HomeMy WebLinkAbout2024 Year-End Action Plan ReportAction Plan
2024 Year-End Update
2024 Action Plan | Mid-Year Update
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: 20
On Target: 63
Delayed: 13
Off Target: 1
Not Started: 3
Total: 100
2024 Action Plan | Mid-Year Update
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 eorts across all departments. This alignment allows us to eectively track progress, measure success, and
adapt to new challenges and opportunities, driving meaningful improvements in our community.
2024 Action Plan | Mid-Year Update
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 289 units.
Coalition of Rochester Area Housing (CRAH): Supported funding of 134
units.
Land Disposition Project: Two homes are currently under construction by
First Homes.
The Sherman on Civic Center: The project was awarded housing bonds and
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
Downtown Waterfront: Assessing site use and market conditions; evaluating timing for RFP.
Discovery Walk: Construction completed August 2024.
Link Rapid Transit: Design complete September 2024; awarded $84.9 million from the FTA.
Marion Road Substation: Energized and serving SE Rochester; final construction phase will
begin this spring.
Private Investment: City and DMC approved $793,459 in funding for four projects aimed at
revitalizing and preserving buildings in the Historic District.
Historic District Visioning: Received six proposals; will select firms in February 2025.
RPD Substation: Now operational.
DMC Business Forward Toolkit: Published; will be previewed at the February 6 DMCC
Meeting.
Power Supply Resource Plan Updates
o Long-Range Financial Impacts and Forecast presented at July 2024 meeting
o Power Resource Plan remains on schedule
o RFPs have been issued
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
Discovery Walk
2024 Action Plan | Mid-Year Update
Other Highlights
Parking Rate Study: Completed; presented to Council in 2024.
Central Park: Updated park to ensure ADA accessibility; updated RPTGO program to
accommodate more riders.
Legislative bills: Bills adopted for Chateau Theatre Liquor License and Sales Tax Exemptions
RPU Advanced Metering, WRP).
Language Line: Implemented language line and pay differential program, now available
across six departments and 311.
Parks Grant: Received grant to restore 35 acres in North Heights Park
Library Master Plan Study: Community Design is in progress; complete by June 2025.
EOC Dashboard: Implemented dashboard during EOC training.
Park Referendum Program: Improvements have been made at the Plummer House, Soldiers
Field, several courts, and multiple playgrounds.
311: Fully operational since October 2024.
Historic Preservation Program: Four landmark designations completed
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.
Action Plan - All [printable]
Items Department Current:
Status Current: Update
Last
Update:
Status
Last Update: 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)
Community
Development
On Target A total of 289 units have been approved through the
Home Ownership Creation Program, with an
additional 134 units supported through the Coalition
of Rochester Area Housing (CRAH).
Not Started 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 Community
Development
On Target Two homes are currently under construction by
First Homes. A study session is scheduled for July
14, 2025, to discuss proposed parcels for future
disposition.
On Target City Council has approved the transfer of 6 lots to First
Homes.
4
Advance one development downtown to
meet market needs for housing
DMC On Target We continue to collaborate with Sherman on the
Civic Center lot project. In January, Sherman was
awarded housing bonds to help bridge the funding
gap for their affordable housing development.
However, uncertainty surrounding the IRA funding
has impacted the district energy component,
requiring contingency planning. We are still aiming
for a soft closing in June 2025.
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
Establish funding plan for recreational
trails and alley pavement rehabilitation
Public Works Delayed We need to assess the current conditions of
existing trail conditions. To achieve this, we are
collaborating with our pavement management
software vendor to develop a budget and schedule
for collecting this data.
On Target We are working with a pavement consultant to evaluate all
roadways, including trails and alleys.
8
Lead West Transit Village project to
develop a mixed-used community and
transit hub
DMC On Target We are submitting a request to establish West
Transit Village (WTV) Tax Increment Financing
TIF) district 84-1. This will allow us to capture the
available increment from Mayo's ramp to support
both private and public infrastructure at WTV. The
City and DMC continue to work with Kraus
Anderson (KA) and Aeon on their projects.
