03-28-2023 WS City Council Agenda-1 WORK SESSION
RICHFIELD MUNICIPAL CENTER, BARTHOLOMEW ROOM
MARCH 28, 2023
5:45 PM
Call to order
1.The strategic plan is tool to guide the work of the city over the next 4 years (2023-2027). Providing quarterly
updates on the progress of the strategic targets and initiatives will help inform the city council and community on
the progress in achieving the desired outcomes and priorities of the plan.
2.Brief recap presentation and Council discussion on the removal of all tobacco products from Richfield Liquor
Stores.
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.
STAFF RE P ORT NO. 09
WORK SESSION
3/28/2023
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
3/22/2023
I T E M F O R WO RK S E S S IO N:
The strategic plan is tool to guide the work of the city over the next 4 years (2023-2027). Providing
quarterly updates on the progress of the strategic targets and initiatives will help inform the city
council and community on the progress in achieving the desired outcomes and priorities of the plan.
E X E C UT IV E S UM M ARY:
Staff presented the Strategic Planning public dashboard at the City Council retreat in February of this
year. The presentation outlined how the city will use this public dashboard to trac k progress on the outcomes,
targets and initiatives over the next 4 years.
Since the retreat, the Ric hfield's Strategic Plan Dashboard is now public . Residents now c an trac k how city
policymakers and staff are striving to make changes in the city. I n addition to inc reasing the transparency of
local government, the tool provides staff with a modern and efficient way to trac k progress on the strategic
plan, share information and analyze outc omes. The dashboard will be updated by staff on a quarterly basis,
and available to c itizens at any time via the website. I nitial targets have been identified and will be adjusted as
needed over the course of the next 4 years. Status indic ators on the dashboard are differentiated by color to
help residents identify work that is completed, underway, delayed, or upcoming.
At the February retreat, staff also presented updates to the strategic priority targets for c ounc il review. Staff
has updated the targets to reflect the discussion. The updated targets are attached to this report.
Council was also presented examples of quarterly reports that Envisio, the c ity's S trategic P lan Dashboard
application, can generate. The reports provide progress updates for all levels of the strategic plan. S taff has
worked over the past month to c reate a quarterly report to provide an update on the city 's Q1 2023 progress.
Progress on strategic plan initiatives is summarized on the sec ond page of the report. More detail is available
for the progress of each strategic priorities and initiatives after the summary.
As we continue to work to accomplish initiatives over the next year, more data will be available to enter in the
dashboard. W e recognize that we’re just beginning on the journey. Strategic planning is a continual process.
D IRE C T I O N NE E D E D:
No direction needed.
B AC K G RO UND INF O RM AT I O N:
A.H IS TOR IC AL C ON T E X T
B.P OL IC IE S (resolutions, ordinances, regulations, statutes, etc):
C.C R IT IC AL T IMIN G IS S U E S:
D.F IN AN C IAL IMPAC T:
E.L E GAL C ON S ID E R AT ION:
ALTE R N AT IV E(S):
P R IN C IPAL PAR TIE S E X P E C TE D AT ME E TIN G:
AT TAC H ME N T S:
D escription Type
F O UR-YE A R S TRATE G IC P L A N S UMMA RY 2023–
2027 B ackup Material
Q1 2023 C ouncil Update Report P resentation
City of Richfield Strategic Plan FY 2023-2026 | March 2023 2
FOUR-YEAR STRATEGIC PLAN SUMMARY 2023–2027
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
- 80% of Strategic Plan targets
completed by 2026
a)Create a strategic plan for Richfield
b)Create a public dashboard for the
strategic plan
c)Develop long-term financial plans
for capital and operations
d)Create organization-wide continuous
improvement plan
e)Develop organization-wide tech plan
f)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 2026
Operational capability to
deliver essential services
-System gaps closed
-Process improvements
-Service levels identified, met
-Office 365 implemented by 2023
-Process improvement in each
department implemented annually
-Essential service delivery plan in
place by 2026
COMMUNI
TY
DEVELOP
MENT
Creating a
community
where all can
thrive
A vibrant downtown (DT) -# new DT housing units
-# new DT business
-500 new DT housing units by 2026
-15 new business in DT by 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
Diversified tax base -TBD% increase in commercial tax base
-TBD% increase in multifamily tax base
-TBD% increase in non-single-family tax base
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
-% of existing housing units at
30/50/60/80% AMI
-Decline in cost-burdened households
-66 units 30%, 29 units 31-50%, 26 units
51-80%
- Maintain current number of existing
housing units at 30/50/60/80% AMI
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
- TBD% 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 95% fully authorized strength
-Annual retention rate increase of 2%
for all employees until maintaining 90%
retention
Healthy Council-staff
relationships
- Council-staff trust, relationship
survey results
- Senior leadership team’s annual
survey scores 85% or better by 2024
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
- Progress on reducing racial
inequities measured by citywide
metrics 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
-Our staff and commissioners represent the diversity of our community:−3% annual increase for underrepresented leadership−3% annual increase for BIPOC employees−3% annual increase for BIPOC Commissioners.-BIPOC retention rate ≤ overall rate
Equity-based framework is
applied to decision-making
- % decisions using equity
framework
-80% of City Council and staff decisions include use of equity framework 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
TBD is to be determined
A diverse, inclusive and
thriving hometown
-% increase in commercial tax base
-% increase in multifamily tax base
-% increase in non-single-family tax base
Quarterly Council Update Report
Richfield Strategic Plan
2023-01-01 - 2023-03-31
Report Created On: Mar 24, 2023
City of Richfield Strategic Plan FY 2023-2026 | March 2023 2
FOUR-YEAR STRATEGIC PLAN SUMMARY 2023–2027
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
- 80% of Strategic Plan targets
completed by 2026
a)Create a strategic plan for Richfield
b)Create a public dashboard for the
strategic plan
c)Develop long-term financial plans
for capital and operations
d)Create organization-wide continuous
improvement plan
e)Develop organization-wide tech plan
f)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 2026
Operational capability to
deliver essential services
-System gaps closed
-Process improvements
-Service levels identified, met
-Office 365 implemented by 2023
-Process improvement in each
department implemented annually
-Essential service delivery plan in
place by 2026
COMMUNI
TY
DEVELOP
MENT
Creating a
community
where all can
thrive
A vibrant downtown (DT) -# new DT housing units
-# new DT business
-500 new DT housing units by 2026
-15 new business in DT by 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
Diversified tax base -TBD% increase in commercial tax base
-TBD% increase in multifamily tax base
-TBD% increase in non-single-family tax base
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
-% of existing housing units at
30/50/60/80% AMI
-Decline in cost-burdened households
-66 units 30%, 29 units 31-50%, 26 units
51-80%
- Maintain current number of existing
housing units at 30/50/60/80% AMI
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
- TBD% 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 95% fully authorized strength
-Annual retention rate increase of 2%
for all employees until maintaining 90%
retention
Healthy Council-staff
relationships
- Council-staff trust, relationship
survey results
- Senior leadership team’s annual
survey scores 85% or better by 2024
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
- Progress on reducing racial
inequities measured by citywide
metrics 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
-Our staff and commissioners represent the diversity of our community:−3% annual increase for underrepresented leadership−3% annual increase for BIPOC employees−3% annual increase for BIPOC Commissioners.-BIPOC retention rate ≤ overall rate
Equity-based framework is
applied to decision-making
- % decisions using equity
framework
-80% of City Council and staff decisions include use of equity framework 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
TBD is to be determined
A diverse, inclusive and
thriving hometown
-% increase in commercial tax base
-% increase in multifamily tax base
-% increase in non-single-family tax base
5
Strategic Priority
14
Desired Outcome
21
Initiative
Overall Summary
%
On Track 22.13
Some Disruption 5.74
Upcoming 54.92
Completed 17.21Status
0 100
This report displays overall progress of the City of Richfield's strategic plan. The narrative updates for each strategic priority are a
summary of the work being done within the city and are a reflection of numerous updates by sta at multiple levels of the plan.
