identify Success
Indicators
Provide Resources
City of Richfield Strategic Plan 2023-2026 | July 2022
7
At the conclusion of the two sessions, the group collectively affirmed its commitment to the
following:
• Establishment of priorities and allocation of staff time
• Collaborative resolution of Council-Staff policy disagreements
• Addressing staff capacity
• Creating a safe and supportive environment for debate and discussion
• More informal meetings for trust building
• Clear guard rails for everyone in their respective roles
• A commitment to honest feedback
The governance discussions established a foundation and context for the strategic planning process
and the prioritization of effort that followed.
ASSESSING THE CURRENT ENVIRONMENT
The strategic planning process began with a meeting of the consultant and the Richfield senior staff
on October 4, 2021. The meeting included a review of strategic planning principles, a discussion of
organizational value proposition, the status of vision and mission statements, a tutorial on preparing
an environmental scan and discussion on community outreach. The session concluded with group
acknowledgement of current conditions, principles for the vision and mission statements, a timeline,
and assignments for preparation of the environmental scan and organizational profile and a process
for conducting the stakeholder and community outreach.
Operating Environment, Stakeholder Engagement
To answer the question “Where are we now? the strategic planning process began with a
detailed examination of the operating environment. This is done early in the process to provide
useful information to the City Council so that informed choices can be made during the strategic
planning retreat.
Assessing the environment included:
· Environmental scanning
· A community survey
· Community Focus Groups
Environmental scanning was conducted by staff in collaboration with the consultant. The consultants
facilitated the focus groups and administered the internal survey using an online survey
methodology.
The purpose behind these activities was to support strategic decision-making. As such, the survey
and focus groups were limited in scope. The questions centered on City services and community
life—the central responsibilities of the City and the focus of strategic planning.
The results of these efforts were presented to the City Council at the first strategic planning session
on March 15, 2022. They are summarized below along with links to the complete results.
City of Richfield Strategic Plan 2023-2026 | July 2022
8
Environmental Scan:
The Environmental Scan is a description and analysis of the City of Richfield, its demographics,
environment, and community. The environmental scan is the exploration phase of the strategic
planning process. It provides the framework for understanding the City, its attributes, and relevant
issues in planning its future.
The staff presented a detailed review of internal operations and current challenges facing the
organization. Topics included: community demographics, regional trends, financial summary and
status, physical assets summary and human assets summary. An analysis of external factors and
trends included covering changes in demographics, housing, and key economic indicators.
The full results of the environmental scan are included in a link HERE
Community Survey Results:
A community survey was conducted in January through early March 2022 as part of the strategic
planning process. The survey questions explored quality of city services, quality of life in Richfield,
opportunities for improvement, and priorities for the future.
KEY TAKEAWAYS:
• 89% of survey respondents reported that they were Very Satisfied for Somewhat Satisfied
with the quality of life in Richfield and 91% Strongly or Somewhat agreed that Richfield is a
good place to live for those of all ages.
• Feedback showed that more than 90% of participants felt that public safety and parks and
recreation areas were important. More than 80% indicated they were satisfied with drinking
water, parks and rec facilities, and roads. More than 75% indicated they were satisfied with
public safety, transportation options and neighborhood appearance.
• Respondents considered high quality schools, green space preservation, being a good place
to raise a family and grow old, affordable city services and being a safe community as the five
most important items for the future of Richfield.
Focus Group Results:
As part of the City of Richfield’s strategic planning process, eight focus groups were conducted on
January 25th, 26th, and 27th, and March 9th. A focus group is a small-group discussion guided by a
trained facilitator. It is used to gather in-depth information about a community's thoughts and
opinions about a designated topic. The process included a set of questions and follow-up discussion
within the small group. Participants included residents from several groups including: community
leadership, the faith community, the disability community, the historically marginalized community
and renters. Additional focus groups included business community, staff, and elected and appointed
officials.
KEY TAKEAWAYS:
• Among the strengths reported by the focus groups were the “small town” atmosphere, the
proximity of amenities and access to the Twin Cities, the appearance of the parks,
exceptional snow removal, and the diversity in Richfield in many facets including age, race,
and income. Parks are seen as one of the best things about Richfield and recent
City of Richfield Strategic Plan 2023-2026 | July 2022
9
improvements such as sensory activities and fenced playgrounds in parks were noted and
appreciated.
• Among the opportunities for improvement cited were: community sidewalks, inconsistent
speed limits in residential communities, updated technology for better community
accessibility, space such as a community center with programming for residents from kids to
seniors, continued dialogue with communities of color, equitable services and multi-language
fluency, and increased data transparency from the police department.
• The business focus group was dissimilar to the other focus groups in their discussion and
priorities. The group wants to prioritize events such as the 4th of July celebration that bring
together residents and business as it helps to showcase businesses in the community. They
were very complimentary of police, fire, and public works and viewed those high-quality
services as crucial to the business community. They think that Richfield could become more
business friendly, especially for new ideas.
• Priorities for the future include community safety, diversity, inclusivity, accessibility,
sustainability, education, affordable housing, support for small and BIPOC owned businesses,
and mental health services.