On Target City Council has approved potential development
assistance for a 90-unit senior affordable housing. West
Transit Village Transit Hub project is out to bid. Bids will
be open on Feb. 6, 2025.
9
Continue procurement of buses for
replacement and bus rapid transit
Transit & Parking On Target The first new LINK bus is scheduled to arrive in
June 2025, with the remaining 11 buses expected
to arrive by the end of the year.
On Target We purchased 2 replacement revenue vehicles in 2024.
10
Lead 6th Street Bridge, Roadway
Safety, and Riverfront Improvements
project
DMC On Target The bridge is approaching 30% design completion,
along with the design of the Riverfront public realm
space. The bridge layout has been identified, and
work continues on refining specific design
elements. The next phase of community
engagement will focus on informing the public about
decisions made based on prior input.
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.
11
Lead Downtown Waterfront Project to
position the riverfront as a destination
DMC Delayed Henden Associates has updated the economic
viability analysis to include a financial and economic
condition study, assessing the Highest and Best
Use of the site and analyzing current market
conditions. This work will help determine the
optimal timing for the RFP for both sites.
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.
12
Lead Discovery Walk Project to create a
park like experience and connect the
core of downtown to Soldiers Field
DMC Complete Construction was completed in early summer 2024.Complete Construction was completed in early summer 2024.
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13
Continue Chateau Theatre Activation as
a community gathering place that
showcases culture, entertainment, and
events in the heart of downtown
DMC Complete Bathroom Renovations were completed in
November 2023, and the HVAC Project was
completed in December 2024. The next steps for
the Chateau include extending the Operating
Agreement with Threshold Arts, developing an
Operations and Business Plan, and prioritizing key
items from the Facilities Analysis.
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 Link Bus Rapid Transit project to
enhance urban mobility
DMC On Target Link BRT was awarded $84.9 million in allocated
funding from the Federal Transit Administration
FTA), announced on October 25, 2024. City staff
have started the process of drawdown requests to
support construction and project costs. Bids will
open on February 4, 2025, and construction is set
to being in March 2025.
On Target The final design will be completed by September 2024,
and the advertisement for bids will be in October 2024.
15
Implement strategies to promote the
social and economic well-being,
inclusion, and mobility of City residents
Transit & Parking On Target We have made updates to Central Park to ensure
ADA accessibility during our temporary relocation.
Additionally, we have adjusted our RPTGO program
to accommodate more riders.
On Target We have purchased 7 microtransit vehicles this summer
and are planning to launch microtransit in the fall of 2024.
16
Lead Water Reclamation Plant project
to update equipment
Public Works On Target Council approved Construction Manager at Risk
CMAR) contract, and construction began in August
2024. The project completion date has been
updated to December 2026.
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.
17
Implement environmental services CIP
projects within 2 years of council
approval
Public Works Complete Projects are advancing to City Council for approval
within two years of their inclusion in the Capital
Improvement Plan (CIP).
On Target Projects are moving to City Council for approval within 2
years of being included in Capital Improvement Plan
CIP).
18
Develop Surface water management
plan
Public Works Delayed The Comprehensive Surface Water Management
Plan (CSWMP) is approximately 6 months behind
schedule, initially due to staff turnover and
shortages, with further delays caused by
responding to large private development proposals.
The revised goal is to have a Phase II plan ready
for City Council review and input in the second
quarter of 2025. Phase III, which involves the build-
out of Hydrologic and Hydraulic models, will follow
and will take several years to complete.
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 Phase II plan ready for City Council review and
input in the fourth quarter of 2024. Phase III will follow.
19
Complete Phase 1 and 2 of West
Zumbro Sanitary Sewer Project
Public Works Complete Phase 2 was expanded in scope to incorporate
portions of phase 3. As a result, the project is
ahead of schedule.
On Target Phase 1 is complete. Phase 2 is approved and under
construction.
