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04-25-2023 WS City Council Agenda W O R K S E S S IO N R IC H F IE L D MU N IC IPAL C E N TE R, B AR TH O LO ME W R O O M APR IL 25, 2023 5:30 P M C all to order 1.C ity C ouncil and S taff Team Quarterly Meeting-P olicy Topic P roposals and Tentative 2024 Workplans A djournment Auxiliary aids for individuals with disabilities are available upon request. Requests must be made at least 96 hours in advance to the City Clerk at 612-861-9739. AGENDA SECTION:Work Session Items AGENDA ITEM #1. STAFF RE P ORT NO. 15 WORK SESSION 4/25/2023 RE P O RT P RE PA RE D B Y: K atie Rodriguez, C ity Manager D E PA RTME NT D IRE C TO R RE V IE W: S ack Thongvanh, A ssistant C ity Manager 4/19/2023 O THE R D E PA RTM E NT RE V IE W: C ITY MA NA G E R RE V IE W: K atie Rodriguez, C ity Manager 4/19/2023 I T E M F O R WO RK S E S S IO N: City Council and Staff Team Quarterly Meeting-Policy Topic Proposals and Tentative 2024 Workplans E X E C UT IV E S UM M ARY: This Work Session is the second quarterly City Council-Staff Leadership meeting and focuses on considering Council Policy Requests and reviewing tentative 2024 Department W orkplans. The workplans generally do not include business as usual work but projects that represent continuous improvement in processes, programs and technology. The projects also include progress on strategic initiatives. I n order to better prioritize and manage City workplans given that there are limited financial and staff resources, Council submits any additional policy topic requests to be considered prior to the annual budget process. Relevant staff provide additional information on any challenges to implement, approximate costs and staff time, possible next steps and the impact on existing workplans and progress on the Strategic Plan. This allows for a comprehensive consideration of adding or changing workplans and should result in a more focused City leadership. The more formal approach to considering additional projects should also result in a more transparent process and a more sustainable workload which builds healthy Council-staff relationships. Both goals are desired outcomes in the Strategic Plan. City Council members submitted four policy topics to consider and staff have added additional information which are attached to the agenda. Staff have also included the department's tentative 2024 workplans which will be finalized as part of the upcoming budget process. The policy requests to be discussed include: Hosting a State of the Community event Limitations on institutional ownership of residential properties Additional renter protections Eliminating parking minimums D IRE C T I O N NE E D E D: Consider the four policy topics to determine if they are a priority to add to 2024 workplans and, if needed, determine existing workplan or Strategic Plan projects that will need to be deferred. B AC K G RO UND INF O RM AT I O N: A.H IS TOR IC AL C ON T E X T The City Council adopted the 2023-2026 Strategic Plan in September 2022. The Plan included 5 priorities and 15 desired outcomes including Focused City Leadership and Healthy Council-staff Relationships. I n order to make progress on the outcomes the City Council and staff leadership meet quarterly to review progress on the Strategic Plan, teambuilding, long-term financial plans and budgets, and to review workplans. 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: Staff are creating their 2024 workplans in preparation for the 2023-24 budget process which begins in May 2023. D.F IN AN C IAL IMPAC T: Estimated financial impact may be included in the individual policy requests, and would be finalized if the policy is prioritized and added to future budgets. E.L E GAL C ON S ID E R AT ION: Legal consideration may be included in the individual policy requests. ALTE R N AT IV E(S): Council may choose not to prioritize the requests for 2024, may defer to a future year or may prioritize an alternate approach to the specific requests that advances the same goal. 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 S P desired outcomes B ackup Material Work plan B ackup Material P olicy P roposal-Institutional Ownership of Housing C over Memo P olicy P roposal-P arking Minimums C over Memo P olicy P roposal-Renter P rotections C over Memo P olicy P roposal-S tate of the C ommunity C over Memo Action step Priority/O utcome Process Improvem ent? Assigned to Status Notes Initiate a customer service feedback survey of our Deputy Registrar and passport customers. 4b Y Administrative Services TBD Intend to work with new Equity Coordinator when the position is filled. Develop Capital Replacement Schedule for City Hall 3 Administrative Services - Buildings 2023 Security Camara Replacement for City Hall and New Cameras for Public Works 3 Administrative Services - Buildings 2024 Develop Data Management System - City Wide 1,3,4 Y Administrative Services - City Clerk 2023 City Clerk is starting the project by centralizing contract management in 2023. Working through an action plan with IT to create a categorization template for contracts storage in Laserfiche. Once a plan is in place, feedback will be taken from each department for best ways to proceed. Agenda Packet Tool (also see Executive item)1c Y Administrative Services - City Clerk 2023-2024 With Granicus shutting down Novus in the near future, conversations between the City Clerk and the Executive department have begun for a switch in agenda management software. Previous work was done to test Laserfiche as a potential agenda management application and that work will be revisited. Re-Establish Employee Engagement Committee 1,4 Administrative Services - Communications Q2 2023 Provide internal training on branding, social media, website management and other communications- related efforts. 1,4 Administrative Services - Communications Q4 2023 This will include rebooting the web-user team. Refine the website to make information more accessible to the community. 1c Administrative Services - Communications 2025 New website was launched in December 2020. Ongoing work is done to maintain, update and enhance the current website, as staff time permits. Utilize Monsido tool to check for accessibility standards and clarity of language. Update and enhance existing Carousel infrastructure to provide up to date information on public info screens at City Hall. 1c Administrative Services - Communications Q3 2023 Offer more city-generated content in Spanish in print, social media and online forms. 5a Administrative Services - Communications 2024 Launch an engagement vehicle for pop-up events in the community, specifically in areas with low-income, BIPOC populations. 5a Administrative Services - Communications / Community Development Summer 2023 In planning stages. Vehicle is secured via PWs. Will be able to travel on trail or street. Employee Survey 1, 4 Administrative Services - HR Q3-Q4 2023 The cycle has been every two years to survey staff on employee experience, satisfaction and solicit feedback. Stay Interviews 1,4 Administrative Services - HR Q3 2023 Establish program for City Manager and Assistant City Manager to meet/checkin with new hires (ex. 30/60/90 days). Also implement service anniversary check-ins (one year, five years, etc...) Compensation and Class Study 1b & 4b Administrative Services - HR 2023 The Committee has selected a vendor (Baker Tilly) and references are currently being contacted. Implement Electronic Personal Action Form (PAF)1c Y Administrative Services - HR Q4 2023 or 2024 Will restart after the hire and onboarding of HR staff Worker Compensation Program 1c Administrative Services - HR Q4 2023-Q1 2024 Explore alternatives to our self insurance with LMCIT Organizational culture training 4 a,b Administrative Services - HR Q4 2023 to 2024 Continue the training for all staff (will depend on the capacity of the internal trainers) Safety Pays Program 4a Administrative Services - HR Q4 2023 Explore continuing the program Create a more robust new hire orientation that includes overall City services education 4a Administrative Services - HR Q4 2023 Create more interactive onboarding experience on first day and additional education monthly. Update our AWAIR program including a plan for Safety Training (non Fire, Police and PW staff) 4a Administrative Services - HR Q1 2024 Implement CDL Clearinghouse processes 4a Y Administrative Services - HR Q2 2023 Update CDL drug testing policy and procedures required by the Clearinghouse. Upgrade of Oracle Finance and HR software 1c Y Administrative Services - HR/Finance Q1 2024 LOGIS has confirmed a planned live date in May, 2024. System-wide upgrade of AV technology in CC Chambers, cable room, conference rooms and all TV displays 1c Administrative Services - IT 2022-2023 The conference/meeting rooms have been completed. The digitial signage has been installed and the content is currently being created. The chambers and the cable room are scheduled to start installation in late May, 2023 with completion in June 2023. Centralized Help Desk for IT/Richfield 1c Y Administrative Services - IT 2024/2025 Create a centralized Help Desk for the entire city. Tickets would be created, and all the departments would utilize the same system. This will make for a more unified environment without duplication of tasks. IT Policy 1c Y Administrative Services - IT Ongoing Create an IT policy that will include the necessary security and IT requirements for users while keeping users functional and the data secure Microsoft365 1c & 3a Y Administrative Services - IT Q4 2022 - Q2 2023 Completed the installation of M365 in January to all devices (ARPA project) Continued M365 Services 1c & 3a Y Administrative Services - IT 2024/2025 Installation of a sharepoint server will allow us to add more M365 features for added collaboration and efficiency. For example MS Teams, OneDrive…. Infastructure - Fiber Install 1c & 3a Administrative Services - IT Ongoing 2023 - Penn Liquor store will be connected to fiber, 3 well houses will be connected to fiber 2024 - 2 well houses will be connected to fiber Continue to create redundancy in the Fiber infrastructure. IT & Secuirty Assessment-Loffler 1c & 3a Y Administrative Services - IT Q2 2023 Complete the assessments and review the reports LOGIS Security as a Service 1c & 3a Administrative Services - IT 2024 The importance of security and the need to have an expert with all of the quickly changing intrusions we would move to having LOGIS take on more of a role. Restart In-Person Events like Richfield Home Tour & Realtor Workshop 2b Community Development 2023/2024 Model the type of development and investment that we want to see in the Community: Develop pilot projects on HRA-owned lots: target one duplex and one energy-efficient home. Facilitate preservation/affordability of Woodlawn Terrace. 