Scroll through the report to also view updates on each of the initiatives.
The color bar beside each strategic priority is designed to display the status of all actions that make up the total progress towards
that goal. The color wheel at the top of this report is designed to show the entire progress of all strategic priorities.
Performance measures have been assigned to each strategic priority and are updated monthly.
We hope you'll find this report interesting and welcome any feedback. Questions about the strategic planning process should
contact Management Analyst Chris Swanson at cswanson@richfieldmn.gov.
Progress
18%
%#
On Track 16.67 4
Some Disruption 8.33 2
Upcoming 62.5 15
Completed 12.5 3
Strategic Priority 1
Desired Outcome: 3 Initiative: 4 Action: 24
Operational Excellence An organization that delivers results.
Operational Excellence Targets 80% of Strategic Plan targets
completed by 2026 Stable funding for essential services in place by
2026 O ice 365 implemented by 2023 ...
%#
On Track 10.34 3
Some Disruption 3.45 1
Upcoming 58.62 17
Completed 27.59 8
Strategic Priority 2
Desired Outcome: 3 Initiative: 5 Action: 29
Community Development Creating a community where all can thrive.
Community Development Targets 500 new downtown housing units
by 2026 15 new businesses in downtown by 2026 Diversified Tax Base
TDB% increase in commercial tax ba...
%#
On Track 48.15 13
Some Disruption 3.7 1
Upcoming 40.74 11
Completed 7.41 2
Strategic Priority 3
Desired Outcome: 3 Initiative: 4 Action: 27
Sustainable Infrastructure Infrastructure that meets community
needs. Sustainable Infrastructure Target Adopted comprehensive
asset management plan by 2025 Adopted comprehensive funding
strategy for infrastructure by 2026 2 hig...
%#
On Track 15.38 2
Upcoming 61.54 8
Completed 23.08 3
Strategic Priority 4
Desired Outcome: 2 Initiative: 3 Action: 13
High Quality Workforce A stable, well-trained workforce. High Quality
Workforce Target TBD% of all employees meet or exceed training goals
by 2026 Maintain 95% fully authorized strength Annual retention rate
increase of 2% for ...
%#
On Track 17.24 5
Some Disruption 10.34 3
Upcoming 55.17 16
Completed 17.24 5
Strategic Priority 5
Desired Outcome: 3 Initiative: 5 Action: 29
Equity and Inclusion A diverse, inclusive and thriving hometown.
Equity and Inclusion Targets Progress on reducing racial inequities
measured by citywide metrics by 2025 Our sta and commissioners
represent the diversity of ou...
Plan Summary
Progress 13%
Status
Progress 28%
Status
Progress 11%
Status
Progress 23%
Status
Progress 17%
Status
Operational Excellence
An organization that delivers results.
Operational Excellence Targets
80% of Strategic Plan targets completed by 2026
Stable funding for essential services in place by 2026
O ice 365 implemented by 2023
Improvement in each department implemented annually
Essential service delivery plan in place by 2026
Owner: Scott Kulzer
%#
On Track 16.67 4
Some Disruption 8.33 2
Upcoming 62.5 15
Completed 12.5 3
Strategic Priority 1 Long Term Target
Police Calls for Service by Year
Strategic Priority 1 Operational ExcellenceAn organization that delivers results.Operational Excellence Targets80% of ...
Owner: Chris Swanson
Last Update: Mar 20, 2023 15:17:28
Strategic Priority 1 Progress 13%
Desired Outcome: 3 Initiative: 4 Action: 24
Police Calls for Ser vice by Year
YearCalls for Service33,95433,95433,954
28,84628,84628,846 29,70629,70629,706 30,66430,66430,664 32,31732,31732,317
36,77636,77636,776 38,04738,04738,047
35,04135,04135,041
40,93640,93640,936 40,23440,23440,234 39,52339,52339,523
35,27835,27835,278
31,64831,64831,648
36,41836,41836,418
Calls for Service
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
0
10k
20k
30k
40k
50k
RFD Fire Calls
Strategic Priority 1 Operational ExcellenceAn organization that delivers results.Operational Excellence Targets80% of ...
Owner: Kelly Wynn
Last Update: Mar 07, 2023 22:35:35
Levy Vs. Total Tax Capacity
Strategic Priority 1 Operational ExcellenceAn organization that delivers results.Operational Excellence Targets80% of ...
