HomeMy WebLinkAbout2024 Mid-Year Action Plan ReportAction Plan
2024 Mid-Year Update
2024 Action Plan | Mid-Year Update | Page 1 of 5
Action Plan Overview
The City of Rochester’s Action Plan, first
implemented in 2021, serves as our roadmap
for success. It outlines current initiatives aimed
at advancing City Council's Strategic Priorities:
• Affordable Living
• Quality Services
• Economic Vibrancy & Growth Management
Benefits of the Action Plan include:
• Shared Vision
• Communication & Collaboration
• Accountability & Transparency
Completed: 11
On Target: 87
Delayed: 8
Off Target: 1
Total: 107
2024 Action Plan | Mid-Year Update | Page 2 of 5
Action Plan Alignment
Our Action Plan supports the City’s Strategic Priorities by translating them into specific, actionable steps. Each action item aligns with a
priority, ensuring coordinated efforts across all departments. This alignment allows us to effectively track progress, measure success, and
adapt to new challenges and opportunities, driving meaningful improvements in our community.
2024 Action Plan | Mid-Year Update | Page 3 of 5
Top Goal Updates
City Council has selected top goals for our City’s action plan, ensuring each strategic priority has a dedicated focus. These goals
represent our commitment to addressing the most pressing needs and opportunities within our community:
Strategic Priority Goal
Affordable Living 1) Construct market rate affordable owner-occupied housing
Economic Vibrancy & Growth Management 2) Invest in public realm to advance:
• Economic Vibrancy
• Resident Experience
• Visitor Experience
• Talent Attraction
Quality Services 3) Develop a transition plan for post 2030 power supply needs
• Home Ownership Creation Program: Supported creation of 40 units.
• Coalition of Rochester Area Housing (CRAH): Supported funding of 156
units.
• Incentive Updates: Two incentives revised to promote owner-occupied
housing.
• Land Disposition Project: City Council approved the transfer of 6 lots to First
Homes.
• The Sherman on Civic Center: City Council authorized development
assistance; the project will include 80 affordable units and over 300 market
units.
Update for Goal 1:
Construct market rate affordable
owner-occupied housing
The Sherman Rendering
2024 Action Plan | Mid-Year Update | Page 4 of 5
• Link Rapid Transit: Design complete September 2024; bids in October 2024.
• Discovery Walk: Construction complete August 2024; ongoing work to connect
downtown to Soldiers Field.
• Riverfront: Pre-development phasing and economic analysis complete. RFP
in Q3 or Q4 2024.
• Park Referendum Funds: Renovations on track for parks: Cascade Lake,
Soldiers Field, Rolling Green, Eagle Ridge Playground, McQuillan Park Splash
Pad, Silver Lake, and Cook Park.
• Comprehensive Plan Update: Complete early 2025.
• Safe Routes to School District-Wide Plan: Study starts Fall 2024 in
partnership with Rochester Public Schools and MnDOT.
• BIPOC Women Programs: Includes apprenticeships, K-12 training, and
Inclusive Workforce Employer initiative for built environment firms.
• Power Supply Resource Plan Updates
o Details presented to RPU Board February 2024
o Long-Range Financial Impacts and Forecast July 2024 meeting
• RPU’s Path
o Net 100% renewable energy in 2030
o Refine firm, dispatchable capacity requirement
o Continue exploration of energy storage, wind, and solar
o Leverage tax credit opportunities
o Mitigate impacts of EV adoption and electrification
o Manage Rochester’s accelerated growth
Update for Goal 2:
Invest in public realm
Update for Goal 3:
Develop a transition plan for post
2030 power supply needs
Link Station Rendering
Soldiers Field Pool
2024 Action Plan | Mid-Year Update | Page 5 of 5
Other Highlights
• New Processes: Added new reasonable accommodation process and grievance procedure to
the website.
• Building Inspection Pilot Program: Cross-training enabled one inspector to handle multiple
inspections that previously required multiple inspectors.
• 311 Team Initial Implementation:
o Fully staffed and nearing initial implementation, with full rollout within the year.
o Initial focus areas: Community Development and Public Works.
o 311 will include Catalis, a Customer Relationship Management (CRM) System, and an
AI chatbot named Chester.
• Accreditation: Achieved accreditation from National Recreation & Parks Association (NRPA);
preparations underway for reaccreditation in five years.
• RPU Funding: Secured $110,000 for the pollinator project; awaiting decisions on two additional
grants and drafting another application.
• Historic District Infrastructure Investment: Program to facilitate private investment;
applications accepted starting July 2024.
Full Action Plan
The following pages include a comprehensive table of our full action plan. Items are organized by Strategic Priority, by subcategories, and then by
department.
Want to learn more? Explore our website at www.rochestermn.gov/priorities for details on our Strategic Priorities, past Action Plan updates, DEI
Action Plan, and Legislative Priorities.
Items Key Performance Indicators (KPI)Department Current:
Status Current: Update
1 Affordable Living
2
Support the creation of new owner-occupied
housing through the Fee Reimbursement
Program and the Coalition of Rochester Area
Housing (CRAH)
-Number of owner-occupied units created through the Fee
Reimbursement Program
-Number of owner-occupied units created through CRAH
funding
-Number of incentives developed to promote owner-
occupied housing
Community
Development
On Target A total of 40 units have been created through the Home Ownership Creation Program
(formerly known as the fee reimbursement program), with an additional 156 units supported
through CRAH Funding. Two incentives have been updated to further promote owner-
occupied housing.
3 Complete City land disposition project -Number of City parcels disposed Community
Development
Delayed City Council has approved the transfer of 6 lots to First Homes.
4 Advance one development downtown to meet
market needs for housing
-Number of developments
-Number of projects with development assistance
DMC On Target We have received Council authorization for development assistance for The Sherman on
Civic Center. The development will include 80 affordable unit and over 300 market units.