2b, 2c,3c Community Development 2023/2024 Analyze multi-family (MR-2/MR-3) regulations to ensure supportive of "missing middle" type projects and elimate out-dated regulations. 2b,c Community Development 2023/2024 Continuation of code update work to reflect Comprehensive Plan. Update housing work plan. Develop appropriate continuum of affordability, identify tools to address unmet needs and investment and preservation of NOAH rental housing. 2c Community Development 2023/2024 Goals/targets updated as part of Strategic Plan. Next steps - review current programs and develop spending strategy/priorities for affordable housing trust fund. Award additional social service ARPA funds.2c, 5a Community Development 2023/2024 The program is a competitive application process to provide services to the community focused on rental assistance, domestic abuse, mental health, job training, food insecurity. 2023 awards complete. Draft 2023-2024 City of Richfield Action Steps (Workplan) Action step Priority/O utcome Process Improvem ent? Assigned to Status Notes Draft 2023-2024 City of Richfield Action Steps (Workplan) Develop an "Apartment Navigator" program to expand connections with apartment communities. 2c, 5a Community Development 2024 Worked with SHIP to co-sponsor position, but did not get grant funding. Restarting planning after pandemic delay. Review process of bringing a development to Council/residents. Foster a better understanding of "vested entitlements" granted in the zoning code, develop recommendations for developer's community engagement, and research other cities' approaches. Community Development 2023/2024 Planning Commission training scheduled. Planning staff to evaluate commications improvements (e.g. email subscriptions, engagement, Esri storymaps) Create economic development plan within budget and staffing constraints; including the development of an inventory of tools to assist existing businesses, an identification of potential new tools, a small businesses directory (in association with the Chamber) and an identification of benefits and challenges of doing business in Richfield. 2a,b Community Development/ EDA 2023 and beyond Consultant hired to conduct Business Assistance Assessment - completed April 2023. Hired Economic Development Mgr April 2023; onboarding through 2023. Conduct downtown business inventory summer 2023. Implement electronic plan review and new city-wide permitting system to improve efficiency in permitting/plan review 1c Y Community Development/several other departments 2022/2023/2 024 ARPA funded. Began data transfer to vendor 2022; full implementation 2023. 2023/2024 update all templates/SOPS to reflect new system. Several zoning code text amendments identified to improve efficiency. Create strategic plan with priorities, measureable outcomes and performance targets for the next four years. The process will include both internal and external stakeholder input. 5-Jan Executive Complete Some targets will be detailed in Q4 2023 Develop council-staff leadership relationship plan (meet quarterly includes workplan process) 1a & 4c Y Executive Complete Document processes in a manual. Provide training for commissioners and chairs. Update and review the charter commission application, appointment and recruitment process. Obtain and track demographic information for all applicants. Survey for better recruitment and retention. 1a & 5b Y Executive 2023 Implemented several changes to recruitment process and with liaisons based on best practices and feedback from commissioners. Provided commissioner and chair training. Currently obtaining demographic information. Contract for community survey (last completed in 2020) 1c & 5a Executive 2024 Update agreement with Richfield Tourism and Promotion Board. 2a & b Y Executive Complete Recruited and Council appointed resident and restaurant representative as part of new agreement with RTPB. Recruit and hire an Equity Coordinator to provide citywide coordination of programs, education and outreach in the areas of equity & inclusion. 5 a-c Executive Q2 2023 Posting for Equity Coordinator position in April, interviews in May with a target June start date. Work with HRC and Public Safety to present a conversion therapy ban ordinance to Council 5a Executive Complete Council passed a ban at their October 11, 2022 Meeting. Create customer service rating increase strategy 5a Executive 2024 Assist Admin Services in their customer service rating process and expand to other departments in 2024 or future years. Create Equity Plan framework and support departments in creating their specific equity workplans 5a Executive / CAREs Team Q1 2024 Create and launch a public equity and Inclusion webpage. 5a Executive / CAREs Team Q4 2023 Create equity tool kit and support departments in the continued use of the tool kit. 5c Executive / CAREs Team Q3 2023 Create equity lens and integrate in staff reports, train and support all departments on how to use the equity lens. 5c Executive / CAREs Team Q4 2023 Embed strategic plan mission, vision, values and strategic priorities in communications and city processes. 1a Y Executive/Admin Serv Q2 2023 Strategic plan summary was highlighted via multiple channels including the Annual Report and is tracked and communicated on an ongoing basis through the dashboard (see below). The priorities and outcomes are also tracked as part of the budgeting process. Finally, staff will incorporate strategic plan outcomes into staff reports for applicable topics. Create Public strategic plan dashboard to track and report performance targets. Update the progress on the strategic plan quarterly. 1a Executive/Admin Serv Complete Dashboard has been added to the website and will be improved and updated on an ongoing basis. Evaluate the options for agenda management system to improve staff report workflow for public meetings. 1c Y Executive/Admin Serv Q4 2023 This may be rescheduled to 2024 depending on capacity. Develop and implement training program 5a Executive/Admin Serv 2024 Will add some training opportunities in 2024 and continue to build the program in 2025. Report progress on equity plan metrics to staff, council, commission, and community annually 5a Executive/Admin Serv 2024 Update and create HR processes/policies that align with equity and inclusion goals. 5b Y Executive/Admin Serv 2024 This work will begin in 2024 but may extend into 2025. Partner with local legislators, state agencies and regional partners to advance key city priorities. 1 & 3 Executive/All Departments Ongoing $12M request for Wood Lake Nature Center (WLNC) building in House and Senate 2023 bonding bills. Secured $3M in federal funding for WLNC . Local sales tax request in the Senate bill but not the House. A bill to add local standards to EMS services had a hearing in the House and discussions are ongoing to create a task force. Working with Recreation and Fire on the top priorities this year. Develop 5 and 10 year financial plans. Research and present options for additional revenues to council 1b & 3b Executive/Finance 2023/2024 Improved the long-term financial plan document, Key Financial Strategies, as part of the 2023 budget process. Exploring additional state and local revenues and have secured grants and federal funding for projects. Will continue this work into 2024. Improvements to internal policies and processes 1b, 1c Y Finance Completed (i)Purchasing policy revised and approval thresholds were changed to streamline and better match approvals with responsibility level. (ii)Paycheck day moved from Thursday to Friday to gain an additional processing day to ensure an accurate payroll run. (iii) Updated city credit card authorization process authorizing the Finance Manager and the City Manager to designate which employees, may use a city issued credit card to make purchases. (iv) Cell phone reimbursement rates revisions supported by cost benefit analysis. Reimbursements are now handled through payroll and will be reported as taxable income on employee W-2. Consistent with best practices and eliminates submission of phone bills. Lean the process to gain efficiencies using EDMS 1c Y Finance Completed Starting 2023 Finance is doing all of the journal entries electronically eliminating the printing, filing, scanning and storage of paper entries Drive and schedule training and learning initiatives 1c, 4a Finance 2023 - Q2 Design and offer a budget training to employees that are new to or need refreshing on MS Access budget software. Employees will learn how to enter personnel and non-personnel cost, how to dive into budget numbers for reconciliations, how budget funding is structured, allocation of overhead cost etc. Optimal staffing to meet service demands. Support recruitment and retention, maintain workforce capacity 1c, 4b Finance Ongoing Staffing continues to be one of the primary challenges Finance is facing. Tight labor market has generated more challenges in our attempts to hire staff. Recently Payroll Accountant announced her transitioning from City to advisory services and we are working on knowledge transfer to enusre payroll continues to run with least interruptions. Finane is exploring new and different apporoaches to attract candidates and fill open positions. We are looking to hire summer intern to help with budget and it could set up a direct pipeline for future full time employee. Action step Priority/O utcome Process Improvem ent? Assigned to Status Notes Draft 2023-2024 City of Richfield Action Steps (Workplan) Review and document methodology of allocating administrative cost to all funds and departments 3b Finance 2023 Review current allocation of administrative costs to ensure the detailed methodology for the cost allocation is reasonable and appropriate. The allocation methodologies should be thoroughly documented for transparency purposes, and updated periodically in accordance with best practices. Upgrade of Oracle Finance and HR software 1c Y Finance/Admin Serv Q1 2024 LOGIS has confirmed a planned live date in May, 2024. Implement Electronic Timecards 1c Y Finance/Admin Serv 2023-2024 A pilot program to be launched in 2023 to eliminate the need for exempt employees to submit timesheets. Transition to electronic time cards will start when we migrate to the new Oracle system. Organizational Development/Succession Planning 1a-c, 4a Y Fire 2023-2024 Worked with outside OD specialist to build organizational Code of Conduct and 360 reviews of command staff Strategic Visioning with area Fire Departments 1c, 4a-b, 5a-c Fire 2023-24 Working with area departments to determine best ways to implement; Fire Cadet Program, EMS Delivery Strategy, and other current trends Update the Response Time Residency requirement 1c, 4b Y Fire Q1 2023 Worked with firefighters to find a balance for response and moved residency to 20 minutes with a new policy and MOU with L1215 Work with building managers and property owners to inspect properties and provide reports on how to lower crime through crime prevention of the property as in Crime Prevention through Environmental Design, “CPTED”. Performing security assesments based on the number of "Active Shooter" incidents occurring around the country. Working with Charter Schools and Daycares on Safety Protocols for critical incidents. 