RFD Fire Calls
Year# of Calls3,8663,8663,866
4,0574,0574,057 4,0964,0964,096 4,1114,1114,111
4,1804,1804,180
4,0534,0534,053
4,2864,2864,286
4,1654,1654,165
4,4114,4114,411 4,4534,4534,453
4,6924,6924,692
4,8764,8764,876
RFD Fire Calls
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
3750
4000
4250
4500
4750
5000
Levy Vs. Total Tax Capacity
Fiscal YearLevy Vs. Total Tax Capacity$25,580,324$25,580,324$25,580,324
$27,845,963$27,845,963$27,845,963
$30,001,418$30,001,418$30,001,418
$33,767,365$33,767,365$33,767,365
$36,111,232$36,111,232$36,111,232 $37,567,917$37,567,917$37,567,917
$39,323,839$39,323,839$39,323,839
$44,709,509$44,709,509$44,709,509
$18,820,576$18,820,576$18,820,576 $19,434,690$19,434,690$19,434,690 $20,061,444$20,061,444$20,061,444 $21,059,411$21,059,411$21,059,411 $22,133,486$22,133,486$22,133,486
$23,934,632$23,934,632$23,934,632 $25,106,307$25,106,307$25,106,307
$26,784,573$26,784,573$26,784,573
Taxable tax capacity Certified City Levy
2016 2017 2018 2019 2020 2021 2022 2023
$10M
$20M
$30M
$40M
$50M
Percent Increase in General Fund Expenditures
Strategic Priority 1 Operational ExcellenceAn organization that delivers results.Operational Excellence Targets80% of ...
Tax Capacity Rate
Strategic Priority 1 Operational ExcellenceAn organization that delivers results.Operational Excellence Targets80% of ...
Percent Increase in General Fund Expenditures
YearGeneral Fund Expenditures3.65%3.65%3.65%3.81%3.81%3.81%
2.26%2.26%2.26%
4.23%4.23%4.23%
4.99%4.99%4.99%5.09%5.09%5.09%
4.24%4.24%4.24%
3.86%3.86%3.86%
Percent Change
2016 2017 2018 2019 2020 2021 2022 2023
0%
2%
4%
6%
Richfield's Tax Capacity Rate
Fiscal YearTaxable tax capacity60.99%60.99%60.99%
56.85%56.85%56.85%57.73%57.73%57.73%
53.28%53.28%53.28%53.29%53.29%53.29%54.08%54.08%54.08%54.55%54.55%54.55%51.66%51.66%51.66%
Tax Capacity Rate
2016 2017 2018 2019 2020 2021 2022 2023
0%
20%
40%
60%
80%
Focused City leadership
Leadership should be focused on the cityʼs adopted mission, vision and values, advancing strategic priorities
and completing strategic initiatives.
Owner: Chris Swanson
%#
Completed 100.0 2
Create Strategic Plan for Richfield
Create a Strategic Plan for Richfield in 2022. Once plan has been created, develop public dashboard to track
progress. The dashboard will be created in 2023. The dashboard will be updated quarterly therea er.
Owner: Katie Rodriguez
%#
Completed 100.0 2
Financial capacity to deliver essential services
Council annually adopts an operating and capital budget and a levy for the upcoming year as well as revising
the current years budge. The adopted gross tax levy for taxes payable 2023 is $26,784,573.
The gross tax levy represents a 6.60% increase from the 2022 gross levy.
The Cityʼs tax capacity rate is anticipated to decrease from 53.68% to 51.66%.
Included in the 2023 preliminary gross levy is a levy to fund the purchase of rolling stock and technology
equipment of $868,400, a levy to fund the Economic Development Authority of $579,096, and a debt
service levy of $4,100,600.
Owner: Kumud Verma
%#
Some Disruption 22.22 2
Upcoming 77.78 7
Desired Outcome 1.1 Progress 100%
Initiative: 1 Action: 2
Initiative 1.1.1 Progress 100%
Action: 2
Desired Outcome 1.2 Progress 0%
Initiative: 1 Action: 9
Develop long-term financial plans for capital and operations
The city has used a document called the Key Financial Strategies to guide long-term planning. Sta have
extended the timeline and added additional information over the past few years, including the impact of
recruiting and retaining sta , decertifying two large TIF districts in 2025 and rehabilitating aging infrastructure.
Sta will continue to add information as specific studies are completed including an ongoing compensation and
classification study, a comprehensive assessment of the cityʼs capital assets and e orts to secure additional
funding.
The city recently secured $3M in federal funding and are seeking $12M in state funding for a new Wood Lake
Nature Center (WLNC) Building.
The city has also asked the legislature for authorization to ask voters to implement a local sales tax for the WLNC
building, improvements at Veteranʼs Park and a new community center.
Owner: Kumud Verma
%#
Some Disruption 66.67 2
Upcoming 33.33 1
Operational capability to deliver essential services
Owner: Scott Kulzer
%#
On Track 30.77 4
Upcoming 61.54 8
Completed 7.69 1
Create organization-wide continuous improvement plan
Sta provide a summary of their workplans, linked to the Strategic Planʼs priorities and outcomes, as part of the
budget process. The workplans will include if the project is a process improvement which will then be
summarized on the dashboard each year. Major process and technology improvements that have been recently
completed or are in progress include implementing MS365, a new dispatch system for first responders and a
new plan review and permit system.
Owner: Sack Thongvanh
%#
On Track 14.29 1
Upcoming 85.71 6
Update provided by Chris Swanson on Feb 07, 2023 21:15:38
Finance sta is expected to begin work on the 5 and 10 year funding plans in late 2023. Part of the plan will include working with a consultant to
determine and develop a timeline for replacement, removal and expansion priorities. There has been some disruption with this work as the finance
department is still struggling to fill some positions.
Update provided by Sack Thongvanh on Feb 08, 2023 15:33:07
Departments will need to evaluate current process for job tasks.
Initiative 1.2.1 Progress 0%
Action: 3
Desired Outcome 1.3 Progress 8%
Initiative: 2 Action: 13
Initiative 1.3.1 Progress 0%
Action: 7
Develop organization-wide tech plan
Owner: Sack Thongvanh
%#
On Track 50.0 3
Upcoming 33.33 2
Completed 16.67 1
Update provided by Sack Thongvanh on Feb 09, 2023 16:39:17
An IT Assessment conducted by Lo ler is ongoing.
Initiative 1.3.2 Progress 17%
Action: 6
Community Development
Creating a community where all can thrive.
Community Development Targets
500 new downtown housing units by 2026
15 new businesses in downtown by 2026
Diversified Tax Base
TDB% increase in commercial tax base.
TDB% increase in multifamily tax base.
TDB% increase in share of non-single-family tax base.
Decline in cost-burdened households
66 units 30%, 29 units 31-50%, 26 units 51-80%
Maintain current number of existing housing units at 30/50/60/80% Area Median Income (AMI)
The AMI is the midpoint of a regionʼs income distribution – half of families in a region earn more than the
median and half earn less than the median. For housing policy, income thresholds set relative to the area
median income—such as 50% of the area median income—identify households eligible to live in income-
restricted housing units and the a ordability of housing units to low-income households. Click here for more
information on AMI standards.