The full results of the community survey and focus groups are included in a link HERE
STRATEGIC PLANNING PROCESS
SETTING DIRECTION: MISSION, VISION, VALUE
PROPOSITION AND CULTURE
On March 23-24, the City of Richfield held two days of meetings to develop the strategic plan. As they
addressed the question of “Where are we now?” the group was challenged to define the current
organizational culture and its value proposition—understanding that an organization’s culture, and
the value proposition it puts forth provide the foundation for the way in which services are delivered
and strategic direction is set. The three value propositions and core cultures are summarized as
follows:
Three Value Propositions
Operational Excellence (example: Wal-Mart, Southwest Airlines)
Set Priorities,
Targets
• Strategic Planning Retreat
• Operating Environment
- Culture, Value Proposition
- Internal SWOT
• Challenges, Priorities
• Outcomes, KOI’s, Targets
Implement the
Plan
• Implementation Session
- Strategic Initiatives
- Action Plans
• Refine details
• Final Review, Approval
Assess Current
Environment
• Senior Management Review
• Previous Plan status
• Vision/Mission/Values
• Environmental Scan
• Stakeholder engagement
• SWOT Analysis
City of Richfield Strategic Plan 2023-2026 | July 2022
10
Product/Service Leadership (example: Apple, Google)
Customer Intimacy (example: Nordstrom, Ritz-Carlton)
Four Core Cultures
Control Culture (example: Military - command and control)
Competence Culture (example: Research Lab – best and brightest)
Collaboration Culture (example: Family-teams)
Cultivation Culture (example: Non-profit/religious group-mission/values)
The group engaged in an extended discussion regarding the value proposition and its relationship to
the culture. It was generally agreed that customer intimacy reflects much of the current approach
and that in a small town that is inevitable. Operational excellence has been important and will
continue to be important for operational stability, therefore, customer intimacy was determined to
be the primary value proposition, with operational excellence as a secondary focus.
The group then directed their attention to their mission, vision, and values statements. They agreed
that all three statements needed modifications. They examined the current statements, spent time
reflecting and debating their vision, long-term aspirations, and their purpose. A brainstorming
process ensued, resulting in the identification of key concepts the group favored for possible
revisions. These were then used over the succeeding weeks to create draft statements. Vision,
mission, and value statements and values are listed on Page 5.
STRATEGIC PLANNING PROCESS
REVIEWING THE ENVIRONMENT, SETTING
STRATEGIC PRIORITIES
An important part of the strategic planning process is a review of the current operating environment
and an evaluation of the challenges confronting the community. The was accomplished via a SWOT
analysis—a process that examines the organization’s internal strengths and weaknesses, as well as
the opportunities and threats in the external environment. To facilitate this, a SWOT questionnaire
was distributed to the City Council and senior staff in advance of the planning session. Using the
Assess Current
Environment
• Senior Management Review
• Previous Plan status
• Vision/Mission/Values
• Environmental Scan
• Stakeholder engagement
• SWOT Analysis
Set Priorities,
Targets
• Strategic Planning Retreat
• Operating Environment
- Culture, Value Proposition
- Internal SWOT
• Challenges, Priorities
• Outcomes, KOI’s, Targets
Implement the
Plan
• Implementation Session
- Strategic Initiatives
- Action Plans
• Refine details
• Final Review, Approval
City of Richfield Strategic Plan 2023-2026 | July 2022
11
SWOT data, a small group review process revealed the most frequently mentioned characteristics in
each area.
STRENGTHS
• Great staff – experienced, professional
• Strong collaborative elected leadership
• Financially stable
• Shared values/vision
• Collaborative culture
• Diversity – community, commitment
WEAKNESSES
• Finances/financial position
• Infrastructure – all types
• Staffing-staff capacity
• Lack of long-term planning
• Organizational culture
OPPORTUNITIES
• Diverse community
• Economic development – location
• New ideas - housing, staff, services
• Partnerships/collaboration
• High density housing growth
• Changing population in community
THREATS
• Stress – responding to continual change
• Economic pressure, development
• Racism
• Perception of safety/crime
• Pandemic/economic stress
• Turnover
• Redevelopment
• Infrastructure – built and technology
The group used this information to identify those opportunities that would be helped the most by
the organization’s inherent strengths and which external threats were most likely to exacerbate
their weaknesses.
STRENGTHS LEVERAGING OPPORTUNITIES
(Make good things happen)
• Development
• Pursue collaborations, partnerships
• Leverage diversity of community, new ideas
City of Richfield Strategic Plan 2023-2026 | July 2022
12
• Boards & Commissions – use/leverage them
• Size and location of the city
• Equity work continuation – see as an opportunity
WEAKNESSES EXACERBATED BY THREATS
(Keep bad things from happening)
• Insufficient staff capacity
• Financial challenges
• Aging infrastructure – including technology-invest/reinvest
• Climate change
• Problems due to lack of investment in critical services/support
Following this exercise, the group examined the results, and engaged in additional brainstorming to
identify the strategic issues and challenges facing the organization:
STRATEGIC ISSUES/CHALLENGES
• Staffing – capacity, succession, retain, recruit, standards, employer of choice, diversity,
stress/resilience
• Infrastructure improvement
• Public safely, expand non-traditional
• Equity-inclusion – expand multi-cultural capacity, staff diversity, programming
• Technology
• Financial sustainability
• Community diversity
• Rate affordability – utilities
• Long-term planning
• Climate change – stormwater issues, trees, current/future
• Organization processes – effectiveness
• Accessibility
• Development/redevelopment
• Balancing maintenance, affordability, new development-diversity
• Economic expansion-tax base
• Communicating change
• Market pressures
• Economic downturns, inflation, etc.