5 Economic Vibrancy & Growth Management
6 Construction Projects
7
Lead Rapid Transit project to enhance urban
mobility
-Community Survey
-Co-design feedback completed
-Environmental analysis
-Compliance with federal review milestones
-Construction Services Management Team
DMC On Target The final design will be completed by September 2024, and the advertisement for bids will
be in October 2024.
8
Lead 6th street bridge project to enhance urban
mobility
-Community Survey
-A&E Design
DMC On Target The Architecture and Engineering Design will be completed in 2025. Ongoing
communication and engagement are underway, with three community engagements held to
date.
9
Lead Downtown Waterfront Project to position the
riverfront as a destination
-Number of engagement events DMC On Target A pre-development phasing plan has been established, and an economic viability analysis
was completed in June of 2024. We plan to issue a Request For Proposal (RFP) in Quarter
3 or 4 of 2024.
10
Lead Heart of the City Project to improve safety,
accessibility, universal design, sustainability,
integrated art, and improved infrastructure
-Community Surveys/Feedback
-Business Feedback on revenue impacts
-Increase pedestrian traffic (goal of 50%)
DMC Complete Heart of the City Infrastructure is complete. We are continuing ongoing analysis regarding
pavers and artwork.
11
Lead Discovery Walk Project to create a park like
experience and connect the core of downtown to
Soldiers Field
-Community Surveys/Feedback
-Percentage of construction complete
DMC On Target Construction is scheduled to be completed by August 8, 2024. Work continues with adjacent
projects.
12
Lead West Transit project to develop a mixed-
used community and transit hub
-Development partnership secured DMC On Target The phasing of project development is complete. City and private entities continue to
collaborate on infrastructure responsibilities. City Council has approved potential
development assistance for a 90-unit senior affordable housing.
13
Continue Chateau Theatre Activation as a
community gathering place that showcases
culture, entertainment, and events in the heart of
downtown
-Number of events held DMC On Target Bathroom Renovations were completed in November 2023. HVAC updates are nearly
finished. Threshold Arts is under contract to operate through May 2025.
14
Lead Water Reclamation Plant project to update
equipment
-Effluent limits maintained during construction
-Project Scope, Schedule, Budget
Public Works On Target The design is 100% complete, the Construction Manager at Risk (CMAR) contract is
approved, and the project is out for construction bids with a start date in August 2024 and is
expected to conclude in December 2025.
15 Develop an emergency repair prioritization
system for Sidewalk gap fills
-Prioritization system developed and implemented
-Project Scope, Schedule, Budget
Public Works Complete The repair prioritization model, originally designed for gap fill projects, has been adapted
and is now in use.
16 Establish funding plan for recreational trails and
alley pavement rehabilitation
-Funding Secured for 2026-2027 budget cycle Public Works On Target We are working with a pavement consultant to evaluate all roadways, including trails and
alleys.
17 Implement environmental services CIP projects
within 2 years of council approval
-Completion of CIP projects corresponding to calendar
position within biennium.
Public Works On Target Projects are moving to City Council for approval within 2 years of being included in Capital
Improvement Plan (CIP).
18 Complete Phase 1 and 2 of West Zumbro
Sanitary Sewer Project
-Project Scope, Schedule, Budget Public Works On Target Phase 1 is complete. Phase 2 is approved and under construction.
19
Develop Surface water management plan -Storm Water Rate Study completed
-Project Scope, Schedule, Budget
Public Works Delayed The Comprehensive Surface Water Management Plan (CSWMP) is approximately 3 months
behind schedule due to staff turnover and shortages. The new goal is to have a plan ready
for City Council review and input in the fourth quarter of 2024.
20
Develop a streamlined approach to Grading Plan
and Civil Plan Sets
-Process Mapped and improvements implemented
-Number of days to process Grading Plan & Civil Plan
Applications
Public Works Complete We developed an online submittal process and established an automated workflow for plan
reviews and comments in Accela, our permitting system.
21
Develop and implement Advanced Metering
Infrastructure (AMI) across RPU's electric and
water footprint
-Number of metering endpoints replaced (goal of 100,000)RPU On Target We are finishing the contract phase of the AMI project, with roughly half of the contracts
finalized. Our goal is to finalize the remaining contracts by July 31, 2024. The next phase,
integration and functional workshops, will begin in two months after the contracts are
executed.
22
Collaborate with the Grid North Partners (GNP)
consortium to develop transmission projects to
address RPU customers' needs post-2030
-All Permits obtained for construction of transmission
facilities
RPU On Target The vision and technical teams within the Grid North Partners (GNP) consortium are
collaborating to secure the Certificate of Need and routing approvals from the Minnesota
Public Utilities Commission (PUC), with RPU actively involved. Additionally, the GNP group
working on the Mankato to Mississippi River project is progressing on a Memorandum of
Understanding (MOU) for a cost allocation framework, which is currently under
development.
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Items Key Performance Indicators (KPI)Department Current:
Status Current: Update
23
Complete development of Well 42 and associated
monitoring required by the Minnesota Department
of Natural Resources (DNR), and commence
operation
-Completed construction and implementation of Well 42
-Project schedule, scope, budget
RPU Complete The project was completed on budget and on schedule, commissioned in June 2024.
24
Construct and implement a substation at Marion
Road Duct Bank
-Project schedule, scope, budget RPU On Target The commissioning of the Marion Substation has begun, with the goal of energizing the
substation in July 2024. Progress continues on the duct portion of the project, with
construction nearing completion at the Bear Creek and 9th Avenue South railroad crossing.
The next phase of duct construction will begin in the Slattery Park and Soldiers Field area
later this summer.
25
Implement strategies to promote the social and
economic well-being, inclusion, and mobility of
City residents
-# of Microtransit Services Available
-# of Vehicles Purchased
Transit & Parking On Target We have purchased 7 microtransit vehicles this summer and are planning to launch
microtransit in the fall of 2024.
26 Continue procurement of buses for replacement
and bus rapid transit
-# of Vehicles Purchased Transit & Parking On Target We purchased 2 replacement revenue vehicles in 2024.