Owner: Julie Urban
%#
On Track 10.34 3
Some Disruption 3.45 1
Upcoming 58.62 17
Completed 27.59 8
A vibrant downtown
Owner: Julie Urban
%#
On Track 33.33 2
Upcoming 66.67 4
Develop a downtown strategy.
Owner: Julie Urban
%#
On Track 33.33 2
Upcoming 66.67 4
Update provided by Kate Aitchison on Feb 13, 2023 17:23:28
The Community Development department is in the process of hiring an Economic Development Coordinator. This position will be supporting
leadership in the development of a strategy to strengthen and bolster the downtown area.
Strategic Priority 2 Progress 28%
Desired Outcome: 3 Initiative: 5 Action: 29
Desired Outcome 2.1 Progress 0%
Initiative: 1 Action: 6
Initiative 2.1.1 Progress 0%
Action: 6
Diversified tax base
Owner: Julie Urban
%#
On Track 6.25 1
Upcoming 50.0 8
Completed 43.75 7
Establish strategy for pooled Tax Increment Financing (TIF).
Owner: Julie Urban
%#
Completed 100.0 5
Develop comprehensive redevelopment plan for Housing and Redevelopment Authority (HRA) sites.
Owner: Julie Urban
%#
On Track 16.67 1
Upcoming 83.33 5
Update development review process and procedures.
Owner: Julie Urban
%#
Upcoming 60.0 3
Completed 40.0 2
Maintain Richfield as an a ordable place to live
Owner: Julie Urban
%#
Some Disruption 14.29 1
Upcoming 71.43 5
Completed 14.29 1
Update provided by Kate Aitchison on Feb 13, 2023 17:43:25
Late in 2022, the HRA adopted a Spending Plan for unobligated TIF. The plan was based o of a review and analysis conducted by Ehlers for the HRA.
Update provided by Julie Urban on Feb 13, 2023 20:59:09
Work on this initiative will begin later in 2023.
Update provided by Julie Urban on Feb 13, 2023 20:43:05
Sta from multiple departments are in the process of implementing a new, cross-departmental, web-based permitting and plan review so ware.
Desired Outcome 2.2 Progress 44%
Initiative: 3 Action: 16
Initiative 2.2.1 Progress 100%
Action: 5
Initiative 2.2.2 Progress 0%
Action: 6
Initiative 2.2.3 Progress 40%
Action: 5
Desired Outcome 2.3 Progress 14%
Initiative: 1 Action: 7
Create community a ordability strategy.
Owner: Julie Urban
%#
Some Disruption 14.29 1
Upcoming 71.43 5
Completed 14.29 1
Update provided by Julie Urban on Feb 13, 2023 20:55:29
Two proposed a ordable housing developments did not receive a funding award in 2022. One will be reapplying for funding in 2023, pushing back
the project timeline. The second is re-evaluating the project concept.
Initiative 2.3.1 Progress 14%
Action: 7
Sustainable Infrastructure
Infrastructure that meets community needs.
Sustainable Infrastructure Target
Adopted comprehensive asset management plan by 2025
Adopted comprehensive funding strategy for infrastructure by 2026
2 highest priority Climate Action Plan projects completed by 2025
Infrastructure Summary
31 public buildings (11 sta ed)
11.1% of Richfield is parks
123 miles of streets
40 miles of sidewalks
10.6 miles of park trails
120 miles of water lines
118 miles of sanitary sewer
59.9 miles storm sewer (4960 structures)
141 vehicles, 52 non-motorized
Owner: Scott Kulzer
%#
On Track 48.15 13
Some Disruption 3.7 1
Upcoming 40.74 11
Completed 7.41 2
Strategic Priority 3 Progress 11%
Desired Outcome: 3 Initiative: 4 Action: 27
Strategic Priority 3 Long Term Target
Concrete Curb and Gutter Replacement (Linear Feet)
Strategic Priority 3 Sustainable InfrastructureInfrastructure that meets community needs.Sustainable Infrastructure Ta...
Last Update: Feb 09, 2023 19:21:17
Concrete Curb and Gutter Replacement (Linear Feet)
YearLinear Feet Replaced5,4475,4475,447
4,5734,5734,573
7,6137,6137,613
13,10713,10713,107 14,10214,10214,102
13,70013,70013,700
3,3503,3503,350
7,4507,4507,450
12,02212,02212,022
896896896 513513513
Concrete Curb and Gutter Replacement (Linear Feet)Average
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
0
5k
10k
15k
Average
Pavement Management - Mill and Overlay (Miles)
Strategic Priority 3 Sustainable InfrastructureInfrastructure that meets community needs.Sustainable Infrastructure Ta...
Last Update: Feb 09, 2023 19:23:33
Sanitary Sewer Lined or Replaced (Linear Feet)
Strategic Priority 3 Sustainable InfrastructureInfrastructure that meets community needs.Sustainable Infrastructure Ta...
Last Update: Feb 09, 2023 19:24:04
Pavement Management - Mill and Overlay (Miles)
YearMiles14.214.214.2 151515
161616
141414
15.315.315.3
14.414.414.4
333
1.21.21.2
Mill and Overlay (Miles)Average
2015 2016 2017 2018 2019 2020 2021 2022
0
5
10
15
20
Average
Sanitary Sewer Lined or Replaced (Linear Feet)
YearLinear Feet3,0503,0503,050
783783783 525525525 1,2911,2911,291 1,6941,6941,694
000
6,9936,9936,993
1,8621,8621,862
14,92814,92814,928
000
28,44228,44228,442
Sanitary Sewer Lined or Replaced (Linear Feet)Average
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
0
10k
20k
30k
Average
Total Amount Spent on Pavement Management
Strategic Priority 3 Sustainable InfrastructureInfrastructure that meets community needs.Sustainable Infrastructure Ta...
Last Update: Feb 09, 2023 19:25:09
Pavement Management
Projects include mill and overlay, concrete, misc. repairs, sealcoating, reclamite, and crack sealing.
YearTotal Amount Spent ($)$489,987$489,987$489,987 $599,244$599,244$599,244 $655,412$655,412$655,412
$900,000$900,000$900,000
$3,276,183$3,276,183$3,276,183 $3,427,609$3,427,609$3,427,609
$2,457,496$2,457,496$2,457,496
$2,870,809$2,870,809$2,870,809
$3,592,260$3,592,260$3,592,260
$2,334,015$2,334,015$2,334,015
$997,000$997,000$997,000
Total Amount Spent on Pavement Management Average
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
$0
$1M
$2M
$3M
$4M
Average
Watermain Breaks
Strategic Priority 3 Sustainable InfrastructureInfrastructure that meets community needs.Sustainable Infrastructure Ta...