• Community change, type, pace
• Core service – performance, scope creep (dealing with community trauma)
• Offering more open/green space
Based upon the challenges and issues identified, a facilitated discussion ensued to determine the
highest priorities for the strategic planning period. The following priorities emerged as the most
important over the next three years:
City of Richfield Strategic Plan 2023-2026 | July 2022
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STRATEGIC PRIORITIES
Operational Excellence
Community Development
Sustainable Infrastructure
High-Quality Workforce
Equity and Inclusion
City of Richfield Strategic Plan 2023-2026 | July 2022
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DEFINING THE PRIORITIES
To clarify the meaning of each priority, the group identified key concepts which were used to create
guidance, and ultimately, definitions.
1. Operational Excellence
• Operations of various departments
• Continuous improvement
• Financial management
• Technology infrastructure
• Long-term planning
• Risk mitigation/management
2. Community Development
• Economic development, tax base expansion
• Redevelopment
• Housing – affordable, maintenance, density, accessibility
• Neighborhood stability, change
• Planning commission
3. Sustainable Infrastructure
• Streets
• Utilities
• Stormwater
• Buildings
• Climate impacts
• Parks
• Finance
4. High-Quality Workforce
• Staff capacity
• Training, development
• Succession
• Retention, attraction
5. Equity and Inclusion
• Metrics, measures for City’s impact on community
• City staff diversity
• Community dynamics
• Service delivery – accounting for equity and inclusion in decision making
• Accessibility
• Multi-lingual
City of Richfield Strategic Plan 2023-2026 | July 2022
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KEY OUTCOMES, INDICATORS, AND
TARGETS BY PRIORITY:
With definitions in place, the group determined the most important outcomes to be achieved for
each priority, defined Key Outcome Indicators (KOI’s), and developed Performance Targets. KOI’s
define progress toward desired outcomes. Performance Targets define successful outcomes,
expressed in measurable terms. The alignment created between priorities, outcomes and targets is
important, not only for clarity, but also for maintaining a disciplined focus on the desired results.
Operational Excellence
a. Outcome: Focused City leadership
KOI: Targets achieved, strategic plan modification
Target: __% of Strategic Plan targets completed by 2026*
b. Outcome: Financial capacity to deliver essential services
KOI: Fund balance growth; revenue growth; new revenue sources
Target: Stable funding for essential services in place by 2025
c. Outcome: Operational capability to deliver essential services
KOI: System gaps closed; process improvements; service levels identified, met
Target: Implementation of Office 365 by 2023; _#_ improvements in each service area
implemented 2024-2026; essential service delivery plan in place by 2026
Community Development
a. Outcome: A vibrant downtown
KOI: _#_ of new DT housing units; _#_ of new DT businesses
Target: _#_ new DT housing units 2023-2026*; _#_ of new business in DT 2023-2026*
b. Outcome: Increased tax base
KOI: Value of permits issued; _#_ of new housing units; _#_ of new businesses
Target: $ increase in value of new permits*; net increase in housing units*; net increase in
businesses*
c. Outcome: Maintain Richfield as an affordable place to live
KOI: #/% of households paying more than 30% of income on housing; progress toward Met
Council Comprehensive Plan 30/50/80% AMI need allocation
Target: Decline in cost-burdened households; 66 units 30%, 29 units 31-50%, 26 units 51-80%
Sustainable Infrastructure
a. Outcome: City infrastructure supports service needs
KOI: Asset plans adopted; recent plan compliance
Target: Adopted comprehensive asset management plan by 2025
b. Outcome: Sustainable infrastructure financing
KOI: Utility rate, tax base, debt capacities; external revenue source usage
Target: Adopted comprehensive funding strategy for infrastructure by 2026
c. Outcome: Climate resilience is a priority
KOI: CAP initiatives approved; CAP priorities funded
Target: 2 highest priority Climate Action Plan projects completed by 2025
City of Richfield Strategic Plan 2023-2026 | July 2022
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High-Quality Workforce
a. Outcome: A well-trained workforce
KOI: Training goals met; training completed
Target: __% of all employees meet or exceeding training goals 2026*
b. Outcome: Staff capacity to meet service demands
KOI: Time-to-fill reduction; retention rate improvement
Target: Maintain __% fully authorized strength*; retention rate increase __% to __% 2023-2026*
c. Outcome: Healthy Council-staff relationships
KOI: Council-staff trust, relationship, survey results
Target: Meet or exceed Council-staff trust and relationship target(s) by 2025
Equity and Inclusion
a. Outcome: Reduced racial inequities and barriers for traditionally excluded groups
KOI: # of documented inequities; BIPOC service ratings
Target: A racial inequities reduction plan in all departments by 2025
b. Outcome: Staff, Boards and Commissions reflect the diversity of the community
KOI: Racial diversity change; BIPOC turnover rate; overall turnover rate
Target: Percentage increase 2023-2026: _%_ underrepresented leadership*; __% BIPOC
employees*; __% BIPOC Commissioners*; BIPOC turnover rate =/< overall rate
c. Outcome: Equity-based framework is applied to decision-making
KOI: __% decisions using equity framework
Target: __% of City Council and staff decisions include use of equity framework 2023-2026*
STRATEGIC PLANNING PROCESS
Assess Current
Environment
• Senior Management Review
• Previous Plan status
• Vision/Mission/Values
• Environmental Scan
• Stakeholder engagement
• SWOT Analysis
Set Priorities,
Targets
• Strategic Planning Retreat
• Operating Environment
- Culture, Value Proposition
- Internal SWOT
• Challenges, Priorities
• Outcomes, KOI’s, Targets
Implement the
Plan
• Implementation Session
- Strategic Initiatives
- Action Plans
• Refine details
• Final Review, Approval
City of Richfield Strategic Plan 2023-2026 | July 2022
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IMPLEMENTING THE VISION: DEVELOPING STRATEGIC
INITIATIVES AND ACTION PLANS
To successfully address the strategic priorities and achieve the intended outcomes expressed in the
performance targets, it is necessary to have a focused set of actions, including detailed
implementation steps to guide organizational effort.