1,3,4, 5a/c Public Safety Q1 2025 We have worked this last year with Richfield Towers and Seasons Park on Building maintenance and security issues along with Landlord Tenant concerns. Since Uvalde Texas incident our schools and buisness are requesting this to be completed and we are working in collaboration to perform these. We are getting alot of requests still to do assesments for schools and businesses on their emrgency plans, ect. We are working with several schools and businesses over the next two years. Instituited 20 police reform measures that were passed by the Legislature and the POST Board on mandated policies. Trained and implemented new policies as they relate to case law both at the local, state, and federal level. We anticipate additional reforms that will be put into place this year and into 2023/2024. 1,3,4,5 Public Safety 2023/2024 We will work internally to complete and process new reform measures through development, training, and education and implementation of equipment. The 2023 legislative session has several bills pending regarding police reform that will add time for the police department to implement, if passed. The legislature has additional reform measures planned for the next two sessions. Emergency Management/Response for continued support of COVID, addition training, preparation for man-made and natural disaters. Outreach to underserved communities. 1,3,4,5a-c Public Safety 2023 to 2026 Awarded $150k in ARPA funding to achieve our goals of emergency planning over the next 3 years. Planning is taking place to move this forward. Support Services will continually evaluate properties and perform similar inspections, as single family homes, to make sure the properties are well maintained and in compliance with the code. We will also be reviewing and amending code in Support Services. 1,3a-c,4,5 Public Safety Q4 2023- 2025 We worked with numerous properties and home owners concerning property maintenance. We have maintained a 95 percent compliance rate for the past 5 years. There are several codes that need to be changed over the next couple of years. Implementing policies and programs following legislative action on adult-use cannabis, will also present ordinances to ban flavored tobacco and limiting tobacoo licenses. Adult-use cannabis will be a heavy lift for public safety. Looking to build past the 1,700 hours of Community Oriented Policing. Expand our programming to reach the varied demographic populations within the city. Continually review what we are providing with Bloomington Public Health and survey what the communities needs are for services and support. 1,3a- c,4,5a/b Public Safety 2023-2026 Continue and expand on public safety programing to our underserved populations. The opioid settlement money will be planned and spent over the next 18 years. Established an Officer Wellness Program addressing spiritual, physical, and financial health to help officers with stress management and resiliency. Program will also provide better resources to cope after crticial incidents. 1,4, 5 Public Safety 2024-2025 We have presented several topics through our in-house department training. This will be an ongoing process as we evaluate what is working through meeting with staff. Looking at a new firm to provide an in-house wellness program to come out quarterly to meet with officers to do base line testing. Continue to engage with community via social media and train/assign staff to manage. We have increased our facebook followers to 8,100 and our Twitter numbers have increased to 3,200. We have also transitioned to Tyler Technology this Spring and are working to launch "Socrata" in the next month which will provide us dashboards and allow community members to sign up for live alerts. 1,4,5 Public Safety 2023-2025 While this will be mostly ongoing we expect to plan for large strides in the next few years. Have achieved 20 percent or our sworn staff as woman police officers. This percent is above the national average for law enforcement agencies. We are also over 23 percent officers of color. 1a,3a- c,4,5a/b Public Safety 2022 to 2026 Exceed the national average and are one of the more diverse departments in our state. 1 Internal promotion from CSO and 2 hired that are bi- lingual in Spanish/BIPOC. Hire 1 additional CSO due to workload and opportunity to promote internally to fill police officer vacancies. Still have officer vacanies due to retirements and anticipate we will need to fill 3 to 4 vacancies in 2023 1a,4,5a-c Public Safety 2024 Hired 3 BIPOC officers and 1 female in 2022. Additional CSO hired 2023 (Completed) Hire 1 additional Social Worker to add to our embedded Social Worker program. 1a-c 3,4, 5a-c Public Safety 2023 This Social worker would be utilized through all the departments and compliment our current Social Worker to improve our response with Mental Health needs and quality of life issues in the community. This is currently in process as the agreement with the county is done and has been signed by the City Council. We are waiting for interviews to begin and the hiring to take place. The Public Safety Department would then have two embedded Social Workers with the additon of this position Continue to use Everbridge as our main emergency notification system and begin promoting dashboards containing information about our department on our websites. 1a- c,3,4,5a/b Y Public Safety Q4 2022/2024 Have used everbridge consistently for the Civil Unrest and some Covid-19. Dash board completed for COVID-19, Updates to Police Use of Force, and extensive FAQ page completed on new City Website. Completed the Disparity Analysis in Fall of 2022 and Tyler Technologies is online in March of 2023. Moving to the new data analytics program within the next several months and should be up and running for late 2023 to early 2024 Action step Priority/O utcome Process Improvem ent? Assigned to Status Notes Draft 2023-2024 City of Richfield Action Steps (Workplan) Strengthen community partnerships through the JCPP and other programs. Partnering with 30 civic organizations and hosting 21 community outreach events. While our flagship programs are Safety Day, Nite to Unite, Unity and the Community, and Heroes for Helpers we are looking to create more diversity in our outreach by teaming up with new community organizations. 1c ,3a ,4,5a-c Public Safety Q4 2022 to 2026 Worked with non-profits and volunteer organizations on back to school event and Nite to Unite. We have also worked with many non-profits and volunteer groups with Special Olympics and have partnered with our Richfield Buisness community to do this. Improve our ability to communicate with our customers (e.g. remove language barriers). 1, 3, 5 Public Safety/Fire 2023-2024 We continue with Spanish language training, PS also hired 3 additional employees who are bi-lingual. More are to be hired in Q4 2022 and 2023 Assist Building Managers with Data based analysis to assist in helping theme to abate problems occurring on the property while improving the quality of life for the residents. 1,3,4,5 Public Safety/Fire 2023-2024 We have worked with the multi-housing complexes and some of the other multi-housing units to abate issues to improve their properties and improve the quality of life for residents. The City needs a new Public Works storage facility.1c, 3a Public Works 2023-2025 In 2023, the goal is to identify funding for a future PW salt storage facility and timeframe/process for location determination for construction in 2025. Inventory and condition assessment of PW buildings, park assets, utility infrastructure, fleet, & roadway elements 1c, 3a, 3b Public Works 2023-2025 Utilities inventory completed. Condition assessments are on-going with desktop analyses and field inspections, work on storm system is the current focus is targeted for Q4 2025 completion. Effort is starting on inventorying and assessing park assets in 2023 as well as completing a condition assessment of streets. Successfully complete the 65th Street Reconstruction 2a, 3a Public Works 2023 On schedule. Construction began summer 2022 with completion expected for fall 2023. Collaborate with state officials to examine the equitability of regional cost share policies 2c, 3b Public works 2023/2024 2023/2024 legislative session is current window to have legislation drafted and identify champions at the Capitol. Explore the opportunity to sell water to other cities 2c, 3b Public Works Completed Edina does not have an interest in purchasing water from Richfield. Bloomington already buys water from Minneapolis. We are no longer looking at this opportunity. Conduct a utility rate affordability analysis 2c, 5c Public Works Completed Final report distributed to City Council Q1 2023. Design and begin administration of EAB Ash Removal Assistance Program 2c, 5c Public Works Completed Program is underway, applications are coming in and approvals/payments are being made. Successfully complete the city-wide water meter replacement program by the end of 2023. 3a Public Works 2023 Project delayed initially due to COVID, experienced supply chain issues related to meter aquistion in 2022. If meters can be obtained, project will complete in 2023. Update Inflow/Infiltration (I&I) ordinances in accordance with the Sanitary Sewer Comprehensive Plan and adopt and implement a Fats, Oils, and Grease (FOG) ordinance 3a Public Works Q4 2023 Work with City Attorney and other comparable local agencies to adopt and implement ordinances that meet the needs of Richfield and it's businesses/residents. Utilize "Richwater" campaign to promote high quality of Richfield water and the "one water" ethos. 3a, 3c Public Works 2023 + Ongoing Campaign/branding strategy developed and soft rollout began summer 2022. Will continue to use branding where applicable including CCR report and utilities direct mailings. Successfully complete the 77th Street Underpass construction. 