Last Update: Feb 09, 2023 21:30:54
Watermain Breaks
YearWatermain Breaks111111
777
131313
999
191919
262626
161616
141414
101010
121212
999
Watermain Breaks Average
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
5
10
15
20
25
30
Average
Work Orders - Operations Divisions
Strategic Priority 3 Sustainable InfrastructureInfrastructure that meets community needs.Sustainable Infrastructure Ta...
Last Update: Feb 09, 2023 20:31:02
Work Orders - Operations Divisions
Work orders are reactively created in response to requests from the public (street lights out, potholes, tree trimming, etc.).
* Operations Divisions consist of Park Maintenance, Street Maintenance, and Forestry.
YearWork Orders1,1201,1201,120
1,2321,2321,232
718718718 721721721
781781781
833833833 837837837
916916916
Work Orders Generated Average
2014 2015 2016 2017 2018 2019 2020 2021
600
800
1000
1200
1400
Average
City infrastructure supports service needs
Owner: Scott Kulzer
%#
On Track 62.5 5
Some Disruption 12.5 1
Upcoming 25.0 2
Create comprehensive asset management plan
Owner: Kumud Verma
%#
On Track 62.5 5
Some Disruption 12.5 1
Upcoming 25.0 2
Work Orders - Utilities Divisions
Strategic Priority 3 Sustainable InfrastructureInfrastructure that meets community needs.Sustainable Infrastructure Ta...
Last Update: Feb 09, 2023 20:31:03
Update provided by Scott Kulzer on Feb 07, 2023 20:34:03
Public Works sta has began requesting proposals from consultants for asset management plan assistance in February 2023.
Work Orders - Utilities Divisions
Work orders are reactively created in response to requests from the public (catch basin plugged, water shut-o , utility locate requests, etc.).
* Utility Divisions consist of Water, Sanitary Sewer, and Stormwater.
YearWork Orders1,2221,2221,222
852852852
1,0291,0291,029
994994994
1,0451,0451,045
901901901
676676676
879879879
Work Orders Generated Average
2014 2015 2016 2017 2018 2019 2020 2021
600
800
1000
1200
1400
Average
Desired Outcome 3.1 Progress 0%
Initiative: 1 Action: 8
Initiative 3.1.1 Progress 0%
Action: 8
Sustainable infrastructure financing
Owner: Kumud Verma
%#
On Track 25.0 2
Upcoming 62.5 5
Completed 12.5 1
Create comprehensive capital funding strategy
Sta are undertaking several studies to inform a comprehensive strategy. One of the first is finalizing a utility
rate a ordability assessment and the asset management plan is targeted to begin later in 2023. In addition, the
city is seeking alternate funding sources. The city recently secured $3M in federal funding and are seeking $12M
in state funding for a new Wood Lake Nature Center (WLNC) Building. The city is also seeking legislative
approval to ask voters to implement a local sales tax for the WLNC building, improvements at Veteranʼs Park and
a new community center.
Owner: Kumud Verma
%#
On Track 25.0 2
Upcoming 62.5 5
Completed 12.5 1
Climate resilience is a priority
In 2020, the City Council voted to approve Richfield's Climate Action Plan which guides the Cityʼs internal and
external sustainability e orts. The CAP identifies 6 goals (Develop and Promote Energy E iciency E orts,
Promote Renewable Energy Installation and Purchasing, Encourage Sustainable Design and Building Practices,
Strengthen and Expand Natural Resource Management, Reduce Waste Generated, Improve Access to Local and
Healthy Food) which encompass 80 actions.
Owner: Rachel Lindholm
%#
On Track 54.55 6
Upcoming 36.36 4
Completed 9.09 1
Update provided by Kate Aitchison on Feb 13, 2023 17:32:59
Work in progress to conduct a utility rate a ordability assessment, explore the use of Local Sales Tax, determine debt limit capacity and other
analyses related to capital funding strategy.
Update provided by Rachel Lindholm on Mar 21, 2023 14:25:32
The City is working with paleBLUEdot to add emission reduction goals to the CAP, and prioritize actions that will help reduce emissions faster.
Desired Outcome 3.2 Progress 24%
Initiative: 1 Action: 8
Initiative 3.2.1 Progress 24%
Action: 8
Desired Outcome 3.3 Progress 9%
Initiative: 2 Action: 11
Create CAP education strategy for sta and public
Actions include: Identify City events for CAP education outreach opportunities; develop formal and informal
educational opportunities; create an engagement calendar; created educational materials for the city website;
and annually report on CAP progress to the community.
Owner: Rachel Lindholm
%#
On Track 66.67 4
Upcoming 16.67 1
Completed 16.67 1
Implement prioritized CAP initiatives
Actions include: Develop long- and short-term action steps for the CAP, identify funding sources for prioritized
initiatives, seek input on prioritized actions, create a communication plan, and implement prioritized actions.
Owner: Rachel Lindholm
%#
On Track 40.0 2
Upcoming 60.0 3
Update provided by Rachel Lindholm on Feb 09, 2023 17:39:43
Sta continue to plan and participate in various sustainability education events. This includes events at Wood Lake Nature Center (Energy
E iciency, Residential Solar, Trash/Recycling/Organics), community events like Penn Fest and Night to Unite, talking to groups like Richfield schools
and Richfield Garden Club, and co-hosting events like the 2023 Eco Fair.
Update provided by Kate Aitchison on Feb 13, 2023 17:38:33
The city is currently working towards conducting a greenhouse gas inventory, while also exploring funding sources and community priorities for
CAP projects.
Initiative 3.3.1 Progress 17%
Action: 6
Initiative 3.3.2 Progress 0%
Action: 5
High Quality Workforce
A stable, well-trained workforce.
High Quality Workforce Target
TBD% of all employees meet or exceed training goals by 2026
Maintain 95% fully authorized strength
Annual retention rate increase of 2% for all employees until maintaining 90% retention
Senior leadership teamʼs annual survey scores 85% or better by 2024
Owner: Lourdes Landi
%#
On Track 15.38 2
Upcoming 61.54 8
Completed 23.08 3
Strategic Priority 4 Long Term Target
Retention
Strategic Priority 4 High Quality WorkforceA stable, well-trained workforce.High Quality Workforce TargetTBD% of all e...