27 Plans & Studies
28
Enhance urban mobility: Lead Active
Transportation Plan implementation
-Baseline established for workforce mode share and
methodology for tracking progress
-Reduction in drive-alone mode share from 71% to 58%
Admin On Target We have been awarded two separate infrastructure grants to construct projects prioritized
by the City's Active Transportation Plan (ATP). Additionally, grant-funded design studies for
multi-modal transportation corridors are underway.
City teammates are continually coordinating to identify streets and intersections for quick-
build projects that support "complete streets."
We are also expanding partnerships to offer shared micro-mobility options in the community.
29
Create district-wide Elementary Safe Routes to
School Plan, in partnership with Rochester Public
Schools and Minnesota Department of
Transportation
- Increase in # of students walking, biking, or taking the bus
to school; reduction in parent drop off rates
- # of schools participating in quick-build/demonstration
projects
- # of walking school buses taking place during school year
Admin On Target Planning and Project Kick-off was initiated by Rochester Public Schools and Minnesota
Department of Transportation in May 2024. The full study is scheduled to start in Fall 2024.
30
Complete 5 year update of the City
Comprehensive Plan, Planning 2 Succeed (P2S)
2040 to guide future development within the City
-Number of opportunities for public input Community
Development
On Target The RFP process was completed, and Bolton & Menk was selected. The updates are
expected to be completed by the first quarter of 2025.
31
Complete update of the City's Downtown Master
Plan that incorporates recent planning efforts by
partners such as Destination Medical Center
(DMC), Mayo, and University of Minnesota
Rochester (UMR)
-Number of opportunities for public input Community
Development
Delayed We are currently discussing the scope of work and timeline with Destination Medical Center
(DMC).
32
Participate in the state of Minnesota Disparity
Study
-Baseline established for City Procurement process
-Number of interventions applied to increase participation
of underrepresented communities in City procurement
-Percentage of Targeted Business in City procurement
-Number of Targeted Businesses available in Rochester
area
DEI On Target The Disparity Study in ongoing. The City has submitted data for review by consultants. The
final report and findings will be shared with the City in July 2025.
33
Implement the Power Supply Resource Plan for
the community's post-2030 power supply needs.
Update long-term financial plan, considering the
needs for the addition of wind, solar, and capacity
resources before expiration of the existing
contract in 2030
-Cost impact to customers (goal based on 2020 index: less
than $5 per month)
RPU On Target The Power Supply Resource Plan update was presented to the RPU Board in February
2024. The long-range financial forecast will be presented to the RPU Board at the July 2024
meeting.
34 Conduct Parking Rate Study for evaluation and
recommendations of implementation
-Completion of Parking Rate Study Transit & Parking On Target The draft Parking Rate Study report is complete and will be presented to City Council in
August as a Reports and Recommendations.
35 Programs
36
Create a career pathway program for Black,
Indigenous, and People Of Color (BIPOC) women
to get construction trades experience with the City
of Rochester for employment or future
employment with the City or Contractors
-Number of BIPOC women completing Emerging Business
Enterprise (EBE) training program
-Number of BIPOC women completing City EBE
apprenticeship program
-Number of building environment firms completing Inclusive
Workforce Employer (I/WE) Designation
-Number of K-12 cohorts completing Pitch program
-Number of BIPOC women engaged in entrepreneurship
prorams
DEI On Target Supported by Bloomberg philanthropies and the Department of Labor, we are working to
build a system to support BIPOC women in the built environment. We have established an
apprenticeship/internship program with the facilities department, along with a K-12 training
and Inclusive Workforce Employer designation program for built environment firms.
37
Develop and execute an interim-use plan for city-
owned vacant space and pre-development sites
for private pre-development activation
-Amount of funding in private investment (goal: greater
than $1,000,000,000 in funding)
DMC On Target We are continuing efforts to activate alleys near Chateau Theatre and the Riverfront site.
Additionally, we have established a Wednesday Farmers Market on Discovery Walk.
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Items Key Performance Indicators (KPI)Department Current:
Status Current: Update
38
Facilitate private investment: Revise Destination
Medical Center funding application process to
allow for public infrastructure funding proposals
by small and local business providers
-Number of new developments downtown
-Number of new businesses downtown backfilling existing
spaces
DMC On Target We have implemented a historic district infrastructure investment program, which began
accepting applications in July 2024.
39
Establish a Rochester Fire Department (RFD)
apprenticeship program with a focus on BIPOC
and females, where citizens recruited from within
our community are hired, trained as Emergency
Medical Services (EMS) professionals, and then
respond to EMS calls
-Number of citizen recruits hired
-Teammate feedback
-Number of BIPOC recruits
-Number of female recruits
Fire On Target In March, the Council received a strategic operating plan update highlighting the City's
predicted future growth and requesting continued support for the eight-step plan. Step 2 is
currently budgeted for 2025.
40
Secure authors and bills for non-bonding priority
issues that are viable during legislative session
and context
-Number of issues addressed during legislative sessions Legislative On Target We secured bill authors for several key legislative priorities during the 2024 session,
including:
-firefighter recruitment pension bill fix (SF 4604, Nelson),
-parkland dedication (SF 4051, Boldon),
-sports and rec complex sales tax exemption (SF 3170, Nelson),
-PSIG cap raising (HF 4111; Hicks co-author)
41
Increase public safety through speeding
enforcement & education
-Number of speeding citations
-Number of locations speed trailer placed
Police On Target RPD acquired a second speed trailer, which has been deployed daily since February 12,
2024. The original speed trailer has been in use on all but 19 days in 2024. Together, these
trailers have been stationed in 18 different locations across Rochester. In the first half of
2024, 239 speeding citations were issued.