The City of Richfield will accomplish this through a set of strategic initiatives. Strategic initiatives are
broadly described, but narrowly focused activities that are aligned with the priorities and targeted to
the achievement of outcomes expressed in the Targets. On April 28, 2022, senior staff met to identify
strategic initiatives. Following this session, staff teams began work to develop detailed action plans
for each initiative.
Operational Excellence
• Develop long-term financial plans for capital and operations
• Create organization-wide continuous improvement plan
• Develop organization-wide tech plan
• Establish essential service delivery plan
Community Development
• Develop a downtown strategy
• Establish strategy for pooled TIF funds
• Create community affordability strategy
• Develop comprehensive HRA redevelopment plan
• Update development review process and procedures
Sustainable Infrastructure
• Create comprehensive capital funding strategy
• Create comprehensive asset management plan
• Implement prioritized CAP initiatives
• Create CAP education strategy for staff and public
High-Quality Workforce
• Develop recruitment strategy
• Conduct salary & classification study
• Establish departmental succession plans
• Enhance professional development plans
• Develop Council-staff relationship/workplan process
Equity and Inclusion
• Develop strategy to hire DEI Coordinator
• Create Equity Plan
• Create customer service rating increase strategy
• Develop and implement equity decision-making framework
City of Richfield Strategic Plan 2023-2026 | July 2022
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STRATEGIC PLANNING PARTICIPANTS
The strategic plan was developed with the hard work and dedication of many individuals. The City
Council led the way, taking time out of their schedules to commit to long-term thinking. They defined
a direction and a set of outcomes that are important to the community stakeholders with whom they
partner and serve.
The City’s senior staff supported the City Council and offered an operations perspective as well as
challenges to conventional thinking.
City Council
Maria Regan Gonzalez, Mayor
Mary Supple, Council Member At-Large
Simon Trautmann, Council Member Ward 1
Sean Hayford Oleary, Council Member Ward 2
Ben Whalen, Council Member Ward 3
Department Heads & Staff
Katie Rodriguez, City Manager
Sack Thongvanh, Assistant City Manager
Melissa Poehlman, Community Development Director
Mike Dobesh, Fire Services Director, Fire Chief
Jay Henthorne, Public Safety Director, Police Chief
Kristin Asher, Public Works Director
Amy Markle, Recreation Services Director
Bill Fillmore, Liquor Operations Director (former)
Krista Guzman, HR Manager (former)
Consultants
Rapp Consulting Group
Craig Rapp
Cory Poris Plasch
Strategic Priority: Operational Excellence Outcome: Financial capacity to deliver essential services
Target: - Stable funding for essential services in place by 2025
Initiative: Develop long-term financial plans for capital and operations
Actions Measure of Success Who’s
Responsible
Target Date
Develop 5 and 10 year financial plan for
operating and capital initiatives
Financial plan created for
sustainable capital and operational
needs- stable tax rate
Finance,
Directors
2023
Review 5 and 10 year financial plan for
operating and capital initiatives
annually
5 and 10 year financial plan for
operating and capital initiatives
reviewed
Finance,
Directors
Annually
Incorporate asset plans into financial plans Asset plans incorporated into
financial plans
Finance,
Directors
2025
Strategic Priority: Operational Excellence Outcome: Operational capability to deliver essential services
Target: _#_ improvements in each service area implemented 2024-2026
Initiative: Create organization-wide continuous improvement plan
Actions Measure of Success Who’s Responsible Target Date
Identify existing processes in each
department and create a list of what is
time consuming, tedious, or ineffective
Process list created Department directors,
Supervisors,
Staff
Q3 2023
Create prioritized list of what will
be needed to improve specific
processes
Prioritized needs list created Department directors,
Supervisors,
Staff
Q4 2023
Identify duplicate needs between
departments
Itemized needs list crossed
referenced across
departments to see if there
are similar needs
Executive,
Department directors
Q4 2023
Identify cost and timeframe to implement
improvements
Timeline and quotes from
vendors if there are specific
needs
Executive,
Department
directors,
Staff
Q1 2024
Create plan to implement new
process (goal is 1 process
improvement per department each
year)
Process improvements
identified, timeline set
Department directors,
Staff
Q2 2024
Implement new process Updated process in place Managers
, Staff
Ongoing
through
2026
Annually evaluate process list to see
if there are areas for improvement
Process list updated Department
directors/ Managers/
staff
Annually
Strategic Priority: Operational Excellence Outcome: Operational capability to
deliver essential services Target: - Office 365 implemented by 2023; _#_ improvements
in each service area implemented 2023-2026
Initiative: Develop organization-wide tech plan
Actions Measure of Success Who’s Responsible Target Date
Establish a baseline for each department
on what they currently have
(hardware/software) and identify needs.