Owner: Chris Swanson
Last Update: Feb 10, 2023 15:32:21
Strategic Priority 4 Progress 23%
Desired Outcome: 2 Initiative: 3 Action: 13
Retention
Target: Retention rate increase of 5% to 10% from 2023 to 2026.% of BIPOC Employees84%84%84%
78%78%78%
85%85%85%88%88%88%85%85%85%86%86%86%
BIPOC Employees All Employees
2020 2021 2022
0%
25%
50%
75%
100%
Sta capacity to meet service demands
The labor market has been the most competitive in Minnesotaʼs history recently with unemployment at a record
low. In addition, there continues to be a lot of turbulence in the market leading to turnover which has been
disruptive. The city has implemented several initiatives to improve recruiting, retention and better plan for
upcoming retirements.
Owner: Sack Thongvanh
%#
On Track 40.0 2
Upcoming 60.0 3
Authorized Sta - Total
Strategic Priority 4 High Quality WorkforceA stable, well-trained workforce.High Quality Workforce TargetTBD% of all e...
Last Update: Mar 23, 2023 21:33:37
Update provided by Sack Thongvanh on Mar 23, 2023 21:15:19
The labor market has been the most competitive in Minnesotaʼs history recently with unemployment at a record low. In addition, there continues to
be a lot of turbulence in the market leading to turnover which has been disruptive. The city has implemented several initiatives to improve
recruiting, retention and better plan for upcoming retirements.
Total Authorized Sta ing for Richfield
Target: Maintain 90% fully authorized strength.
This is the total number of budgeted positions. This includes full time and part time.
YearNumber of Employees151515
236236236 244244244 242242242
Open Positions Total
2021 2022 2023
0
100
200
300
Desired Outcome 4.2 Progress 0%
Initiative: 2 Action: 5
Conduct compensation & classification study
Owner: Sack Thongvanh
%#
On Track 50.0 1
Upcoming 50.0 1
Establish departmental succession plans
Owner: Sack Thongvanh
%#
On Track 33.33 1
Upcoming 66.67 2
Healthy Council-sta relationships
Owner: Chris Swanson
%#
Upcoming 40.0 2
Completed 60.0 3
Develop Council-sta relationship/work plan process
One of the Strategic Plan outcomes is healthy council-sta relationships, and the key outcome indicator is a
survey on trust and healthy relationships.
The Council-Director Team complete a survey annually that includes 10 questions on behaviors related to
e ective governance. The e ective governance behaviors focus on trust, role definition, communication, shared
vision, strategy and being able to e ectively respond to conflict. In 2023, the Council-Director Teamʼs average
response of 73% means that the team believed they demonstrated these behaviors most of the time. The most
recent survey results reflect a 33% improvement from the 2022 results.
Sta also developed a quarterly schedule for the Council-Director Team to meet to monitor progress on the
Strategic Plan initiatives, consider Council policy proposals, develop long-term financial plans and budgets, and
focus on teambuilding.
Owner: Chris Swanson
%#
Upcoming 40.0 2
Completed 60.0 3
Update provided by Sack Thongvanh on Mar 24, 2023 13:34:44
Two firms will be interviews on March 29th and the Committee will make final recommendation to the City Manager and Council.
Update provided by Sack Thongvanh on Mar 23, 2023 21:13:43
City Sta has informal started evaluating secession planning across the organization. Formal discussion with each department will start in 2024 to
develop process, procedures, and policies. The need is more critical now than ever to retain institutional knowledge and prepare the city for
success.
Update provided by Chris Swanson on Feb 13, 2023 22:07:05
Initiative 4.2.2 Progress 0%
Action: 2
Initiative 4.2.3 Progress 0%
Action: 3
Desired Outcome 4.3 Progress 60%
Initiative: 1 Action: 5
Initiative 4.3.1 Progress 60%
Action: 5
Progress on this action is summarized in Initiative 4.3.1
Equity and Inclusion
A diverse, inclusive and thriving hometown.
Equity and Inclusion Targets
Progress on reducing racial inequities measured by citywide metrics by 2025
Our sta and commissioners represent the diversity of our community:
3% annual increase - underrepresented leadership
3% annual increase - BIPOC employees
3% annual increase for BIPOC Commissioners
BIPOC retention rate ≤ overall rate
80% of City Council policy decisions and sta process improvements include use of equity framework
by 2026
Equity and Inclusion Community Summary
41% of residents identify as BIPOC
English is not the primary language spoken at home for 24.4% of residents
Richfield is younger than our neighbors- median age is 35.7 years
Owner: Chris Swanson
%#
On Track 17.24 5
Some Disruption 10.34 3
Upcoming 55.17 16
Completed 17.24 5
Strategic Priority 5 Progress 17%
Desired Outcome: 3 Initiative: 5 Action: 29
Strategic Priority 5 Long Term Target
Race of Richfield Residents
Strategic Priority 5 Equity and InclusionA diverse, inclusive and thriving hometown.Equity and Inclusion TargetsProgre...
Last Update: Feb 03, 2023 21:31:05
Race of Richfield Residents
2020 Census
American Indian /Alaska NativeAmerican Indian /Alaska Native - - 0.5%0.5%American Indian /Alaska Native - 0.5%
OtherOther - - 0.7%0.7%Other - 0.7%
Multi-RacialMulti-Racial - - 5%5%Multi-Racial - 5%
Black or African AmericanBlack or African American - - 9.7%9.7%Black or African American - 9.7%
Hispanic or LatinoHispanic or Latino - - 18.4%18.4%Hispanic or Latino - 18.4%
White, non-HispanicWhite, non-Hispanic - - 59%59%White, non-Hispanic - 59%
Asian/ Pacific IslanderAsian/ Pacific Islander - - 6.7%6.7%Asian/ Pacific Islander - 6.7%
Age of Community
Strategic Priority 5 Equity and InclusionA diverse, inclusive and thriving hometown.Equity and Inclusion TargetsProgre...
Owner: Kelly Wynn
Last Update: Feb 07, 2023 23:30:56
Age of Community Members
*Chart Survey/Program: 2019 ACS 5-Year Estimates Data Profiles
Under 5 YearsUnder 5 Years - - 6.2%6.2%Under 5 Years - 6.2%
Under 18 yearsUnder 18 years - - 21.5%21.5%Under 18 years - 21.5%
18 years and older18 years and older - - 78.5%78.5%18 years and older - 78.5%
65 years and older65 years and older - - 15.5%15.5%65 years and older - 15.5%
Educational Attainment (25 years and older)
Strategic Priority 5 Equity and InclusionA diverse, inclusive and thriving hometown.Equity and Inclusion TargetsProgre...