3a, 5a Public Works 2023 On schedule. Began construction summer 2021 with completion in October 2023. Continue to address inequities in the public right-of- way by utilizing the Public Works Public Engagement Process and Guiding Principles when designing reconstruction and improvements. 3a, 5c Public Works Ongoing The City's process has been identified for Hennepin County's design team for the Nicollet Avenue Reconstruction project, scheduled to begin the process in 2023. Finalize an Active Transportation plan to guide multi- modal improvements and develop an implementation and funding plan for elements identified in the Active Transportation Plan. 3a, 5c Public Works 2023/2024 Completing public engagement in spring 2023 and developing final plan through 2023/early 2024. Investigate reducing residential speed limits 5c Public Works 2022/2023 CC work Session October 11, 2022; Second WS scheduled for May 9, 2023. Explore additional recreation funding sources 1b Recreation Services Ongoing Park dedication fees, franchsie fees, referendum, local sales tax, look at options and research options. The 2023 legislative session will direct both a referendum and local tax initiatives. Develop a timeline and funding plan for a new nature center. 1b, 3a,b, 5a,c Recreation Services 2021-2025 Pre-design work for a new building was complete in 6/2021. Both engagement and financial strategies have been implemented in 2021-2022. A bonding bill has been submitted for consideration, and the MMB reporting was completed in 6/2021. We are hopeful for a special legislative session to secure state funding. Private donations will also be solicited. Expand programming at the Richfield Farmer's Market to include more aspects of Veterans Park 1c Recreation Services On-going Capture farmer's market audiences. Added weekly classes and special events such as: Science at the Market, live music, weekly yoga, Bike to the Market, etc. Develop a plan to engage the community on capital project priorities. 3a, 5a,c Recreation Services Ongoing This will align with the WLNC Building Project, Local Sales Tax initiatives, and the recreation facility assessment. Establish a small scale community garden program 3a,c Recreation Services 2022-2023 Launch in May 2023. We have historically had a community garden program and residents would like to see it return. Oversee a municipal building energy audit and implement needed energy improvements that are within our capacity. 3b,c Recreation Services 2023-2024 Part of the Climate Action Plan and funded through ARPA funds. Prioritize Climate Action Plan Goals 3c Recreation Services 2022-2023 Work with staff and the Sustainability Commission to focus CAP work. Construct a splash pad adjacent to the Richfield Pool that will be a free amenity and a cooling site. 3c, 5a,c Recreation Services 2023-2024 This project will be funded through ARPA funds and help adapt to the rising temperatures experienced through climate change. Increase Climate Action Plan Education with community and city staff 3c, 5c Recreation Services On-going Includes informal and formal opportunities. WLNC classes, Farmer's Market tabling, Eco-fair, work with Sustainbility Commission, outreach regarding CAP, etc. Provide ADA/equity training to staff and review programs/activities to ensure community events and recreational activities are accessible and equitable to the community. 4a, 5a,c Recreation Services Ongoing Had numerous all-staff traninings on ADA and recreation programming and facilities. Added additional accessibility notes to all event and facility web pages. Additional training for staff was done in 2021 and 2022, there have been annual training opportunities with the Great Lakes ADA Center. We have included more accessibility and inclusion information in our recreation brochure. Implement innovative hiring solutions to maintain a full part-time and seasonal staffing team 4b Recreation Services On-going A full complement of seasonal staff is instrumental to operations and programming. Expansion of skate park at Augsburg Park 5a,c Recreation Services 2022-2023 Launch late summer 2023. Would make the skate park more inclusive to all ages and abilities. Implement bike park at Taft Park 5a,c Recreation Services 2022-2023 Launch late summer/early fall 2023. In partnership with Three Rivers Park District. Develop mission, vision, values, and goals collaboratiely as a Department. 1a, 4a Recreation Services/Public Works 2023 Working with an outside consultant to take staff through a process to develop M/V/V/and goals for the Department that will provide a foundation for the team. Assess and inventory all Recreation and Public Works facilities for CIB/CIP planning. This will be in conjunction with Public Works. 3a,b Recreation Services/Public Works 2022-2023 Initial list was created in 2022 and will be refined in summer of 2023 as part of the strategic plan. Outcomes will foster future discussion and potential facility policies. Action step Priority/O utcome Process Improvem ent? Assigned to Status Notes Draft 2023-2024 City of Richfield Action Steps (Workplan) Establish project partners for the Wood Lake Nature Center Building Project 3a,b Recreation Services/Public Works 2023-2026 Partners will enrich the project by bringing more voices, expertise, and resources to the project. Action step Priority/O utcome Process Improvem ent? Assigned to Status Notes Initiate a customer service feedback survey of our Deputy Registrar and passport customers. 4b Y Administrative Services TBD Intend to work with new Equity Coordinator when the position is filled. Develop Capital Replacement Schedule for City Hall 3 Administrative Services - Buildings 2023 Security Camara Replacement for City Hall and New Cameras for Public Works 3 Administrative Services - Buildings 2024 Develop Data Management System - City Wide 1,3,4 Y Administrative Services - City Clerk 2023 City Clerk is starting the project by centralizing contract management in 2023. Working through an action plan with IT to create a categorization template for contracts storage in Laserfiche. Once a plan is in place, feedback will be taken from each department for best ways to proceed. Agenda Packet Tool (also see Executive item)1c Y Administrative Services - City Clerk 2023-2024 With Granicus shutting down Novus in the near future, conversations between the City Clerk and the Executive department have begun for a switch in agenda management software. Previous work was done to test Laserfiche as a potential agenda management application and that work will be revisited. Re-Establish Employee Engagement Committee 1,4 Administrative Services - Communications Q2 2023 Refine the website to make information more accessible to the community. 1c Administrative Services - Communications 2025 New website was launched in December 2020. Ongoing work is done to maintain, update and enhance the current website, as staff time permits. Utilize Monsido tool to check for accessibility standards and clarity of language. Launch an engagement vehicle for pop-up events in the community, specifically in areas with low-income, BIPOC populations. 5a Administrative Services - Communications / Community Development Summer 2023 In planning stages. Vehicle is secured via PWs. Will be able to travel on trail or street. Provide internal training on branding, social media, website management and other communications- related efforts. 1,4 Administrative Services - Communications Q4 2023 This will include rebooting the web-user team. Update and enhance existing Carousel infrastructure to provide up to date information on public info screens at City Hall. 1c Administrative Services - Communications Q3 2023 Offer more city-generated content in Spanish in print, social media and online forms. 5a Administrative Services - Communications 2024 Compensation and Class Study 1b & 4b Administrative Services - HR 2023 The Committee has selected a vendor (Baker Tilly) and references are currently being contacted. Implement Electronic Personal Action Form (PAF)1c Y Administrative Services - HR Q4 2023 or 2024 Will restart after the hire and onboarding of HR staff Upgrade of Oracle Finance and HR software 1c Y Administrative Services - HR/Finance Q1 2024 LOGIS has confirmed a planned live date in May, 2024. Worker Compensation Program 1c Administrative Services - HR Q4 2023-Q1 2024 Explore alternatives to our self insurance with LMCIT Employee Survey 1, 4 Administrative Services - HR Q3-Q4 2023 The cycle has been every two years to survey staff on employee experience, satisfaction and solicit feedback. Stay Interviews 1,4 Administrative Services - HR Q3 2023 Establish program for City Manager and Assistant City Manager to meet/checkin with new hires (ex. 30/60/90 days). Also implement service anniversary check-ins (one year, five years, etc...) Safety Pay Program 4a Administrative Services - HR Q4 2023 Explore continuing the program Organizational culture training 4 a,b Administrative Services - HR Q4 2023 to 2024 Continue the training for all staff (will depend on the capacity of the internal trainers) Create a more robust new hire orientation that includes overall City services education 4a Administrative Services - HR Q4 2023 Create more interactive onboarding experience on first day and additional education monthly. Update our AWAIR program including a plan for Safety Training (non Fire, Police and PW staff) 4a Administrative Services - HR Q1 2024 Implement CDL Clearinghouse processes 4a Y Administrative Services - HR Q2 2023 Update CDL drug testing policy and procedures required by the Clearinghouse. System-wide upgrade of AV technology in CC Chambers, cable room, conference rooms and all TV displays 1c Administrative Services - IT 2022-2023 The conference/meeting rooms have been completed. The digitial signage has been installed and the content is currently being created. The chambers and the cable room are scheduled to start installation in late May, 2023 with completion in June 2023. Microsoft365 1c & 3a Y Administrative Services - IT Q4 2022 - Q2 2023 Completed the installation of M365 in January to all devices (ARPA project) Continued M365 Services 1c & 3a Y Administrative Services - IT 2024/2025 Installation of a sharepoint server will allow us to add more M365 features for added collaboration and efficiency. For example MS Teams, OneDrive…. Infastructure - Fiber Install 1c & 3a Administrative Services - IT Ongoing 2023 - Penn Liquor store will be connected to fiber, 3 well houses will be connected to fiber 2024 - 2 well houses will be connected to fiber Continue to create redundancy in the Fiber infrastructure. Centralized Help Desk for IT/Richfield 1c Y Administrative Services - IT 2024/2025 Create a centralized Help Desk for the entire city. Tickets would be created, and all the departments would utilize the same system. This will make for a more unified environment without duplication of tasks. IT Policy 1c Y Administrative Services - IT Ongoing Create an IT policy that will include the necessary security and IT requirements for users while keeping users functional and the data secure IT & Secuirty Assessment-Loffler 1c & 3a Y Administrative Services - IT Q2 2023 Complete the assessments and review the reports LOGIS Security as a Service 1c & 3a Administrative Services - IT 2024 The importance of security and the need to have an expert with all of the quickly changing intrusions we would move to having LOGIS take on more of a role. Award additional social service ARPA funds.2c, 5a Community Development 2023/2024 The program is a competitive application process to provide services to the community focused on rental assistance, domestic abuse, mental health, job training, food insecurity. 