Baseline tech capabilities established IT,
Departments
Q2 2023
Needs assessment of (new) tech which
must be upgraded for switch to M365
Tech identified by department –
specifically focus on items
associated with switch to
M365
IT,
Departments
Q4 2022
Develop plan: IT (software/ hardware) and
companies identified – create a rollout
schedule.
Support identified (contractors,
software, hardware) to implement
rollout
IT,
Departments,
Tech consultants
Q1 2024
Monitor tech implementation and meet
with staff on progress and obstacles
during implementation.
Successfully implement and train
all staff on the new tech
IT,
Tech consultants,
staff
Q2 2024
Collect feedback from staff using the
new tech and adjust based on survey
results
Feedback collected and adjustments
made to tech/implementation plan
IT,
Tech consultants,
staff
Q3 2024
Departments and IT annually review tech
plan to ensure better service to our
customers internally and externally
Tech plan annually reviewed by
Departments and IT to ensure
better service to our
customers both internally and
externally
IT,
Departments,
Staff
Annually
Strategic Priority: Operational excellence Outcome: Operational capability to deliver essential services
Target: Essential service delivery plan in place by 2026
Initiative: Establish essential service delivery plan
Actions Measure of Success Who’s Responsible Target Date
Identify existing processes in each
department and create a list of what is
essential
List created Department
directors,
Supervisors,
Staff
Q2 2024
Identify essential service tiers list List created Executive,
Department
directors
Q4 2024
Identify duplicate services between
departments
Itemized needs list crossed referenced
across departments to see if there are
similar needs
Executive,
Department
directors
Q3 2024
Identify services offered by outside
agencies and partners
Itemized needs list of partners created Executive,
Department
directors
Q4 2024
Create essential service delivery plan Essential service delivery plan in place Department
directors, supervisors,
Staff
Q1 2025
Annually evaluate service delivery plan
to see if there are areas that need
updates
Annually evaluate service delivery plan Department
Directors,
Managers,
Staff
Annually
Strategic Priority: Community
Development
Initiative: Develop a downtown
strategy
Outcome: A vibrant downtown Target: _#_new DT housing units and _#_of
new business in DT 2023-2026
Actions Measure of Success Who’s
Responsible
Target Date
Recruit, hire, onboard Economic
Development Coordinator
Fully onboard ED Coordinator MP,
HRA
Q4 2023
Research, investigate, network –
what exists now? How do we track?
List of identified sources, people, agencies CD Staff Q4 2023
Collect baseline data Current number of housing and
businesses in downtown identified
CD Staff Q2 2024
Data analytics and identify trends Understanding of types of uses “missing”
from downtown
CD Staff Q4 2024
Consider means to attract/market
for desired uses
Marketing strategy and/or funding
strategy complete
CD Staff Q4 2025
Proactively market downtown Richfield Increased number of housing units and
businesses in downtown
CD Staff Q4 2025
Strategic Priority: Community Development Outcome: --Increased Tax Base & Maintain Richfield as
Affordable Place to live Target: Net increase in new housing units and business & Decline in cost-
burdened households
Initiative: Establish strategy for pooled TIF funds
Actions Measure of Success Who’s
Responsible
Target Date
Complete City Audit Audit done and distributed Finance Q3 2022
Provide audit to Ehlers to create a
TIF mgmt. plan
TIF mgmt. plan completed Ehlers Q4 2022
Internal evaluation of TIF mgmt. plan and
recommendation prepared
Reports/ recommendations to HRA
prepared
MP/JU,
CD Mgmt
Q1 2023
Present TIF mgmt. plan to HRA and
Council at work session for feedback
Complete work session MP/JU,
CD Mgmt
Q1 2023
Adopt TIF plan mods/plan Plans/mods adopted MP/JU,
CD Mgmt
Q3 2023
Strategic Priority: Community Development Outcome: Maintain Richfield as an affordable place to live
Targets: - Decline in cost-burdened households & creation of 66 units 30%, 29 units 31-50%, 26 units 51-80%
housing
Initiative: Create community affordability strategy
Actions Measure of Success Who’s
Responsible
Target Date
Review of current programs Report/ review completed CD Staff Q3, 2023
Track impact of inclusionary housing
policy
How many units created; cost of
units; etc.