Owner: Kelly Wynn
Last Update: Mar 07, 2023 22:32:26
Educational Attainment in Richfield
(25 years and older)
Level of EducationPercent of community9.9%9.9%9.9%
19.6%19.6%19.6%19.2%19.2%19.2%
9%9%9%
29%29%29%
13.3%13.3%13.3%
Percent of community
Some school, no
diploma
High School or
equivalent Degree
Some college, no
degree
Associates degree Bachelor's degree Graduate or
professional degree
0%
10%
20%
30%
40%
Community Members with a Disability
Strategic Priority 5 Equity and InclusionA diverse, inclusive and thriving hometown.Equity and Inclusion TargetsProgre...
Last Update: Mar 07, 2023 22:32:26
Community Members with a Disability
Type of DisabilityPercent of Residents with Disability
Percent of Residents with Disability
Hearing Difficulty
Vision Difficulty
Congitive Difficulty
Ambulatory Difficulty
Self-Care Difficulty
Independent Living Difficulty
Richfield (Average)
Minnesota (Average)
0%2%4%6%8%10%12%14%16%
Ethnicity of Commissioners- 2022
Strategic Priority 5 Equity and InclusionA diverse, inclusive and thriving hometown.Equity and Inclusion TargetsProgre...
Last Update: Mar 08, 2023 20:52:47
Self Reported Ethnicity of Commissioners
* This is the self reported ethnicity of new commissioners for 2023. Sta will send a survey out to all commissioner later this year to have a baseline for all commissioners.
Self Identified RaceResponse75%75%75%
10%10%10%7%7%7%3%3%3%3%3%3%7%7%7%
Percent of Commissioners
White, non-hispanic Black or African
American
Hispanic American Indian or
Alaska Native
Asian Other
0%
25%
50%
75%
100%
Percentage of BIPOC Employees
Strategic Priority 5 Equity and InclusionA diverse, inclusive and thriving hometown.Equity and Inclusion TargetsProgre...
Last Update: Feb 13, 2023 21:01:40
Percentage of BIPOC Employees
% of BIPOC Employees16%16%16%
18%18%18%
20%20%20%
7%7%7%
9%9%9%
13%13%13%
All Employees Leadership
2020 2021 2022
0%
5%
10%
15%
20%
25%
Reduced racial inequities and barriers for traditionally excluded groups
The city continues to work on addressing racial inequities and barriers for traditionally excluded groups. The
city is currently working to hire an equity coordinator who will begin work on an equity plan once they begin
employment with the city.
Owner: Chris Swanson
%#
On Track 10.0 2
Some Disruption 15.0 3
Upcoming 50.0 10
Completed 25.0 5
Retention
Strategic Priority 5 Equity and InclusionA diverse, inclusive and thriving hometown.Equity and Inclusion TargetsProgre...
Last Update: Feb 10, 2023 15:32:21
Retention
Target: Retention rate increase of 5% to 10% from 2023 to 2026.% of BIPOC Employees84%84%84%
78%78%78%
85%85%85%88%88%88%85%85%85%86%86%86%
BIPOC Employees All Employees
2020 2021 2022
0%
25%
50%
75%
100%
Desired Outcome 5.1 Progress 25%
Initiative: 3 Action: 20
Develop strategy to hire DEI Coordinator
The city has recently review the Equity Coordinator position. Part of this this review was an evaluation of the DEI
coordinators roles and responsibilities. Management evaluated DEI coordinators position in organization and
worked to identify if they need additional resources to be successful in the position. Part of this process was to
update DEI job description to reflect finding from prior research and employee experience. Once this work was
done, the city posted the DEI position and worked to promote this position to the community.
Owner: Chris Swanson
%#
Some Disruption 28.57 2
Completed 71.43 5
Create Equity Plan
Funding has been allocated from ARPA fund for increased equity work over the next few years. Part of that
funding will cover the cost of an Equity Plan for the city. Once the city hires an Equity Coordinator, one of their
first projects will be to begin work on an equity plan.
Owner: Chris Swanson
%#
On Track 16.67 1
Upcoming 83.33 5
Create customer service rating increase strategy
Owner: Chris Swanson
%#
On Track 14.29 1
Some Disruption 14.29 1
Upcoming 71.43 5
Update provided by Chris Swanson on Oct 31, 2022 19:32:43
Action 5.1.1.2: Evaluate DEI coordinators position in org and if they need additional resources for success (100% completed)
DEI coordinators position in org has been evaluated and the position has been adjusted. This position will be posted April of 2023.
Update provided by Kate Aitchison on Feb 09, 2023 17:39:11
Funding has been allocated from ARPA fund for increased equity work over the next few years. Part of that funding will cover the cost of an Equity
Plan for the city. Once the city hires an Equity Coordinator, one of their first projects will be to begin work on an equity plan.
Update provided by Kate Aitchison on Feb 09, 2023 17:37:00
Research and data review will be underway in 2023, along with identifying opportunities for on site data collection.
Initiative 5.1.1 Progress 71%
Action: 7
Initiative 5.1.2 Progress 0%
Action: 6
Initiative 5.1.3 Progress 0%
Action: 7
Sta , Boards and Commissions reflect the diversity of the community.
The city is continuing to look at di erent ways to increase the diversity of commission members in the city.
Sta 's goal is that, with a more targeted recruitment and selection strategy, the city's boards and commissions
will better reflect the demographics of Richfield. In 2022, sta conducted the first survey of new commissioners
to determine a baseline.
Owner: Kelly Wynn
%#
On Track 100.0 1
Sta reflects the diversity of the community
The city is continuing to look at ways to increase the diversity of their candidate and ultimately employee pool.
Owner: Chris Swanson
%#
On Track 100.0 1
Equity-based framework is applied to decision-making.
The city has been working to create an Equity toolkit to be used by sta when looking at city decisions. The
Equity toolkit will ensure our city's actions are targeted to achieve equitable outcomes. This will be done by
ensuring historically excluded communities, particularly communities of color, are in involved in decision-
making. The Equity toolkit will help highlight existing disparities and how cityʼs actions impact these
disparities. The toolkit will use data to identify current racial disparities.
Owner: Chris Swanson
%#
On Track 25.0 2
Upcoming 75.0 6
Develop and implement equity decision-making framework
The Equity Toolkit lays out a process to guide the development, implementation, and evaluation of policies,
programs, practices, procedures, initiatives, ordinances, and budget issues ("Initiatives") to address the impacts
on racial equity and ensure that all that we do helps us to realize our equity vision.