2023 awards complete. Review process of bringing a development to Council/residents. Foster a better understanding of "vested entitlements" granted in the zoning code, develop recommendations for developer's community engagement, and research other cities' approaches. Community Development 2023/2024 Planning Commission training scheduled. Planning staff to evaluate commications improvements (e.g. email subscriptions, engagement, Esri storymaps) Update housing work plan. Develop appropriate continuum of affordability, identify tools to address unmet needs and investment and preservation of NOAH rental housing. 2c Community Development 2023/2024 Goals/targets updated as part of Strategic Plan. Next steps - review current programs and develop spending strategy/priorities for affordable housing trust fund. Model the type of development and investment that we want to see in the Community: Develop pilot projects on HRA-owned lots: target one duplex and one energy-efficient home. Facilitate 2b, 2c,3c Community Development 2023/2024 2023-2024 City of Richfield Action Steps (Workplan) Action step Priority/O utcome Process Improvem ent? Assigned to Status Notes 2023-2024 City of Richfield Action Steps (Workplan) Develop an "Apartment Navigator" program to expand connections with apartment communities. 2c, 5a Community Development 2024 Worked with SHIP to co-sponsor position, but did not get grant funding. Restarting planning after pandemic delay. Create economic development plan within budget and staffing constraints; including the development of an inventory of tools to assist existing businesses, an identification of potential new tools, a small businesses directory (in association with the Chamber) and an identification of benefits and challenges of doing business in Richfield. 2a,b Community Development/ EDA 2023 and beyond Consultant hired to conduct Business Assistance Assessment - completed April 2023. Hired Economic Development Mgr April 2023; onboarding through 2023. Conduct downtown business inventory summer 2023. Implement electronic plan review and new city-wide permitting system to improve efficiency in permitting/plan review 1c Y Community Development/several other departments 2022/2023/2 024 ARPA funded. Began data transfer to vendor 2022; full implementation 2023. 2023/2024 update all templates/SOPS to reflect new system. Several zoning code text amendments identified to improve efficiency. Analyze multi-family (MR-2/MR-3) regulations to ensure supportive of "missing middle" type projects and elimate out-dated regulations. 2b,c Community Development 2023/2024 Continuation of code update work to reflect Comprehensive Plan. Restart In-Person Events like Richfield Home Tour & Realtor Workshop 2b Community Development 2023/2024 Create strategic plan with priorities, measureable outcomes and performance targets for the next four years. The process will include both internal and external stakeholder input. 5-Jan Executive Complete Some targets will be detailed in Q4 2023 Partner with local legislators, state agencies and regional partners to advance key city priorities. 1 & 3 Executive/All Departments Ongoing $12M request for Wood Lake Nature Center (WLNC) building in House and Senate 2023 bonding bills. Secured $3M in federal funding for WLNC . Local sales tax request in the Senate bill but not the House. A bill to add local standards to EMS services had a hearing in the House and discussions are ongoing to create a task force. Working with Recreation and Fire on the top priorities this year. Develop council-staff leadership relationship plan (meet quarterly includes workplan process) 1a & 4c Y Executive Complete Document processes in a manual. Provide training for commissioners and chairs. Update and review the charter commission application, appointment and recruitment process. Obtain and track demographic information for all applicants. Survey for better recruitment and retention. 1a & 5b Y Executive 2023 Implemented several changes to recruitment process and with liaisons based on best practices and feedback from commissioners. Provided commissioner and chair training. Currently obtaining demographic information. Update agreement with Richfield Tourism and Promotion Board. 2a & b Y Executive Complete Recruited and Council appointed resident and restaurant representative as part of new agreement with RTPB. Recruit and hire an Equity Coordinator to provide citywide coordination of programs, education and outreach in the areas of equity & inclusion. 5 a-c Executive Q2 2023 Posting for Equity Coordinator position in April, interviews in May with a target June start date. Work with HRC and Public Safety to present a conversion therapy ban ordinance to Council 5a Executive Complete Council passed a ban at their October 11, 2022 Meeting. Contract for community survey (last completed in 2020) 1c & 5a Executive 2024 Create Equity Plan framework and support departments in creating their specific equity workplans 5a Executive / CAREs Team Q1 2024 Create and launch a public equity and Inclusion webpage. 5a Executive / CAREs Team Q4 2023 Create equity tool kit and support departments in the continued use of the tool kit. 5c Executive / CAREs Team Q3 2023 Create equity lens and integrate in staff reports, train and support all departments on how to use the equity lens. 5c Executive / CAREs Team Q4 2023 Embed strategic plan mission, vision, values and strategic priorities in communications and city processes. 1a Y Executive/Admin Serv Q2 2023 Strategic plan summary was highlighted via multiple channels including the Annual Report and is tracked and communicated on an ongoing basis through the dashboard (see below). The priorities and outcomes are also tracked as part of the budgeting process. Finally, staff will incorporate strategic plan outcomes into staff reports for applicable topics. Create Public strategic plan dashboard to track and report performance targets. Update the progress on the strategic plan quarterly. 1a Executive/Admin Serv Complete Dashboard has been added to the website and will be improved and updated on an ongoing basis. Evaluate the options for agenda management system to improve staff report workflow for public meetings. 1c Y Executive/Admin Serv Q4 2023 This may be rescheduled to 2024 depending on capacity. Develop and implement training program 5a Executive/Admin Serv 2024 Will add some training opportunities in 2024 and continue to build the program in 2025. Create customer service rating increase strategy 5a Executive 2024 Assist Admin Services in their customer service rating process and expand to other departments in 2024 or future years. Report progress on equity plan metrics to staff, council, commission, and community annually 5a Executive/Admin Serv 2024 Update and create HR processes/policies that align with equity and inclusion goals. 5b Y Executive/Admin Serv 2024 This work will begin in 2024 but may extend into 2025. Develop 5 and 10 year financial plans. Research and present options for additional revenues to council 1b & 3b Executive/Finance 2023/2024 Improved the long-term financial plan document, Key Financial Strategies, as part of the 2023 budget process. Exploring additional state and local revenues and have secured grants and federal funding for projects. Will continue this work into 2024. Upgrade of Oracle Finance and HR software 1c Y Finance/Admin Serv Q1 2024 LOGIS has confirmed a planned live date in May, 2024. Implement Electronic Timecards 1c Y Finance/Admin Serv 2024 Update the Response Time Residency requirement 1c, 4b Y Fire Q1 2023 Worked with firefighters to find a balance for response and moved residency to 20 minutes with a new policy and MOU with L1215 Strategic Visioning with area Fire Departments 1c, 4a-b, 5a-c Fire 2023-24 Working with area departments to determine best ways to implement; Fire Cadet Program, EMS Delivery Strategy, and other current trends Organizational Development/Succession Planning 1a-c, 4a Y Fire 2023-2024 worked with outside OD specialist to build organizational Code of Conduct and 360 reviews of command staff Action step Priority/O utcome Process Improvem ent? Assigned to Status Notes 2023-2024 City of Richfield Action Steps (Workplan) Work with building managers and property owners to inspect properties and provide reports on how to lower crime through crime prevention of the property as in Crime Prevention through Environmental Design, “CPTED”. Performing security assesments based on the number of "Active Shooter" incidents occurring around the country. Working with Charter Schools and Daycares on Safety Protocols for critical incidents. 1,3,4, 5a/c Public Safety Q1 2025 We have worked this last year with Richfield Towers and Seasons Park on Building maintenance and security issues along with Landlord Tenant concerns. Since Uvalde Texas incident our schools and buisness are requesting this to be completed and we are working in collaboration to perform these. We are getting alot of requests still to do assesments for schools and businesses on their emrgency plans, ect. We are working with several schools and businesses over the next two years. Instituited 20 police reform measures that were passed by the Legislature and the POST Board on mandated policies. Trained and implemented new policies as they relate to case law both at the local, state, and federal level. We anticipate additional reforms that will be put into place this year and into 2023/2024. 1,3,4,5 Public Safety 2023/2024 We will work internally to complete and process new reform measures through development, training, and education and implementation of equipment. The 2023 legislative session has several bills pending regarding police reform that will add time for the police department to implement, if passed. The legislature has additional reform measures planned for the next two sessions. Emergency Management/Response for continued support of COVID, addition training, preparation for man-made and natural disaters. Outreach to underserved communities. 