42
Establish Rochester Police Department (RPD)
substation and security plans to enhance
downtown safety
-Number of incidents in the business district
-Number of teammates/hours to support operations
Police On Target The substation space is currently being renovated for police operations. It is expected to
open later this summer. In the first half of 2024, RPD responded to 3,441 incidents in the
downtown business district. RPD has allocated a minimum staffing of 94 hours a week for
the Downtown Summer Safe Zone initiative:
(1 officer) Monday-Friday, Day/Evening = 70 hours
(4 officers) Friday and Saturday, Late Night = 24 hours
43 Quality Services
44 Teammate Experience
45
Develop programs for supervisory professional
development and onboarding
-# of teammates trained
-Teammate Engagement Survey ratings
HR Delayed We are in the process of collecting input from subject matter experts to build asynchronous
micro-learning for supervisor essentials. We are also developing a curriculum and
assessing external contributors for impactful leadership.
46 Develop an organizational leadership philosophy -Teammate Engagement Survey ratings HR On Target This initiative is earmarked for future High Performance Organization (HPO) Academy
Cohort projects.
47 Align department purpose statements around
vision and foundational principles
-Teammate Engagement Survey ratings HR On Target This initiative is earmarked for future High Performance Organization (HPO) Academy
Cohort projects.
48 Communication & Engagement
49
Improve the website through quarterly audits to
enhance user experience and accessibility for
residents, businesses, & visitors
-Quarterly website audits
-Number of website champions
-Community surveys
-Accessibility Score on website system
Communications
& Engagement
On Target In 2024, our Communications team formalized and enhanced the Website Liaison program
to ensure all website users are up-to-date on best practices for accessibility standards and
brand expectations. The team has prioritized web accessibility, complying with WCAG Level
A requirements and progressing towards meeting Level AA requirements ahead of the
legislative deadline. Additionally, the team has initiated projects with our website provider,
Granicus, to improve our external homepage and web navigability.
50
Develop a storytelling strategy which utilizes
video and photography
-Community surveys
-Number of initiatives utilizing approach
-Implement new drone for photography
Communications
& Engagement
On Target Our Communications & Engagement team continues to use video and photography as
storytelling tools for both internal and external communication. So far in 2024, the team has
published 41 videos to our YouTube Channel, covering both internal and external topics.
They have also brought a video team on-site to develop a variety of recruitment videos and
are working on a year-long photography project with a local partner to update and expand
our Media Suite. Additionally, we are integrating more video content into our social media
strategy and monitoring the performance of these posts compared to traditional media.
51
Develop standardized language for Requests for
Proposals in alignment with equitable
communications and engagement
-Standardized language developed Communications
& Engagement
On Target Draft language has been created and reviewed by a dedicated team. Based on feedback,
the Communications & Engagement team is moving forward with next steps. Additionally,
we have reached out to another team working on Request for Proposal (RFP)
standardization to explore opportunities for collaboration.
52
Develop processes to ensure equitable access to
City services
-Language Access Plan (LAP) developed and implemented
-Accessibility Change Management Plan developed and
implemented
-Accommodations Procedure developed and implemented
-Grievance Procedure developed and implemented
DEI On Target The City's website now features the reasonable accommodation process and grievance
procedure. The DEI team wrote the first draft of the language access plan and is seeking
input from City teammates and community partners. Additionally, the DEI team has
established a Cross-Disability Focus Group, consisting of community members with
disabilities, to help shape and inform the Accessibility Change Management Plan.
53
Create DMC-specific communications &
engagement toolkit for DMC projects, including
practices for prototyping, Business Forward, co-
design, etc.
-Completed draft Business Forward toolkit DMC On Target We led a League of Minnesota Cities (LMC) training session on how to conduct co-design
projects. We are actively developing our project website at www.rochestermn.gov/projects
to enhance community engagement. Additionally, we are collaborating with the University
of Minnesota Design Center to develop a business forward guidebook.
54 Community Services
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Items Key Performance Indicators (KPI)Department Current:
Status Current: Update
55
Ensure continued effective prosecution of criminal
cases during a time of criminal justice system
staffing turmoil, ensuring offender accountability,
victim advocacy, and repairing social harm.
-Number of new cases vs resolved; clearance rate.
-Number of cases that go to jury trial, court trial, contested
omnibus hearing.
-Number of court appearances by attorneys.
City Attorney On Target We have recently achieved full staffing with attorneys, overcoming a challenging time.
Emerging stronger on the other side, our team is now eager to continue our crucial work in
public safety.
56
Evaluate and implement a citywide public-facing
contract management system for uniformity
-increase contract execution consistency
-decrease number of days to sign contract
-reduce inquiries for locating contracts
-teammate feedback on user experience
-higher vendor satisfaction
-increase ability for public to find contracts
City Clerk On Target We are updating our automated contract execution workflow and creating a self-service
repository for the public in Laserfiche.
57
Standardize City Clerk license processes & forms
for non-criminal code enforcement citywide,
including the evaluation of licensing structure,
continued assessment of the potential for
administrative approvals, and adopting legislation
to more clearly define business types
-Number of process improvements
-Number of processes mapped
-Number of license applications available online
-turnaround time for license issuance
-licensee satisfaction with usability and turnaround time
City Clerk On Target We have streamlined administrative approvals to expedite the licensing process. Currently,
we are updating our Accela software to reflect this change and streamlining both the
approval and application processes to minimize differences in formatting and style.
58
Adopt Ordinance language allowing the Clerk's
Office to exercise administrative approval over
most business license types to eliminate
inefficiencies in the process.
-Number of days to process licenses
-Number of licenses processed with administrative
approval
City Clerk Complete The Ordinance language was passed in February 2024 and has been successfully
implemented. While we continue to update workflows in Accela, the noticeable decrease in
turnaround time was immediate. This improvement is expected to further streamline our
processes under the new framework.
59
Enhance language access services to public
meetings and the public-facing service counter
-Number of language line uses City Clerk On Target We are currently developing city-wide language line services and working on
implementation and training strategies. Additionally, we are exploring plans for in-person
accomodations and enhancing chamber technology, including supportive listening devices,
hybrid meeting opportunities, live captioning, and more.