20
Develop and implement Advanced
Metering Infrastructure (AMI) across
RPU's electric and water footprint
RPU On Target The contracting phase is roughly 90% complete,
with all functional, design, and integration
workshops finalized with vendors. The solution
build, first article testing (FAT), and communication
network installation are ongoing. Pilot system
deployment and solution testing will follow the
solution build, concluding in Q4 2025. Full electric
and water meter deployment is scheduled to begin
in 2026.
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.
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21
Collaborate with the Grid North Partners
GNP) consortium to develop
transmission projects to address RPU
customers' needs post-2030
RPU On Target Grid North Partners (GNP) is working to secure
Certificate of Need (CON) and routing approvals
from the Minnesota Public Utilities Commission
PUC), with RPU actively involved. Applications
have been submitted, public outreach meetings
completed, and approval is expected in Q3 2025.
RPU has secured Federal Energy Regulatory
Commission (FERC) transmission rate incentives
for its investment, and GNP owners are developing
partnership agreements. Construction is set to
begin in 2026, with an in-service date of 2030.
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.
22
Construct and implement a substation
at Marion Road Duct Bank
https://storymaps.arcgis.com/stories/f7
527018c213470d9ff6b7649e50eabc)
RPU On Target The Marion Road Substation is now energized and
serving RPU customers in southeast Rochester.
The duct construction is complete in the Bear
Creek, 9th St SE, and Soldiers Field segments. The
final phase will begin this spring in the Slattery Park
area and at the Soldiers Field pedestrian bridge.
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.
23
Lead the #95 Booster Project to
improve the water supply system for the
Willow Heights High-Level Pressure
Zone in Rochester
RPU On Target Construction is currently in progress and is
expected to be complete by May 2025.
24
Launch a Lead Service Line
Replacement Program to help
homeowners replace lead service lines
and reduce potential lead exposure in
drinking water
RPU On Target We are preparing construction plans for the 2025
season and finalizing agreements with the
Minnesota Public Facilities Authority to establish
program funding. The first year will focus on
establishing the replacement process, with a
phased expansion to replace all identified services
within four years. In April 2025, public education
and engagement efforts will begin, aimed at
contacting the 1,310 property owners with lead,
galvanized, or unknown water service materials.
25 Plans & Studies
26
Participate in the state of Minnesota
Disparity Study
DEI On Target The Disparity Study is ongoing. Draft copies have
been prepared and submitted to designated City
teammates for review. The final report and findings
are scheduled to be presented to City Council in
July 2025.
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.
27
Complete 5 year update of the City
Comprehensive Plan, Planning 2
Succeed (P2S) 2040 to guide future
development within the City
Community
Development
On Target The Comprehensive Plan is underway and is
expected to be completed in 2025.
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.
28
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)
Community
Development
Delayed We are actively discussing the scope of work and
timeline with Destination Medical Center (DMC) to
align on project objectives and next steps.
Delayed We are currently discussing the scope of work and
timeline with Destination Medical Center (DMC).
29
Conduct Parking Rate Study for
evaluation and recommendations of
implementation
Transit & Parking Complete The Parking Rate Study was completed and
presented to City Council in 2024.
On Target The draft Parking Rate Study report is complete and will
be presented to City Council in August as a Reports and
Recommendations.
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30
Enhance urban mobility: Lead Active
Transportation Plan implementation
Admin On Target Design work is ongoing for previous infrastructure
grant cycles to support the construction of projects
prioritized in the City's Active Transportation Plan
ATP). Additional grant applications have been
submitted to secure funding for other priority
projects identified in the ATP. Meanwhile, the RFP
process is underway for the study and design of the
downtown bikeway network.
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.
31
Create Rochester Public School
District-wide Elementary Safe Routes to
School Plan, in partnership with
Rochester Public Schools and
Minnesota Department of
Transportation
Admin On Target The Technical Design Report and cost estimates
have been completed. Community outreach and
site observations are substantially complete.
Consultants are currently developing the draft plan,
which remains on schedule for final delivery by mid-
2025.