1,3,4,5a-c Public Safety 2023 to 2026 Awarded $150k in ARPA funding to achieve our goals of emergency planning over the next 3 years. Planning is taking place to move this forward. Support Services will continually evaluate properties and perform similar inspections, as single family homes, to make sure the properties are well maintained and in compliance with the code. We will also be reviewing and amending code in Support Services. 1,3a-c,4,5 Public Safety Q4 2023- 2025 We worked with numerous properties and home owners concerning property maintenance. We have maintained a 95 percent compliance rate for the past 5 years. There are several codes that need to be changed over the next couple of years. Implementing policies and programs following legislative action on adult-use cannabis, will also present ordinances to ban flavored tobacco and limiting tobacoo licenses. Adult-use cannabis will be a heavy lift for public safety. Looking to build past the 1,700 hours of Community Oriented Policing. Expand our programming to reach the varied demographic populations within the city. Continually review what we are providing with Bloomington Public Health and survey what the communities needs are for services and support. 1,3a- c,4,5a/b Public Safety 2023-2026 Continue and expand on public safety programing to our underserved populations. The opioid settlement money will be planned and spent over the next 18 years. Established an Officer Wellness Program addressing spiritual, physical, and financial health to help officers with stress management and resiliency. Program will also provide better resources to cope after crticial incidents. 1,4, 5 Public Safety 2024-2025 We have presented several topics through our in-house department training. This will be an ongoing process as we evaluate what is working through meeting with staff. Looking at a new firm to provide an in-house wellness program to come out quarterly to meet with officers to do base line testing. Continue to engage with community via social media and train/assign staff to manage. We have increased our facebook followers to 8,100 and our Twitter numbers have increased to 3,200. We have also transitioned to Tyler Technology this Spring and are working to launch "Socrata" in the next month which will provide us dashboards and allow community members to sign up for live alerts. 1,4,5 Public Safety 2023-2025 While this will be mostly ongoing we expect to plan for large strides in the next few years. Have achieved 20 percent or our sworn staff as woman police officers. This percent is above the national average for law enforcement agencies. We are also over 23 percent officers of color. 1a,3a- c,4,5a/b Public Safety 2022 to 2026 Exceed the national average and are one of the more diverse departments in our state. 1 Internal promotion from CSO and 2 hired that are bi- lingual in Spanish/BIPOC. Hire 1 additional CSO due to workload and opportunity to promote internally to fill police officer vacancies. Still have officer vacanies due to retirements and anticipate we will need to fill 3 to 4 vacancies in 2023 1a,4,5a-c Public Safety 2024 Hired 3 BIPOC officers and 1 female in 2022. Additional CSO hired 2023 (Completed) Hire 1 additional Social Worker to add to our embedded Social Worker program. 1a-c 3,4, 5a-c Public Safety 2023 This Social worker would be utilized through all the departments and compliment our current Social Worker to improve our response with Mental Health needs and quality of life issues in the community. This is currently in process as the agreement with the county is done and has been signed by the City Council. We are waiting for interviews to begin and the hiring to take place. The Public Safety Department would then have two embedded Social Workers with the additon of this position Continue to use Everbridge as our main emergency notification system and begin promoting dashboards containing information about our department on our websites. 1a- c,3,4,5a/b Y Public Safety Q4 2022/2024 Have used everbridge consistently for the Civil Unrest and some Covid-19. Dash board completed for COVID-19, Updates to Police Use of Force, and extensive FAQ page completed on new City Website. Completed the Disparity Analysis in Fall of 2022 and Tyler Technologies is online in March of 2023. Moving to the new data analytics program within the next several months and should be up and running for late 2023 to early 2024 Action step Priority/O utcome Process Improvem ent? Assigned to Status Notes 2023-2024 City of Richfield Action Steps (Workplan) Strengthen community partnerships through the JCPP and other programs. Partnering with 30 civic organizations and hosting 21 community outreach events. While our flagship programs are Safety Day, Nite to Unite, Unity and the Community, and Heroes for Helpers we are looking to create more diversity in our outreach by teaming up with new community organizations. 1c ,3a ,4,5a-c Public Safety Q4 2022 to 2026 Worked with non-profits and volunteer organizations on back to school event and Nite to Unite. We have also worked with many non-profits and volunteer groups with Special Olympics and have partnered with our Richfield Buisness community to do this. Improve our ability to communicate with our customers (e.g. remove language barriers). 1, 3, 5 Public Safety/Fire 2023-2024 We continue with Spanish language training, PS also hired 3 additional employees who are bi-lingual. More are to be hired in Q4 2022 and 2023 Assist Building Managers with Data based analysis to assist in helping theme to abate problems occurring on the property while improving the quality of life for the residents. 1,3,4,5 Public Safety/Fire 2023-2024 We have worked with the multi-housing complexes and some of the other multi-housing units to abate issues to improve their properties and improve the quality of life for residents. Investigate reducing residential speed limits 5c Public Works 2022/2023 CC work Session October 11, 2022; Second WS scheduled for May 9, 2023. The City needs a new Public Works storage facility.1c, 3a Public Works 2023-2025 In 2023, the goal is to identify funding for a future PW salt storage facility and timeframe/process for location determination for construction in 2025. Inventory and condition assessment of PW buildings, park assets, utility infrastructure, fleet, & roadway elements 1c, 3a, 3b Public Works 2023-2025 Utilities inventory completed. Condition assessments are on-going with desktop analyses and field inspections, work on storm system is the current focus is targeted for Q4 2025 completion. Effort is starting on inventorying and assessing park assets in 2023 as well as completing a condition assessment of streets. Successfully complete the 65th Street Reconstruction 2a, 3a Public Works 2023 On schedule. Construction began summer 2022 with completion expected for fall 2023. Conduct a utility rate affordability analysis 2c, 5c Public Works Completed Final report distributed to City Council Q1 2023. Successfully complete the city-wide water meter replacement program by the end of 2023. 3a Public Works 2023 Project delayed initially due to COVID, experienced supply chain issues related to meter aquistion in 2022. If meters can be obtained, project will complete in 2023. Collaborate with state officials to examine the equitability of regional cost share policies 2c, 3b Public works 2023/2024 2023/2024 legislative session is current window to have legislation drafted and identify champions at the Capitol. Explore the opportunity to sell water to other cities 2c, 3b Public Works Completed Edina does not have an interest in purchasing water from Richfield. Bloomington already buys water from Minneapolis. We are no longer looking at this opportunity. Continue to address inequities in the public right-of- way by utilizing the Public Works Public Engagement Process and Guiding Principles when designing reconstruction and improvements. 3a, 5c Public Works Ongoing The City's process has been identified for Hennepin County's design team for the Nicollet Avenue Reconstruction project, scheduled to begin the process in 2023. Finalize an Active Transportation plan to guide multi- modal improvements and develop an implementation and funding plan for elements identified in the Active Transportation Plan. 3a, 5c Public Works 2023/2024 Completing public engagement in spring 2023 and developing final plan through 2023/early 2024. Successfully complete the 77th Street Underpass construction. 3a, 5a Public Works 2023 On schedule. Began construction summer 2021 with completion in October 2023. Update Inflow/Infiltration (I&I) ordinances in accordance with the Sanitary Sewer Comprehensive Plan and adopt and implement a Fats, Oils, and Grease (FOG) ordinance 3a Public Works Q4 2023 Work with City Attorney and other comparable local agencies to adopt and implement ordinances that meet the needs of Richfield and it's businesses/residents. Design and begin administration of EAB Ash Removal Assistance Program 2c, 5c Public Works Completed Program is underway, applications are coming in and approvals/payments are being made. Utilize "Richwater" campaign to promote high quality of Richfield water and the "one water" ethos. 3a, 3c Public Works 2023 + Ongoing Campaign/branding strategy developed and soft rollout began summer 2022. Will continue to use branding where applicable including CCR report and utilities direct mailings. Explore additional recreation funding sources 1b Recreation Services Ongoing Park dedication fees, franchsie fees, referendum, local sales tax, look at options and research options. The 2023 legislative session will direct both a referendum and local tax initiatives. Develop a timeline and funding plan for a new nature center. 1b, 3a,b, 5a,c Recreation Services 2021-2025 Pre-design work for a new building was complete in 6/2021. Both engagement and financial strategies have been implemented in 2021-2022. A bonding bill has been submitted for consideration, and the MMB reporting was completed in 6/2021. We are hopeful for a special legislative session to secure state funding. Private donations will also be solicited. Expand programming at the Richfield Farmer's Market to include more aspects of Veterans Park 1c Recreation Services On-going Capture farmer's market audiences. Added weekly classes and special events such as: Science at the Market, live music, weekly yoga, Bike to the Market, etc. Develop a plan to engage the community on capital project priorities. 