60
Develop building inspector cross-training program
to increase efficiency and overall capacity
-Number of inspectors cross-trained
-Number of inspections completed
Community
Development
On Target The Building Inspections team has started cross-training inspectors. One inspector has
successfully conducted inspections that previously required multiple inspectors. The team
is now piloting the process with one inspector to further develop the program.
61
Enhance the Historic Preservation program
(which helps protect what makes our community
identity) through continued development of the
historic preservation inventory and development
of a historic district resolution
-Number of inventory properties landmarked Community
Development
On Target The downtown historic district was removed from the table and approved in January. 4 other
properties were removed from the inventory and landmarked in 2024.
62
Clarify roles with County and Community partners
for homelessness response through a written plan
-Increased efficiency for homelessness response Community
Development
On Target The "Any Path Home" initiative was developed, with a group charette completed on Jun 26-
27. Next steps involve expanding outreach to engage more community members and
individuals with lived experiences, refining data collection processes, and presenting to City
Council and Commission on August 21, 2024.
63
Establish a dedicated 311 Team and 311
software to streamline customer calls
-Percentage of satisfied callers based on post call survey
data
-Teammate feedback/surveys
-Caller Experienced Score based on future Community
Surveys
-Number of days to close caller tickets
Communications
& Engagement
On Target The team is fully staffed and nearing initial implementation, with a full rollout planned within
the year. The initial focus areas will be Community Development, Public Works, and the City
Clerk's office. By employing a phased approach, the team ensures a high level of customer
experience through careful monitoring of call volume and system needs. The call center
will include Catalis, a Customer Relationship Management (CRM) system, and an AI-
supported chatbot named Chester.
64
Enhance customer experience for Development
Services Infrastructure (DSI) services, including
multi-lingual brochures and a customer
experience survey
-Website Analytics, including number of visits DSI all On Target Our DSI team and City Administration are collaborating on a language access plan to
prioritize public communications for translation services. Example translations include our
Neighborhood Information Meeting resources and Notice of Violation letters.
65
Create internal and external Emergency
Operations Center (EOC) Dashboards for
effective emergency communication
-Website Analytics/number of visits Emergency
Management
On Target We are collaborating with GIS to scope this project and develop a strategy, with plans for a
2024 launch.
66
Establish a Community Outreach and Education
strategy, focusing on underserved communities
-Number of events
-Number of attendees
-Post-event surveys
Emergency
Management
On Target We identified this item as part of a 2024 brainstorming session, as we have established a
new Emergency Management Team.
67
Implement an Emergency Sheltering strategy for
individuals and families affected by emergencies
-Number of potential locations identified
-Formalized Standard Operating Procedure
-Number of teammates trained
Emergency
Management
On Target We are engaging stakeholders to identify process gaps and brainstorm solutions.
68
Implement Bank Services Request for Proposals
(RFP) to meet social equity standards, support
electronic processes, interest earnings, and cyber
security
-Completed RFP outlining all services, expectations, and
requirements
-RFP Implementation scope, schedule, budget
Finance Delayed Due to the large scope of this project, it has been delayed as other projects have taken
priority.
69
Promote community risk reduction through
building preplans/inspections program,
community fire & life safety classes (with a focus
on high-risk groups), etc.
-Number of event attendees
-Number of fire safety classes
-Number of fall prevention referrals (goal 5% increase)
Fire Delayed Community risk reduction was delayed in the first half of 2024 due to vacancies in the Fire
Marshals Division. However, by the end of June, the Fire Inspector position was filled,
bringing the team to full strength. Additionally, lift assist referrals declined when comparing
June 2023 to June 2024 data. We are now working on implementing a new electronic form
to streamline data collection and the referral process for both providers and patients.
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Items Key Performance Indicators (KPI)Department Current:
Status Current: Update
70
Secure bonding funding for State Bonding
Requests (2024: Riverfront Redevelopment &
Public Realm; Airport Solar Covered Parking and
EV Chargers)
-Amount of funding secured Legislative Delayed The legislature did not pass a bonding bill in 2024. However, bills were introduced on city
bonding priorities with bipartisan authors. These included the following projects:
-Riverfront project (SF 3419, Boldon, Nelson/HF 3462, Smith, Hicks, Liebling)
-Airport Solar project (SF 3420, Nelson, Boldon/HF3465, Smith, Hicks, Liebling).
71
Secure funding for a Library Safety & Security
Specialist to support a safe & welcoming
environment
-Number of incidents
-Survey responses from Rochester Public Library (RPL)
visitor cards
Library On Target We are currently piloting the Library Safety & Security Specialist position through grant
funding. The pilot is successful, with more incidents being handled by the Safety & Security
Specialist, which allows other teammates to serve customers. Earlier this year, we
submitted a budget request for the position for 2025.
72
Improve awareness of library services and
programs using Savannah OrangeBoy to increase
cardholder saturation across census tracts
-Number of programs offered
-Number of program attendees
-Customer survey
-Number of market saturation by census tract
Library On Target We recently added SmartyCat, an events-driven component, to the OrangeBoy system. This
addition will help us grow our email subscription list for targeted messages. As a result,
we've seen a 2.2% median increase in cardholder participation across all census areas.
73
Improve access to library materials through
catalog improvements, including
simplification/standardization of catalog data,
book map improvements, addressing circulation
challenges, review wait times, requests for
increased materials funding, etc.
-Average hold time
-Standardize holds ratios
-average costs of materials by item type
-Average cost per circulation
-Circulation rates
Library Off Target The average wait time for digital materials has increased due to higher usage. The average
wait time for physical items is 96 days, which is an increase of 9 days since March of 2024,
when the average was 87 days.
The average wait time for digital items is 76 days, which is an increase of 6 days since
March, 2024 when the average wait was 70 days.
74
Complete Privacy Audit of all library divisions to
ensure Rochester Public Library (RPL) practices
and procedures are in line with privacy policy,
customer expectations, and all applicable laws,
with the goal of improving privacy at all service
points
-Number of divisions audited Library On Target We are currently working on the privacy evaluation of the Youth Services Division. A
Memorandum Of Understanding (MOU) to facilitate school visits and a privacy notice for the
Library Board Youth Rep application process were drafted, reviewed, and approved by the
City Attorney's Office.