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.
32
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
RPU On Target The updated long term financial forecast was
presented to the RPU Board at the meeting on July
30, 2024. The plan will continue to be revised to
align with the 2030 Resource Plan. Additionally, the
power resource plan remains on schedule, and
requests for proposals (RFPs) have been issued.
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.
33 Programs
34
Facilitate private investment: Revise
Destination Medical Center funding
application process to allow for public
infrastructure funding proposals by
small and local business providers
DMC On Target In 2024, the City and DMC approved $793,459 in
funding for four separate projects aimed at
revitalizing and preserving buildings in the Historic
District.
On Target We have implemented a historic district infrastructure
investment program, which began accepting applications
in July 2024.
35
Secure authors and bills for non-
bonding priority issues that are viable
during legislative session and context
Legislative On Target In preparation for the 2025 legislative session, we
engaged with legislative stakeholders and
delegation members to discuss bills aligned with the
Council's legislative priorities, adopted on
December 9, 2024. Key initiatives include:
Chateau Theater Liquor License
Sales Tax Exemptions (RPU Advanced Metering,
Water Reclamation Plant)
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)
36
Increase public safety through speeding
enforcement & education
Police Complete In 2024, RPD deployed its two speed trailers to 29
different locations across Rochester. A total of 474
speeding citations were issued throughout the year.
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.
37
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
Fire On Target The approved 2025 budget includes the Emergency
Medical Services (EMS) Captain position, marking
Step 2 of the 8-step plan. Future requests to
continue implementing the plan will be submitted at
a later, yet-to-be-determined date.
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.
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38
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
DEI On Target Our partnership with Workforce Development Inc.
WDI) as a sustainability partner continues to
strengthen, with significant progress in developing
the Bridges to Built Environment career pathway.
This initiative builds capacity in staffing, training
programs, intake processes, and wrap-around
services, while leveraging braided funding to
ensure long-term sustainability.
In collaboration with Cradle to Career and
Rochester Public Schools, we are actively
supporting the K-12 workstream, engaging high
school students and providing early exposure to
careers in the Built Environment. These efforts aim
to inspire and equip the next generation with the
knowledge and opportunities to pursue careers in
this field.
Additionally, WDI continues to enhance the
Inclusive Workforce (I/WE) program, which
supports employers in adopting more inclusive
practices to foster diverse and equitable
workplaces.
While the Bloomberg grant is set to sunset in June
2025, the groundwork laid through these
sustainability partnerships ensures that this critical
work will continue well into the future.
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.
39
Establish Rochester Police Department
RPD) substation and security plans to
enhance downtown safety
Police Complete The substation is now operational. In 2024, RPD
initiated two Downtown Safe Zone initiatives to
enhance safety within the downtown business
district during peak periods--the busy summer
months and the December shopping season. RPD
allocated a minimum staffing of 94 hours per week
to the summer initiative and dedicated a total of 646
hours to the winter initiative. RPD responded to a
total of 7,720 incidents in the downtown district in
2024.
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
40
Develop and execute an interim-use
plan for city-owned vacant space and
pre-development sites for private pre-
development activation
DMC On Target The Wednesday Farmers Market at Discovery Walk
was successful. The City received six proposals for
a Historic District Downtown Visioning plan, which
will help guide public realm improvements and
building design standards within the district. A firm
will be selected to conduct the plan in February
2025.
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.
41 Quality Services
42 Teammate Experience
43
Develop programs for supervisory
professional development and
onboarding
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. This project is
delayed as we understand and refine organizational
priorities.
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.
44 Communication & Engagement
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45
Improve the website through quarterly
audits to enhance user experience and
accessibility for residents, businesses,
visitors
Communications
Engagement
On Target Our website liaison team, consisting of 33
individuals across the organization, has conducted
regular content audits to ensure website accuracy
and accessibility. Using Siteimprove, we have
identified and resolved broken links and
accessibility issues, resulting in an Accessibility
Score improvement from 72 to 75 in 2024. We will
continue prioritizing accessibility enhancements in
2025.