3a, 5a,c Recreation Services Ongoing This will align with the WLNC Building Project, Local Sales Tax initiatives, and the recreation facility assessment. Establish a small scale community garden program 3a,c Recreation Services 2022-2023 Launch in May 2023. We have historically had a community garden program and residents would like to see it return. Oversee a municipal building energy audit and implement needed energy improvements that are within our capacity. 3b,c Recreation Services 2023-2024 Part of the Climate Action Plan and funded through ARPA funds. Prioritize Climate Action Plan Goals 3c Recreation Services 2022-2023 Work with staff and the Sustainability Commission to focus CAP work. Construct a splash pad adjacent to the Richfield Pool that will be a free amenity and a cooling site. 3c, 5a,c Recreation Services 2023-2024 This project will be funded through ARPA funds and help adapt to the rising temperatures experienced through climate change. Increase Climate Action Plan Education with community and city staff 3c, 5c Recreation Services On-going Includes informal and formal opportunities. WLNC classes, Farmer's Market tabling, Eco-fair, work with Sustainbility Commission, outreach regarding CAP, etc. Provide ADA/equity training to staff and review programs/activities to ensure community events and recreational activities are accessible and equitable to the community. 4a, 5a,c Recreation Services Ongoing Had numerous all-staff traninings on ADA and recreation programming and facilities. Added additional accessibility notes to all event and facility web pages. Additional training for staff was done in 2021 and 2022, there have been annual training opportunities with the Great Lakes ADA Center. We have included more accessibility and inclusion information in our recreation brochure. Implement innovative hiring solutions to maintain a full part-time and seasonal staffing team 4b Recreation Services On-going A full complement of seasonal staff is instrumental to operations and programming. Expansion of skate park at Augsburg Park 5a,c Recreation Services 2022-2023 Launch late summer 2023. Would make the skate park more inclusive to all ages and abilities. Action step Priority/O utcome Process Improvem ent? Assigned to Status Notes 2023-2024 City of Richfield Action Steps (Workplan) Implement bike park at Taft Park 5a,c Recreation Services 2022-2023 Launch late summer/early fall 2023. In partnership with Three Rivers Park District. Assess and inventory all Recreation and Public Works facilities for CIB/CIP planning. This will be in conjunction with Public Works. 3a,b Recreation Services/Public Works 2022-2023 Initial list was created in 2022 and will be refined in summer of 2023 as part of the strategic plan. Outcomes will foster future discussion and potential facility policies. Develop mission, vision, values, and goals collaboratiely as a Department. 1a, 4a Recreation Services/Public Works 2023 Working with an outside consultant to take staff through a process to develop M/V/V/and goals for the Department that will provide a foundation for the team. Establish project partners for the Wood Lake Nature Center Building Project 3a,b Recreation Services/Public Works 2023-2026 Partners will enrich the project by bringing more voices, expertise, and resources to the project. Council Policy Topic Request Date: 1/26/23 Submitted by: Mary Supple Brief Description of the topic: During the recent policy debate on zoning changes, residents on both sides of the issue spoke of concerns about real estate investors buying up homes and being absentee landlords. This presents a problem as the investors often outbid home buyers looking for an affordable way to enter the home ownership market. It can also lead to maintenance issues that tenants must deal with from unresponsive absentee landlords. I would like us to study possible remedies for this situation. It may depend on what happens at the legislature. How does this topic align with city strategic priorities? Community Development: Maintain Richfield as an affordable place to live. Equity and Inclusion: Reduced racial inequities and barriers for traditionally excluded groups. Staff Information: Staff has not seen investor ownership as an issue in Richfield to-date. In 2013-2014 (following the recession), Invitation Homes purchased 35 homes. We haven’t seen that kind of activity since then, and Invitation Homes has been a responsible property manager. There are a little over 700 single family rental homes in the community (7% of the single-family housing stock), and these units provide an important supply of larger bedroom rental units that are not available in our apartment stock. A more detailed look at our licensing data couldn’t happen until the new permitting software is operational late this year; however, the Federal Reserve has created a tool to look at this issue: Federal Reserve Tool of Investor Ownership and a recent article does not identify Richfield in the top 10 census tracts in suburban communities with housing stock being purchased by investor owners. Staff will monitor the bill that’s been introduced at the Legislature (SF 365 would restrict all corporate ownership, defined as an investor owning 2 or more properties) and continue to take note if we see an increase in investor purchases through our Point of Sale program. If no state bill passes, and Council decides this is a priority issue to pursue, an analysis of our licensing data could become a 2024 work plan item. There are national studies suggesting that institutional buyers may be outcompeting traditional buyers. Institutional buyers typically pay in cash and can be willing to waive inspections. Inspections cannot be waived in Richfield and it’s difficult for staff to track whether sales are cash/financed buyers. As mentioned above, we do not believe this is happening at any type of large-scale in Richfield, but additional thought on how to find and track this data, staff time needed, and costs associated are unknown at this time. If this became a work plan item, the other departments that would be involved include Public Works (GIS), IT, and Environmental Health. This item may also need to include outside vendor CitizenServe (permitting software company). Note: If the issue is more one of property maintenance in general, regardless of housing tenure, the topic should be shifted to Environmental Health to take the lead. Current technology makes it difficult to review data related to the relationship between code violations and property ownership and type without significant staff time. Council Policy Topic Request — Eliminate Parking Minimums Date: February 1, 2023 Submitted by: Sean Hayford Oleary Brief description of the topic (less than 200 words): I propose that we consider removing off-street parking minimums from our zoning code. This would not mean banning parking, or even reducing our current maximums. What it would mean is that businesses, homeowners, and apartment owners would be free to build the amount of parking they need to meet their own parking demand. Our current parking minimums impede small businesses from opening in Richfield, especially in smaller and older sites, like the Penn Central corridor and the East 66th Street small business corridor. It is almost impossible to open a restaurant in many of these spaces because there is simply no way to fit the amount of parking required on site. In addition, parking minimums for housing prohibit creating housing that is truly transit-oriented, and increases the cost of housing. We recently discussed the proposed supportive housing project at Portland and 66th, where the developer anticipated needing half a space per unit or less. There was almost no pushback from the Council at that time, because it seemed intuitive that this development would not require much parking. Rather than operating on one-off exceptions, I propose we have a simple approach — one increasingly used by cities across the country: remove the parking minimums entirely. How does this topic align with city strategic priorities (less than 200 words)? Parking minimums relate to all three of our desired outcomes of the Community Development priority: 1. A vibrant downtown Eliminating parking minimums will allow for walkable businesses and housing, and allow for truly transit-oriented development — without preventing property owners from meeting car drivers’ needs. Eliminating parking minimums will also allow more flexible use of existing commercial space, helping us achieve our key outcome indicator of increasing downtown businesses. 2. Increased tax base Parking is a major development cost, but creates little tax base (especially surface parking). When developers provide lower amounts of parking, that leaves more land available for building homes and businesses that create more tax base. 3. Maintain Richfield as an affordable place to live Building more parking than a property owner requires adds development cost and reduces affordability. According to a recent work session (12/08) on the Community Center, structured parking spaces cost ~$35,000 per stall. In addition, it relates to the following priority areas: 4. High-Quality Workforce: Staff capacity A great deal of time is spent by community development staff on parking. Although some tasks would still remain, eliminating variances and PUD variations for parking would reduce time demands on staff with each development. 