75
Evaluate current physical & digital infrastructure
to identify near-term improvements that can
address safety, security, & accessibility
-Completion of the Facilities & Operations Master Plan by
2025
-Number of improvements
-Number of incidents
-Number library visits
-% of physical circulation
-% of digital circulation
Library On Target The Library Facilities and Operations Master Plan Study is set to begin this summer, with a
consultant hired by mid-July.
76
Implement Urban Forest Master Plan (UFMP) to
protect, maintain, and enhance tree canopy cover
citywide, and reducing pruning cycles from
current 20 year
-Staffing levels increased to meet needs
-Complete pruning of 5,000 to 7,000 trees with current staff
and increase with additional staff
-Implement best management practice on public works
projects
Parks & Rec On Target We're making progress on implementing the Urban Forest Master Plan (UFMP), and
departments are starting to coordinate efforts.
Plans to increase staffing and pruning will happen in future budget cycles. Note: Some
pruning increases are happening alongside grant awards.
77
Enhance Park Infrastructure -Establish maintenance protocol for landscaping and
physical park amenities
-Number of Shelters, courts, and playgrounds renovated
Parks & Rec On Target The Referendum allocated funds for court and playground renovations, which are
progressing as planned. Renovations include Cascade Lake, Soldiers Field, Rolling Green,
Eagle Ridge Playground, McQuillan Park Splash Pad, and Cook Park.
Future reviews of the Capital Improvement Plan (CIP) and upcoming projects will be
outlined in future plans. Maintenance procedures were established with Commission for
Accreditation of Park and Recreation Agencies (CAPRA) certification and are now being
adjusted based on seasonal activities.
78
Evaluate Parks & Rec programs, including
aquatics and adaptive recreation
-Public input on aquatics facilities
-Participation in AccessABLE Rec Programs
Parks & Rec On Target Staff is currently evaluating the programming at Soldiers Field Aquatics Center during its
first season of operation. Modifications may be considered based on patronage and
customer feedback. AccessABLE Recreation programming has been adjusted to better
meet the needs and desires of the clients and their caregivers. This summer, additional day
camp options have been introduced, and other AccessABLE Recreation programs are also
under evaluation for potential modifications as necessary.
79
Implement Natural Areas Management Plan
(NAMP), including development of best practices
and identifying grant opportunities
-Community feedback/meetings/surveys
-Decreased presence of invasive species confirmed
through two year inspection cycles of mapped areas
-Increased biodiversity confirmed through
inspections/viewing by volunteer naturalists/partners
-Special environmental locations (i.e. goat prairie) are
retained
Parks & Rec On Target Funding from the Referendum is set aside for managing natural areas. our plans are based
on the Natural Areas Management Plan (NAMP). We've secured a grant for one of the top
priorities in the plan, and that work will happen over the next three years.
80
Achieve National Recreation & Parks Association
(NRPA) accreditation of the Commission for Park
& Recreation (CAPRA) agency
-Schedule compliance Parks & Rec Complete We successfully achieved accreditation, and now we need to start preparing for
reaccreditation in five years.
81
Provide a Golf Program that reflects Community
demand through collaboration with the Park
Board and Council based on National Golf
Foundation (NGF) review (including update of
Capital Improvement Plan (CIP) and concession
services)
-Number of golf course visitors
-Golf course revenue
-Concession contracts
Parks & Rec Complete City Council and the Park Board-approved plan for financial stability in golf was
implemented in 2023, with steady participation since. The Communications team has played
a crucial role in effectively marketing the program. Investments in the course and
supporting amenities have been well-received by the golf community.
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Items Key Performance Indicators (KPI)Department Current:
Status Current: Update
82
Implement prioritized Parks & Recreation
referendum projects
-Number of projects awarded
-Project schedule
-Project budget
Parks & Rec On Target Project development of prioritized projects is well underway. We've successfully finished
several projects on time and within budget. This work will continue over the next few years
as we focus on finishing the Accelerated Construction project for the referendum and other
projects in the Capital Improvement Plan (CIP).
83 Operations
84
Implement data governance policy & structure to
guide the ethical and responsible use of data
across the organization
-What Works Cities (WWC) Certification achieved (Gold
Level in 2026)
-Data webpage engagement
Admin On Target What Works Cities Certification was achieved in 2024 and needs to be recertified by 2027.
As a part of the recertification, initial scoping has occurred to develop a centralized data
hub, and refine the existing data policy and data inventory.
85
Establish Navigating Evaluation Research & Data
(NERD) Team comprising of experts from
relevant departments to oversee data initiatives
-Establish representatives from more than 6 departments
-Monitor interactions on data webpages
Admin Complete The NERD team is team currently has representatives from 7 departments. 2024 focus
areas include: 1) Advancing What Works Cities Certification; 2) Creating a community to
share data tools, techniques, and best practices; 3) Supporting Evaluations; and 4)
Analyzing the 2024 National Community Survey for actionable insights
86
Complete a minimum of one evaluation per year
to evaluate current state (fleet, facilities, public
safety, purchasing)
-Number of evaluations
-Evaluation Impact
Admin On Target The Fleet Evaluation is underway and is expected to conclude this year in Quarter 3. The
evaluation has included Subject Matter Expert Interviews, Operator Surveys, Budget
Review, and connecting with Dakota County's fleet manger, whose team was recently
awarded #1 fleet by NAFA (National Association of Fleet Administrator).
87
Create a unified records repository that is
organized, accessible, and located at City Hall or
other identified repository space
-Number of data requests managed by unified records
repository per year
City Clerk On Target We have contacted vendors to assist with digitizing historic paper records and are waiting to
receive quotes.
88
Revise and develop Records and Email Policies
to help City Teammates email in an efficient
manner, reducing the massive size of email
recovery requests related to public data.