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.
46
Develop processes to ensure equitable
access to City services
DEI On Target The Language Access Plan has been successfully
implemented, featuring a language pay differential
program and Language Line, which is now
available across six departments and 311. The
Cross-Disability Focus Group has addressed its
initial topics of discussion and has since expanded
its scope to include additional topics and the
implementation of various projects. These efforts
are contributing to the development of the
Accessibility Change Management Plan, which is
on track for full completion by Spring 2025.
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.
47
Develop a storytelling strategy which
utilizes video and photography
Communications
Engagement
On Target In 2024, we posted 97 videos to our YouTube
channel, along with various one-off videos for social
media, Mayor initiatives, and more. One member of
the Communications & Engagement team
successfully studied for and passed their FAA Part
107 Drone exam, earning their license as a
videographer. With the addition of drone footage
and creative use of other resources, we have built a
comprehensive video archive that will help us share
impactful stories well into the future.
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.
48
Develop standardized language for
Requests for Proposals in alignment
with equitable communications and
engagement
Communications
Engagement
Delayed We revised the proposed language based on
discussions with the larger team. With the
Communications & Engagement team now fully
staffed, we are reviewing the updates to move
forward in early 2025.
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.
49
Create DMC-specific communications &
engagement toolkit for DMC projects,
including practices for prototyping,
Business Forward, co-design, etc.
DMC Complete The first iteration of the Business Forward Toolkit is
complete, and copies have been published. The
Business Forward Playbook will be previewed at
the February 6 DMCC meeting.
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.
50 Community Services
51
Secure bonding funding for State
Bonding Requests
Legislative Delayed In preparation for the 2025 legislative session, we
conducted outreach with legislative stakeholders
and delegation members to advocate for bills
aligned with the Council's legislative priorities, with
a particular focus on bonding priorities (adopted
December 9, 2024). Key projects include:
Airport Covered Parking
Sewer Infrastructure for Housing Opportunities
Riverfront Planning
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).
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52
Implement Natural Areas Management
Plan (NAMP), including development of
best practices and identifying grant
opportunities
Parks & Rec On Target Parks received a 2023 Conservation Partners
Legacy (CPL) grant to restore 35 acres in Northern
Heights Park to a mesic oak forest ecotype,
including invasive plant removal, selective tree
clearing, and native plantings. In 2024, 6.25 acres
were cleared, and selective tree removal is
underway, with the Conservation Corps of
Minnesota and Iowa continuing work in 2025. A
separate grant in partnership with the Trust for
Public Land will support converting five acres in four
parks to pollinator-friendly habitat in 2025.
Additionally, 12 acres in the KR-6 reservoir have
been prepared for native prairie seeding with
Olmsted County Parks, and volunteers continue to
collect and distribute native seeds in multiple parks.
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.
53
Implement Urban Forest Master Plan
UFMP) to protect, maintain, and
enhance tree canopy cover citywide,
and reducing pruning cycles from
current 20 year
Parks & Rec On Target We continue to improve efficiencies in tree work by
contracting the treatment of emerald ash borer-
infested public ash trees, allowing staff to focus on
high-skill tasks such as pruning. We are also
coordinating with RPU to manage public trees
under power lines, aligning with the goals outlined
in the Urban Forward Master Plan (UFMP). While
additional staffing is still needed in future budget
cycles, the reinstated canopy loss fee will help fund
tree replacement.
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.
54
Clarify roles with County and
Community partners for homelessness
response through a written plan
Community
Development
On Target The Homelessness response group has developed
a general plan to move the initiative forward. Next
steps include presenting at the March 10th City
Council Study Session to communicate the year-
one action steps and consider adoption of the
charter.
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.
55
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.
Library Off Target The average wait time for digital materials
continues to be higher than in 2023. As of
December 23, 2024, the average wait time is 85
days, which is an increase of 9 days since July,
2024 when the wait time was 76 days.