CD Staff Q4, 2024
Implementation of inclusionary
housing policy by increasing capacity
of property managers
Trained and capable property
management staff & correct income
qualification submittals.
CD Staff ongoing
Create dashboard of affordability Data available on public-facing
dashboard
CD Staff Q4, 2024
Facilitate construction of three fully-
affordable housing projects.
Projects built and operating
successfully in community.
CD Staff 2025
Develop affordable housing trust fund
spending strategy/priorities.
Funding spent to support affordable
units.
CD Staff,
Executive
Q2, 2023
Strategic Priority: Community Development Outcome: Increased tax base Target: -_$_ increase in value
of new permits; Net increase in housing units; and Net increase in businesses
Initiative: Develop comprehensive redevelopment plan for HRA-owned sites
Actions Measure of Success Who’s Responsible Target Date
Recruit, hire, onboard Economic
Development Coordinator
Fully on boarded ED Coordinator MP,
HRA
Q4/2023
Collect updated info on HRA owns sites Data on HRA owned sites
collected
ED Coordinator Q4 2023
Evaluate sites in relation to strategic
priorities
All sites evaluated and ranked CD Mgmt. Q1 2024
Identify additional info needed to
market sites
Data and HRA needs identified CD Mgmt. Q1 2024
Collect additional info and prepare
marketing materials for sites
Marketing materials prepared Communication
person,
Consultant,
CD
Q3 2024
Market sites Sites posted for sale CD Mgmt. 2025
Strategic Priority: Community Development Outcome: Increased tax base Target: $_ increase in value of new
permits; Net increase in housing units; and Net increase in businesses
Initiative: Update Development Review Process and Procedures*
Actions Measure of Success Who’s Responsible Target Date
Research electronic plan review
options with departments who
participate in review.
Electronic Plan Review Software selected Cross- department
Team
late 2022
Sign contract and begin transition to
electronic plan review
Data transferred to new system Cross-
department
team
Q2, 2023
ARC Team establish procedures for use
of new software
New process and procedures established Cross-
department
team
Q2, 2023
Annually evaluate Process and Procedure
list to see if there’s areas for improvement
Streamlined and efficient processing of
permits and plans
Cross-department team Annually
*Also advances Operational Excellence
Strategic Priority: Sustainable Infrastructure Outcome: Sustainable
infrastructure financing Target: - Adopted comprehensive funding strategy for
infrastructure by 2026
Initiative: Create comprehensive capital funding strategy
Actions Measure of Success Who’s Responsible Target
Date
Hire a consultant to conduct a utility rate
affordability assessment.
Assessment completed. PW Q4 2022
Consideration of including local option
sales tax (LOST) in legislative platform.
Council consideration has occurred. Executive Q4 2022
If granted authority by State Legislature,
host a referendum on a LOST.
Hold a vote at a general election within
two years of legislative approval
Executive Q4 2024
Determine sufficient cash balance for
liquor operations to move to Recreation
capital projects.
Analysis complete, appropriate funding
levels identified
Finance,
Liquor,
Recreation
2023
Conduct an internal audit of utility fund
charges (6052 Admin Charges).
Utility charges are justified. Finance Q2 2023
Determine debt limit capacity. Debt policy developed and
implemented into city financial
planning
Executive,
Finance,
City Council
2024
Collaborate with state officials to examine
the equitability of regional cost share
policies.
Reduced financial burden on local
municipalities from county and state
infrastructure projects.
PW,
Executive, City
Council
2023
Explore the opportunity to sell water to
other cities
Opportunity to sell water to other cities
explored.
PW,
Executive,
City Council
Q4 2023
Strategic Priority: Sustainable Infrastructure Outcome: City infrastructure supports
service needs Target: - Adopted comprehensive asset management plan by 2025
Initiative: Create comprehensive asset management plan
Actions Measure of Success Who’s Responsible Target Date
Compile inventory and condition
assessment of all city buildings.
Inventory and assessment completed. Buildings,
Recreation,
PW
Q4 2023
Compile inventory and condition
assessment of all underground
infrastructures.
Inventory and assessment completed. PW Q4 2023
Compile inventory and condition
assessment of all city fleet units.
Inventory and assessment completed. PW Q4 2023
Compile inventory and
condition assessment of all city
recreation facilities.
Inventory and assessment completed. PW,
Recreation
Q4 2023
Compile inventory and condition
assessment of all city roadway
elements (signs/crosswalks/walls).
Inventory and assessment completed. PW Q4 2023
Work with a consultant to conduct a needs
assessment for all city assets.
Listed created by consultant of
what assets are needed and what
assets are no longer needed.
Consultant Q4 2024
Work with a consultant to prioritize asset
replacement, removal, and expansion. (tie
to funding plan)
Clear understanding of priorities for
asset replacement, removal, and
expansion.
Consultant Q3 2025
Work with a consultant to develop a
timeline for replacement, removal and
expansion priorities (Tied to 5 and 10 year
funding plan).