-size of email recovery requests now
-size of email recovery requests related to public data
requests after policies are implemented and developed.
-develop the policy and present to Admin for review and
feedback
-develop training an implementation strategy, including
leadership buy in, etc.
City Clerk On Target This is an idea in its early stages, and we are currently researching best practices and
policies in comparable Cities.
89
Increase efficiency/effectiveness of citywide data
request practices
-Data request strategy developed with Data Dream Team
-Explore additional programs to assist with email data
review
City Clerk On Target We are assembling a team to assist our Records Manager on large records requests.
90
Optimize Granicus Peak Use to increase
efficiency, including the Use of iLegislate
-Teammate feedback
-Community feedback on usability
-Councilmember usability and access poll
City Clerk On Target We are currently working with IT to improve the implementation of the iLegislate function for
Council Members. We continue to update and add resources for staff on using Peak and
writing quality submissions. Efforts are also underway to streamline Boards & Commissions
agenda, and we are developing a potential future strategy for increased involvement in
managing these meetings and agendas.
91 Enhance video production of Council meetings -New equipment implemented and operating consistently Communications
& Engagement
On Target We are working with AVI, a vendor, to address the video production needs of the meeting
facilities.
92
Develop new internal website to increase
efficiency and organizational transparency
-New website implemented with single sign on (SSO)
option
-New website analytics
Communications
& Engagement
On Target We have initiated projects with our website provier, Granicus, to redesign and redevelop our
intranet strategy.
93
Implement an organization-wide DEI plan,
including recruitment & retention of diverse
teammates and organization-wide DEI
professional development
-Number of action items completed at the end of 2024
-Percentage of recruited and retained diverse teammates
-Number of teammates completing Cultural Humility
Professional Development
-Number of departments completing Justice, Equity,
Diversity and Inclusion (JEDI) Audit
DEI On Target We continue to offer Cultural Humility Professional Development and are conducting JEDI
Audits and DEI Action Plans for each department. The HR role responsible for recruitment
and retention is in transition, but the position has been posted.
94
Develop Racial Equity Plan -Number of action items from Racial Equity Dividends
Indices
-Percentage point change in Racial Equity Dividends
Indices audit
DEI On Target We are scheduled to this with the Leadership Forum at the August 2024 Meeting.
95
Develop a regular schedule and resources for
tabletop exercises to enhance emergency
response
-Number of table top exercises
-Number of stakeholders/attendees
-After Action Reviews/post-event surveys
Emergency
Management
On Target We identified this item as part of a 2024 brainstorming session, as we have established a
new Emergency Management Team.
96
Implement a City of Rochester (COR) policy for all
city facilities
-Finalized policy Facilities On Target Several policies were drafted and submitted for approval in December 2023. Future
policies, including those on electric vehicle charging and service level agreements with
departments, are currently being drafted and will be an ongoing process.
97 Implement a City of Rochester (COR) Facilities
Group to oversee policies and standards
-Number of Meetings Facilities Complete The Facilities Impact Team (FIT) has been created, with representatives from each
department meeting monthly.
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Items Key Performance Indicators (KPI)Department Current:
Status Current: Update
98
Create and adequately fund a facilities
preventative maintenance account to maximize
the useful life of assets and reduce expenditures
on facilities maintenance
-Percentage of building insured value funded per year (goal
1% by 2030, approx. $2.5M / year
-Percentage of assets exceeding their useful life
-Facilities condition assessment (FCA) - 4 year cycle,
quarter of physical assets assessed / year
-Number and amount of deferred maintenance
-Capital Maintenance annual cost (roof, exterior
maintenance, parking lots, major mechanical, building
automation system (BAS) controls, uninterruptible power
supply (UPS), and generators
Facilities Delayed Metrics have been developed to track baseline utility usage versus current levels. We are
currently collaborating with our Finance team to input the backlog of utility data into the B3
system to begin calculating savings at City-operated facilities. We are also working with
Mayo Civic Center staff to ensure their data is entered correctly. Once the updated B3 data
is available, we will work with leadership to determine how to allocate the cost savings.
Additionally, we have initiated a full Facility Condition Assessment of tax levy facilities with
Kraus Anderson to inform a future city-wide deferred maintenance Capital Improvement
Project (CIP), which will be presented in November of 2024.
99
Create a City of Rochester (COR) Building
Automation Systems (BAS) operations group
(pilot implement in 2022)
-Percentage of Phase 1 buildings integrated under BAS
group operations
Facilities Complete All maintenance and custodial staff have been integrated into the Joint Facilities team.
100
Develop a process for evaluate the appropriate
amount and type of facilities/maintenance staff
-Defined metrics for Full Time Employee (FTE)
requirements
-FTE utilization of temporary, part-time & contracted staff
-Number of work orders
-Staff utilization
Facilities On Target We are utilizing MaintainX for on-demand work. In May of 2024, the preventative
maintenance program was implemented, and MaintainX is now scheduling an tracking
metrics for all on-demand and preventative maintenance work performed by the Joint
Facilities team.
101
Standardize supply chain for maintenance and
custodial staff, including sustainable practices for
recycle/waste, bulk purchasing,
storage/maintenance of supplies, contract
procurement, automation/controls
-Percentage of staff using concentrated chemical green
cleaning program and common waste & recycling
-Percentage of staff using standard products and
contracting
Facilities On Target We have centralized all custodial supplies to one vendor. We are currently working with
several procurement vendors to gather budget information for maintenance inventories.
Standardized owner direct purchasing of scheduled equipment on all projects to take
advantage of state purchasing cooperatives and tax exempt status. Additionally, we plan to
issue several bids for standard contracting on annual building inspections and monitoring in
Quarter 3 of 2024.
102
Propose annual funding sources for energy
efficiency and sustainability projects:
1. Calculate projected savings of 15% off of 2019
base energy costs for Phase 1 building (9 total).