Owner: Chris Swanson
%#
On Track 25.0 2
Upcoming 75.0 6
Update provided by Chris Swanson on Jan 30, 2023 17:17:47
The city has been working to create an Equity toolkit to be used by sta when looking at city decisions. The Equity toolkit will ensure our city's
actions are targeted to achieve equitable outcomes. This will be done by ensuring historically excluded communities, particularly communities of
color, in involved in decision-making. The Equity toolkit will help highlight existing disparities and how cityʼs actions impact these disparities. Sta
has created a dra Equity toolkit and has been testing the document with various decisions. Sta believe the Equity toolkit will ready for use across
the organization in early 2023.
Update provided by Kate Aitchison on Feb 09, 2023 17:46:09
Desired Outcome 5.2 Progress 0%
Initiative: 1 Action: 1
Initiative 5.2.1 Progress 0%
Action: 1
Desired Outcome 5.3 Progress 0%
Initiative: 1 Action: 8
Initiative 5.3.1 Progress 0%
Action: 8
The city has been working to create an Equity toolkit to be used by sta when looking at city decisions. The Equity toolkit will ensure our city's
actions are targeted to achieve equitable outcomes. This will be done by ensuring historically excluded communities, particularly communities of
color, in involved in decision-making. The Equity toolkit will help highlight existing disparities and how cityʼs actions impact these disparities. Sta
has created a dra Equity toolkit and has been testing the document with various decisions. Sta believe the Equity toolkit will ready for use across
the organization in early 2023.
AGENDA SECTION:Work Session Items
AGENDA ITEM #2.
STAFF RE P ORT NO. 08
WORK SESSION
3/28/2023
RE P O RT
P RE PA RE D B Y: S ack Thongvanh, A ssistant C ity Manager
D E PA RTME NT
D IRE C TOR RE V IE W:
O THE R
D E PA RTME NT
RE V IE W:
P S S upport S ervices - A nderson, Jennifer P S S upport S ervices - Maiser, J aime P ublic
S afety - Henthorne, Jay C hris F ierst, L iquor Operations Manager
C ITY MA NA G E R
RE V IE W: K atie Rodriguez, C ity Manager
3/22/2023
I T E M F O R WO RK S E S S IO N:
Brief recap presentation and Council discussion on the removal of all tobacco products from Richfield
Liquor Stores.
E X E C UT IV E S UM M ARY:
Staff has reviewed the impact of eliminating all tobacco products from municipal liquor stores. Currently,
Richfield Municipal Liquor offers twenty-eight varieties of cigarettes for sale at our four locations. Of these
twenty-eight varieties, eleven are flavored cigarettes. Annually cigarette sales contribute 1.46% to 1.79% of
total Liquor Operations sales. Cigarettes are a convenience item the stores offer customers to help save a
stop.
D IRE C T I O N NE E D E D:
Staff seek direction on eliminating all tobacco products from municipal liquor stores. If council does
choose this option, staff recommends a phased approach of six months to draw down inventory and
provide enough notice to vendors and customers.
B AC K G RO UND INF O RM AT I O N:
A.H IS TOR IC AL C ON T E X T
B.P OL IC IE S (resolutions, ordinances, regulations, statutes, etc):
Staff will prepare a resolution for Council approval at a future meeting.
C.C R IT IC AL T IMIN G IS S U E S:
D.F IN AN C IAL IMPAC T:
Banning sales of flavored tobacco and eliminating all tobacco products in municipal liquor stores will have
a financial impact on revenues and profits, potentially reducing funds available to Park and Recreation
capital investment. The 2023 Budget includes a $550,000 transfer from the Liquor Operations Fund to
support Park and Recreation capital projects. I n 2022 the profit on sales of flavored tobacco was
$12,151 and the profit on non-flavored tobacco products was $40,847.
Lost revenues will impact future allocations or liquor store capital maintenance and upgrades. Detailed
sales and profit information from 2020 is attached.
E.L E GAL C ON S ID E R AT ION:
ALTE R N AT IV E(S):
P R IN C IPAL PAR TIE S E X P E C TE D AT ME E TIN G:
AT TAC H ME N T S:
D escription Type
Tobacco S ales 2000-2022 E xhibit
2020 Cigarette Sales Profit Qty. Sold (Units/Packs)Sales Total Total Cost Profit Margin
Flavored Tobacco Sales 25.40%10,495.99$ 4,226 46,507.24$ 36,011.25$ 22.60%
Non-Flavored Tobacco Sales 74.60%30,825.63$ 13,337 148,011.63$ 117,186.00$ 20.02%
Total Sales 100.00%41,321.62$ 17,563 194,518.87$ 153,197.25$ 21.20%
Note: Cigarette Sales contribute 1.46% of total sales for the year end 2020.
2021 Cigarette Sales Profit Qty. Sold (Units/Packs)Sales Total Total Cost Profit Margin
Flavored Tobacco Sales 24.30%9,166.15$ 4,937 56,995.13$ 47,828.98$ 19.16%
Non-Flavored Tobacco Sales 75.70%28,590.12$ 15,460 175,473.90$ 146,883.78$ 19.50%
Total Sales 100.00%37,756.27$ 20,397 232,469.03$ 194,712.76$ 19.50%
Note: Cigarette Sales contribute 1.66% of total sales for the year end 2021.
2022 Cigarette Sales Profit Qty. Sold (Units/Packs)Sales Total Total Cost Profit Margin
Flavored Tobacco Sales 22.90%12,151.05$ 4,901 62,603.49$ 50,452.44$ 19.00%
Non-Flavored Tobacco Sales 77.10%40,847.30$ 14,594 185,657.06$ 144,809.76$ 22.00%
Total Sales 100.00%52,998.35$ 19,495 248,260.55$ 195,262.20$ 21.35%
Note: Cigarette Sales contribute 1.79% of total sales for the year end 2022.
2023 Sales to 02/21/2023 Profit Qty. Sold (Units/Packs)Sales Total Total Cost Profit Margin
Flavored Tobacco Sales 22.50%1,246.05$ 567 7,365.33$ 6,119.28$ 16.90%
Non-Flavored Tobacco Sales 77.50%4,285.58$ 1,626 21,121.74$ 16,836.16$ 20.03%
Total Sales 100.00%5,531.62$ 2,193 28,487.07$ 22,955.45$ 19.42%
Note: Cigarette Sales contribute 1.58% of total sales for the year so far.
Current Inventory as of (02/22/2023)Units/Packs Cost
Cedar 566 5,715.85$
Lyndale 261 2,654.52$
Penn 165 1,741.31$
Wine and Spirits 205 2,133.31$
4-Store Totals 1,197 12,245.00$