Timeline completed Consultant Q4 2025
Strategic Priority: Sustainable Infrastructure Outcome: Climate
resilience is a priority. Target: - 2 highest priority Climate Action Plan
projects completed by 2025
Initiative: Implement prioritized CAP initiatives
Actions Measure of Success Who’s Responsible Target Date
Develop long- and short-term action
steps for CAP
Action chart created that
aligns CAP projects
with specific goals and
timelines.
Recreation,
PW
Q3 2023
Identify funding sources for CAP projects. Designated funding for
CAP implementation.
Rachel,
Amy,
Finance,
Executive
Ongoing
Work with Council, stakeholders, and
residents to seek input on CAP priorities.
Decisions influence work
plan.
Sustainability
Commission,
Rachel,
City Council
Q2 2023
Strategic Priority: Sustainable Infrastructure Outcome: Climate resilience is a priority Target: 2
highest priority Climate Action Plan projects completed by 2025
Initiative: Create CAP education strategy for staff and public
Actions Measure of Success Who’s Responsible Target Date
Identify City events for CAP education
outreach opportunities.
Tabling at several events/year. Rachel,
Amy,
Communications team
Ongoing
Develop formal CAP
educational opportunities.
Conduct education
opportunities annually.
Rachel,
Amy
Ongoing
Develop informal CAP
educational opportunities.
Information is shared on
the City website, social
media, print materials,
and video.
Sustainability
Commission,
Rachel,
Amy,
Communications team
2025
Create a calendar to identify outreach topics to
help focus CAP education efforts.
Outreach calendar
completed and utilized.
Sustainability Commission,
Rachel
2023
Create CAP education materials for website. Robust website launched. Sustainability Commission,
Rachel
2025
Strategic Priority: High Quality Workforce Outcome: Staff capacity to meet service demands Target:
Maintain % fully authorized strength and retention rate increase _% to _% 2023-2026
Initiative: Develop recruitment strategy
Actions Measure of Success Who’s Responsible Target Date
Quantify current staff/membership
composition and areas for
improvements
Complete current analysis
of employee and
commissioner
composition
HR,
DEI coordinator
2023
Survey staff and commissioners on
recruitment and retention
questions for staff and
commissioners.
Analyze employee
survey results and
needs determined
HR,
DEI coordinator,
Executive
2023
Identify and utilize outreach opportunities
(advertisement, flyer, etc.) for a more
diverse candidate pool
Opportunities for
outreach and
recruitment identified
HR,
DEI coordinator,
Communications
Staff
Annually,
starting 2024
Identify and utilize outreach opportunities
(advertisement, flyer, etc.) for a more
diverse commissioner applicant pool.
Opportunities for
outreach and
recruitment identified
City communications
staff,
Commissioner liaisons,
DEI coordinator
Annually,
starting 2024
Strategic Priority: High Quality Workforce Outcome: Staff capacity to meet service demands Target: -
Maintain % fully authorized strength and Retention rate increase _% to _% 2023-2026
Initiative: Conduct salary & classification study
Actions Measure of Success Who’s
Responsible
Target Date
Conduct wage/classification study Study completed HR,
Executive,
Consultant
Q4 2023
Develop recommendations based
on results of the study
Recommendations developed and
implemented
HR,
Executive,
DEI coordinator
2024-2025
Strategic Priority: High Quality Workforce Outcome: Staff capacity to meet service demands Target: -
Maintain % fully authorized strength and Retention rate increase _% to _% 2023-2026
Initiative: Establish departmental succession plans
Actions Measure of Success Who’s Responsible Target Date
Identify and prepare for anticipated
vacancies. Forecast and anticipate 3
to 5 years
Anticipated vacancies
identified
Department directors,
supervisors
Q4 2024
Departments must submit a succession
plan (HR prepare sample) 10 year plan
Succession plan
developed an
submitted
Department directors,
Supervisors,
HR
2024,
review
annually
Prepare for sudden/unexpected vacancies
(job descriptions, materials, requisition
forms, document position processes/create
transition documents, etc)
Materials created and
updated annually
HR,
Department directors
Annually
Strategic Priority: High Quality Workforce Outcome: A well-trained workforce Target: % of all
employees meet or exceed training goals by 2026 Initiative: Enhance professional development plan
Actions Measure of Success Who’s Responsible Target Date
Identify opportunities for staff
development- what areas could
be improved and what
organizations should we use for training
Areas for growth and
partners developed
HR,
Department directors,
Supervisors,
Staff
Q1 2024
Determine budget for
professional development
Budget determined Department directors,
Supervisors
2024 budget,
then annually
Identify and implement
professional development
opportunities
Training and professional
development utilized
HR,
Department directors
2024 budget,
then annually
Strategic Priority: High Quality Workforce Outcome: Healthy Council-staff relationships
Target: - Meet or exceed Council-staff trust and relationship target(s) by 2025
Initiative: Develop Council-staff relationship/workplan process
Actions Measure of Success Who’s
Responsible
Target Date
Council encouraged to connect
more with staff, meet with
directors, and attend events
Improving cohesiveness
between the groups and
better collaboration in
implementing
strategic priorities
Council,
Executive,
Directors,
Staff
immediately