2. Internal commissioning group charge to CIP
projects
3. Rebates, Grants, etc.
-$ of annual savings for 2019 energy cost for each building
normalized for weather data
-$ of annual excess internal commissioning group charges
to CIP projects
-$ of annual rebates, grants, etc.
-# of project completed with < 5yr payback
Facilities On Target We have established a method for energy-saving calculations and are awaiting the backlog
of utility data to be entered into the B3 system. The Facilities team is collaborating with
utility partners to submit rebates for projects and operational purchases. Additionally, Joint
Facilities was awarded a $25,000 CARD grant by the Minnesota Department of Commerce
in 2024, which will be used for sustainability projects.
103 Update the City's financial policies to ensure
accuracy and relevance
-Number of policies reviewed, updated, and shared with
city council and city teammates
Finance On Target The Financial Policies are in first draft stage and are nearly ready for circulation to the City's
Leadership Forum for review.
104
Operationalize Facilities Reinvestment Fund,
including a defined accounting structure for
fund/business units, accounting policies, etc.
-Reporting of fund balance
-Operational analysis by Building/Business Unit (BU)
Finance On Target We will review this again in the third quarter once the entire Team is established.
105
Transition to a Fire Records Management System
(RMS) that supports department and City
strategic priorities
-Transition of all historical/legacy data into one system Fire On Target We submitted a Request for Council Action (RCA) for Capital Improvement Plan (CIP) funds
to contract with a vendor to preserve and provide access to historical records. We are
collaborating with our IT department to ensure a smooth transition to this vendor and project
a fall completion date.
106
Determine optimal fire station locations -Resource analysis complete
-Historical Calls For Service (CFS) analysis
-Social equity analysis
Fire On Target We have completed the analysis for the North West section of the City. The South East
section is currently being evaluated based on historical call information, though it remains
somewhat challenging due to existing station locations that may need further exploration.
107
Integrate City and fire department GIS information
and update annually to improve location analysis
-Number of regular meetings with City Geographic
Information System (GIS) and fire department staff
-Number of regular updates to the GIS layers in Fire's
Records Management System (RMS)
-Increased use of GIS displayed data for education and
analysis
Fire On Target The City GIS strategic planning and development process is currently underway. Our Fire
Department and GIS team regularly connect and identify new ways to integrate their tools
for emergency planning, response, and management.
108 Improve the efficiency of our existing facilities -Number of facility assessments
-Number of preventative maintenance tasks completed
Fire On Target We are finishing the first round of facility inspections and will make a list of needs and
conditions to prioritize and make improvements.
109
Improve fleet operations, including rolling stock
fleet, parts, labor, replacement, fleet alternatives,
etc.)
-Cost of labor, new replacements, etc.
-Frontline & reserve schedule
-First hybrid firefighting apparatus assessment
-Hybrid/electric replacements as able
Fire On Target Ongoing changes are occurring in the vehicle fleet. A new fire engine was ordered in 2024,
and a second one is scheduled for 2025. An internal study conducted in 2023 concluded
that the current costs for electric apparatus are still too high to begin implementing them.
110
Develop change management toolkit to promote
consistency and effective communication for
change initiatives
-Teammate Engagement Survey result changes regarding
organizational change and organizational management
HR On Target The Change Management Toolkit has been developed by one of our High Performance
Organization (HPO) Academy Cohorts, and we are currently in the process of identifying
pilot projects to test the toolkit.
111
Develop Maintenance Tracking System, utilizing
available systems (e.g. JDE, Elements, Kbox,
etc.) to increase efficiency
-Percentage of completed maintenance requests
-Number of maintenance requests
Information
Technology
Complete The Facilities team utilized kbox for a time and determined that MaintainX was better suited
their ticketing and parts tracking needs. This project is complete.
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Items Key Performance Indicators (KPI)Department Current:
Status Current: Update
112
Implement new ERP system -Project schedule, scope, & budget Information
Technology
On Target The business process analysis and Plan of Action have been received, and multiple pre-
implementation projects have begun in preparation for the migration. A draft of the software
requirements has been created. We are preparing for a Request for Proposal release in
February 2025, with a 16-month implementation starting in August 2025.
113
Update Security Policy and develop a procedure
plan for security related tasks
-Percentage of devices & applications meeting
configuration standards
-Percentage of devices with vulnerabilities 90+ old
-Percentage of teammates completing basic security
awareness training
Information
Technology
On Target The security policy is complete, and we are proactively identifying areas for improvement.
For example, we are currently working on a section on Generative Artificial Intelligence (AI),
which we expect to complete in Quarter 3 of 2024.
114
Improve data reporting & documentation,
including a review team, data review standards,
collection development plans, process
automation, etc.
-Number of completed plans
-Number of processes improved
-Updated Library Board report
-Community/teammate feedback
Library On Target All library divisions have completed their Collection Development plans, which outline the
process for curating the library's books print and digital collections. Additionally, library
leadership is actively working to improve data integrity to better support decision-making.
Efforts include changes to the monthly board report.
115
Improve Accountability Dashboard to increase
transparency
-Axon data retrieval functionality working
-Publish new dashboard framework
Police On Target We are currently updating the Accountability Dashboard to include data from the first half of
2024. We continue to collaborate with Axon on data retrieval and are working on publishing
an improved dashboard framework.
116
Install electric vehicle charging infrastructure to
promote sustainability for City Vehicles
-Complete project at Development Services &
Infrastructure Center (DSIC) and Public Works Transit
Operations Center (PWTOC)
Public Works On Target The electric vehicle charging infrastructure project is on schedule. We are currently working
on purchasing vehicle chargers.
117
Develop new strategies to fully leverage external
funding opportunities
-Grants awarded
-Funding awarded
RPU On Target There are four grant opportunities currently in progress: we were awarded $110,000 from
the Minnesota Board of Water & Soil Resources (BSWR) for the Pollinator project, and we
are awaiting decisions on the Grid Resilience and Innovation Partnerships (GRIP) and the
Benchmarking grants (both have been submitted). Additionally, we are working on an
application for the Community Charge grant in partnership with Community Development.
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