5. Sustainable infrastructure: Climate resilience Driving is a major source of carbon emissions, and more free parking induces more driving. In addition, parking itself exacerbates local climate problems, like creating runoff and exacerbating urban heat islands. Staff information: Staff does not disagree with the alignment of the proposal to the City’s strategic goals, but has the following concerns: - Significant staff time. Code/policy changes are worked on in between statutorily- required work (e.g. land use applications), business/resident inquiries, code enforcement, project management etc. Recent zoning code changes related to two- family homes took approximately 18 months. We would anticipate a similar amount of time to thoroughly investigate and coordinate this policy change. - Reprioritization. “Community Development” is designated as a Strategic Priority in and of itself and approximately ¼ of all initiatives belong to this department. Staff is in the midst of updates to the development review process and procedures per the Strategic Plan, but would propose pausing this work once the CitizenServe component is completed later this year and delaying work on a downtown strategy in order to carve out time necessary to complete this item if deemed a priority by the Council. (This would be a reprioritization and not change the amount of time expected to complete work.) - Additional departments. Several additional departments will need to dedicate time to this initiative: o Public Safety o Fire o Public Works / Engineering o Communications - Initial thoughts. o The City continues to work on solutions related to current (reduced) parking requirements; particularly during the winter. A move to eliminate all requirements could be premature. o Increased street parking should be accompanied by comprehensive sidewalk policy to offer pedestrians a safe alternative. o The community does not seem ready/supportive. o There are parking ratios that staff has identified as problematic that could be addressed as part of planned housekeeping updates in 2023/2024 as we continue to work on challenges identified in first bullet. Council Policy Topic Request Council Policy Topic Request- Research and implement additional renter protections Date: 1/10/23 Submitted by: Ben Whalen Brief description of the topic (less than 200 words): Research and implement additional renter protections, similar to what St. Paul and Minneapolis did in the last few years. Examples could include limiting background searches to certain crimes or specific timelines (ie. violent or property crimes in the last 7 years), prohibiting credit scores as a criteria, limiting security deposit amounts (ie. no more than two times monthly rent), notice to pay or quit prior to an eviction being filed, or others. It is unclear to me which of these policies are working well or were struck down through lawsuits but it seems like low hanging fruit to implement any of them that have gone well. How does this topic align with city strategic priorities (less than 200 words)? The main focus would be on equity - addressing the ways that discrimination in the justice system carries over into housing with over-zealous background checks, addressing the ways credit scores are discriminatory, addressing how expensive security deposits are a barrier to housing for low income folks, and addressing the fact that landlords can currently file evictions the day rent is unpaid even before notifying the tenant they are doing so. Specifically in our housing conversations we've talked about how to better treat renters as dignified members of the community and these seem like key steps we could take in that direction. Staff information: The Strategic Plan currently calls for the development of a Housing Navigator position to support our renter communities, which may be another way to address some of the problems these tools and ordinances are attempting to address. Staff sees the funding of the Conflict Resolution Center (CRC) with an ARPA social service grant as a first step toward creating this role. CRC proposes to build relationships in the apartment communities, assess needs, offer conflict resolution services, training, and resource navigation. If the result of their work is that these kinds of renter protection tools are needed, we could take a closer look at these tools. If the majority of the Council would rather focus our efforts on renter protection tools, we could delay or replace the Housing Navigator position. Further research and engagement would be needed that would take significant staff time to do well and possibly use of a consultant (could follow a similar process from several years ago where we evaluated a variety of tools and strategies for NOAH preservation over the course of several months and eventually adopted some). The Strategic Plan calls for the creation of an affordability strategy, and adoption of renter protection tools could be part of the work plan of that strategy. In the short-term (2023), staff can survey other communities on what tools have been adopted, how those tools are working, and prepare a Council memo with the results (8-12 hours of CD staff time). Note: Monitoring compliance with any new ordinances would likely require additional staffing. Compliance-monitoring is taking increasing amounts of time. This is exacerbated by staffing challenges in apartment management. Council Policy Topic Request Date: 1/26/23 Submitted by: Mary Supple Brief description of the topic: Mayors in many communities do a State of the City speech. Maria had looked to expanding that to a State of the Community event, but severe weather and the pandemic caused a change in plans. I would like to discuss moving forward with this idea with council – perhaps next year if staff does not have the capacity to do it this spring. I am looking for feedback on possible partners. Right now I have Richfield Schools (possibly other charters and private schools), the Chamber of Commerce, the Tourism Board, VEAP, Bloomington Public He alth, and transit organizations like the 494 Corridor Commission on my list. Also, it would be great to feature a student group like the RHS jazz band. How does this topic align with city strategic priorities? I believe it is an opportunity to highlight Equity and Inclusion (a diverse, inclusive, and thriving hometown) and Operational Excellence (an organization that delivers results). If we are in a LST referendum campaign next year, it could also highlight Sustainable Infrastructure (infrastructure that meets community needs). Staff Information: Approximate costs and staff time: We estimate that the costs would be in the $5k range if we did a post card mailing and no food. We estimate about 60 hours of staff time to coordinate booths for community partners, food trucks (if included), communications before and during the event. There could be other staff time costs at the event. Timing: The city currently has multiple summertime/early autumn events that they help coordinate (RW&B days, Penn Fest, Unity in the Community…) so a spring or winter date is preferable. Since it is late to start planning an event for 2023, staff recommend a late spring date in 2024. One possibility is to open the Music in the Park series at the bandshell in Vet’s Park. Alignment with SP: We agree that a state of the community is an opportunity to highlight our progress on strategic initiatives and hosting in a park will align especially well with the Sustainable Infrastructure priority. It is also an engagement opportunity for other city projects and programs. Departments to lead: Executive and Communications (Administrative Services), staff would also coordinate with Recreation Services and Public Works if hosted in a park, Public Safety (food trucks) and extend engagement opportunities to all departments. 2024 POLICY PROPOSALS DISCUSSION WHY THE NEW PROCESS? Strategic Plan Outcomes: Focused City Leadership Healthy Council- Staff Relationships WHY THE NEW PROCESS? New Ideas Current Workplans POLICY PROPOSAL PROCESS •Council Members share policy proposals February •Staff research and prepare workplans March •Discussion, prioritization and workplan changes April 2023/2024 WORKPLANS Workplans are developed as part of the budgeting process: Include actions to advance strategic initiatives Include process improvements Include technology upgrades Do not include business as usual or core services Workplans are then funded/approved through the budget process Progress on some workplan items are incorporated into the Strategic Plan dashboards PROPOSAL: ADDITIONAL RENTER PROTECTION AVERAGE COUNCIL MEMBER RANKING: 1.6 Research and implement additional renter protections-like limiting background searches to certain crimes or specific timelines (ie. violent or property crimes in the last 7 years), prohibiting credit scores as a criteria, limiting security deposit amounts (ie. no more than two times monthly rent), notice to pay or quit prior to an eviction being filed, or others. Staff Information: Plan to create a Housing Navigator position to learn more about renter needs Funded assistance through the Conflict Resolution Center with ARPA Tracking possible legislative changes Can survey other cities’ protections (8-10 staff hours) Implementing all of the suggested protections without the above steps would need to delay Navigator program Enforcement challenges with suggested protections PROPOSAL : INSTITUTIONAL HOUSING OWNERSHIP AVERAGE COUNCIL MEMBER RANKING: 2.6 Residents report concerns about real estate investors buying up homes and being absentee landlords. This presents a problem as the investors often outbid home buyers looking for an affordable way to enter the home ownership market. It can also lead to maintenance issues that tenants must deal with from unresponsive absentee landlords. Staff Information: Staff and Federal Reserve research indicate that institutional ownership is not an issue in Richfield Currently 7%of single-family homes are rental and provide an important option Staff plan to track proportion of institutional ownership through Point of Sale program Staff plan to track legislation that may regulate or limit institutional ownership If a program to limit is prioritized then other projects would need to be delayed PROPOSAL: STATE OF THE COMMUNITY AVERAGE COUNCIL MEMBER RANKING: 2.8 Mayors in many communities do a State of the City speech. The city planned to expand into a State of the Community event in 2019 but it was cancelled due to severe weather and then the pandemic. Proposing a springtime event with community partners in 2023 or 2024. Staff Information: Due to many staff intensive events in summer and early fall, springtime in 2024 is preferred Scheduling with an existing event is efficient, like the kick-off of the Music in the Park series Staff estimate about 60 hours staff time and $5k in costs, time required should be less for future events Should be able to implement without deferring major projects PROPOSAL: ELIMINATE PARKING MINIMUM S AVERAGE COUNCIL MEMBER RANKING: 3.0 Remove parking minimums from our zoning code to create walkable and transit-oriented development. Other goals include creating more flexible commercial space, more affordable housing and increasing the tax base. Staff Information: Continue to work on solutions in areas with reduced parking, particularly in winter Concerns about safety due to few sidewalks and narrow roadways (emergency vehicles) Resident complaints about parking have increased recently Significant staff time to study,engage with residents and develop a city-wide change Significant impact on existing workplans-CD already has 25% of strategic plan initiatives Community concerns could impact other city initiatives Recommend addressing problematic parking ratios as part of ongoing zoning code updates (2023/24) SUMMARY OF DISCUSSION NEXT STEPS