and ongoing
Develop relationship/work plan process
with City Council and leadership team
Work plan created and approved Executive,
Directors
2023
Quarterly meeting with Council to review
Standard of engagement
Strategic plan progress
Work plan
Budget
Quarterly meetings held Council,
Executive,
Directors
2023-2026
Host all managers meetings annually
to review work plan as a group
Work plan reviewed internally
annually and strategic priorities
completed
Executive Annually,
starting
2023
As part of Commissions and board
onboarding process go over strategic
plans
Commissions and boards aligned with
strategic plan and city work plan
Executive,
liaisons
2024
Strategic Priority: Equity and Inclusion Outcome: Reduced racial inequities and barriers for
traditionally excluded groups Target:- A racial inequities reduction plan in all departments by 2025
Initiative: Develop strategy to hire DEI Coordinator
Actions Measure of Success Who’s Responsible Target Date
Evaluate DEI coordinators roles and
responsibilities
DEI coordinators position
evaluation completed
Executive, Admin (HR),
DEI position supervisor
Q3 2022
Evaluate DEI coordinators position in org
and if they need additional resources for
success
DEI coordinators position
evaluation completed
Executive, Admin (HR),
DEI position supervisor
Q3 2022
Update DEI job description to reflect
finding from prior research
DEI job description updated Admin (HR),
DEI position supervisor
Q3 2022
Post DEI position Job posted Admin (HR) Q4 2022
Promote DEI position posting to the
community
Position viewed by a
large, diverse group of
applicants
Admin (HR),
Communications
Q4 2022
Onboard DEI position Successfully onboard DEI
coordinator
Executive,
Admin (HR),
DEI position supervisor
Q1 2023
Support DEI position DEI position feels supported
and empowered
Executive,
DEI position supervisor
Ongoing
Strategic Priority: Equity and Inclusion Outcome: - Reduced racial inequities and barriers for
traditionally excluded groups Target: A racial inequities reduction plan in all departments by 2025
Initiative: Create equity plan
Actions Measure of Success Who’s Responsible Target Date
Identify data on racial inequity that
can be collected, measured, and
monitored
Data identified DEI coordinator,
CARES team,
2024
Each department will identify 3-5
metrics to focus racial inequity work
on
Metrics identified DEI coordinator,
department leads
Q1 2024
Determine framework for equity plan All sites evaluated and ranked DEI coordinator 2023?
Annually review 3 ordinance and/or city
policies with a specific focus on reducing
racial inequalities
Gaps/recommended changes
identified for inclusion in equity
work plan
DEI coordinator,
department leads
2024,
On going
Share/Publish Equity Pan Plan published DEI coordinator,
Executive,
Communication staff
2024
Educate staff, council, commission, and
community on equity plan
People are aware and
informed on equity plan
DEI coordinator,
Executive,
Communication staff
2024-2025
Strategic Priority: Equity and Inclusion Outcome: Reduced racial inequities and barriers for
traditionally excluded groups Target: Increased rating on customer satisfaction survey
Initiative: Create customer service rating increase strategy
Actions Measure of Success Who’s Responsible Target Date
Review past surveys/Focus groups Review complete DEI coordinator, Exec. Q4 2023
Identify communities, specifically
historically excluded groups, in the city
List of historically
excluded groups in
our city created
DEI coordinator,
Community engagement
manager
2024
Identify community leaders, stakeholders,
organizations
List of community leaders,
stakeholders, organizations
created
DEI coordinator,
Community engagement
manager
2024
Conduct additional
surveys/focus groups of users
of city services
Feedback collected from
a wide variety of our
community
DEI coordinator,
Community
engagement manager
As needed
Create and implement plan for
collecting on going feedback
Process in place DEI coordinator,
Community engagement
manager
2024
Develop and implement
training program- develop
outside opportunities for
these trainings
Trainings scheduled and
completed
DEI coordinator, HR 2024-2025
Conduct the National Community Survey Survey completed DEI coordinator,
Community engagement
manager
2024
Strategic Priority: Equity and Inclusion Outcome: Equity-based framework is applied to decision-
making Target: ____% of City Council and staff decisions include use of equity framework 2023-2026*
Initiative: Develop and implement equity decision-making framework
Actions Measure of Success Who’s Responsible Target Date
Inventory equity tools currently available
in our organization
Review complete DEI coordinator 2023
Research processes and tools that
other cities have implemented
Assessment completed DEI coordinator 2023
Pilot equity toolkit with departments Toolkit applied to some
policies and procedures
DEI coordinator,
few staff to test
2023
Train CARES team on equity toolkit CARES team trained on equity
toolkit
DEI coordinator,
CARES team
2023
Implement toolkit in all departments
– CARES team can assist in rollout
All staff trained on equity
toolkit
DEI coordinator,
CARES team,
Department directors,
Managers,
Supervisors,
Staff
2023
Research and identify equity lens for C.C. Equity lens tool identified DEI coordinator 2023
Add equity lens to staff reports Staff reports updated
with equity lens
DEI coordinator,
IT
2023
Annually review toolkit and processes for
improvement
Toolkit reviewed annually DEI coordinator,
CARES team
Annually