We continue to review the wait times for physical
materials, as there are ordering, shipping,
processing, and shelving processes that make the
data less accurate.
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.
56
Evaluate current physical & digital
infrastructure to identify near-term
improvements that can address safety,
security, & accessibility
Library On Target The Library Facilities and Operations Master Plan
Study is underway, with plans for a City Council
update in late February. A Community Co-Design
component was added to the project in November,
extending the project timeline to May or June of
2025. A Library Accessibility Team has been
formed to address immediate issues using existing
resources or interim solutions.
On Target The Library Facilities and Operations Master Plan Study is
set to begin this summer, with a consultant hired by mid-
July.
57
Enhance language access services to
public meetings and the public-facing
service counter
City Clerk Complete We have implemented a language line option for in-
person translation and published a Standard
Operating Procedure (SOP) for its use.
Additionally, plans are being drafted to upgrade
technology in the Council Chambers and Meeting
Room 104 to enhance ADA accessibility, including
improved captioning and expanded meeting
technology options.
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.
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Evaluate and implement a citywide
public-facing contract management
system for uniformity
City Clerk On Target We are working to implement a streamlined, single
contract execution process.
On Target We are updating our automated contract execution
workflow and creating a self-service repository for the
public in Laserfiche.
59
Evaluate Parks & Rec programs,
including aquatics and adaptive
recreation
Parks & Rec Complete We will propose updates to programs and passive
recreation activities based on shifting demand,
budgetary considerations, and public feedback.
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.
60
Create internal and external Emergency
Operations Center (EOC) Dashboards
for effective emergency communication
Emergency
Management
On Target Our Emergency Management team completed the
first phase of the EOC Dashboard in collaboration
with City and County GIS departments. The new
dashboard was successfully launched during a
recent three-day EOC training, which included a
simulated full activation for a tornado strike. The
demonstration highlighted FEMA Lifeline impacts,
power outages, and other key dashboard updates.
Further work will continue throughout the year to
streamline processes and integrate additional data
into the dashboard.
On Target We are collaborating with GIS to scope this project and
develop a strategy, with plans for a 2024 launch.
61
Establish a Community Outreach and
Education strategy, focusing on
underserved communities
Emergency
Management
On Target Following an analysis of outreach activities from
2011 and 2012 targeting underserved communities,
the current Emergency Management team shifted
its focus to building resources that can assist our
whole community with Emergency Preparedness
and Response. This effort has focused on making
all public resources available in translatable formats
on 311. Additionally, we have partnered with the
United Way to begin distributing preparedness
information in multiple languages.
On Target We identified this item as part of a 2024 brainstorming
session, as we have established a new Emergency
Management Team.
62
Implement an Emergency Sheltering
strategy for individuals and families
affected by emergencies
Emergency
Management
On Target We are collaborating with American Red Cross and
our shelter location partners to update processes
for both Emergency Shelters and Temporary
Evacuation Points (TEPs). While current processes
have proven effective in 2024, changes in staffing
at both Emergency Management and Red Cross
present opportunities to revisit and improve these
procedures.
On Target We are engaging stakeholders to identify process gaps
and brainstorm solutions.
63
Promote community risk reduction
through building preplans/inspections
program, community fire & life safety
classes (with a focus on high-risk
groups), etc.
Fire Delayed The department is currently revamping its
preplanning program. Progress was delayed due to
significant personnel changes over the past year.
However, a new electronic fall prevention form and
data collection tool were successfully launched at
the end of 2024, marking a key step forward in
enhancing program efficiency.
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.
64
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
City Clerk On Target We have updated our application forms to make
them more streamlined and user-friendly, reflecting
updated processes and fees. Additionally, we have
begun testing in the new cloud-based Accela
system and are working on streamlining the
formatting for greater efficiency.
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.
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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
Library On Target A privacy notice for library services and library
account was drafted, reviewed and approved by the
City Attorney's Office. Audits of all divisions are
ongoing, with the Reference division next for
review. Committee membership is being refreshed
with new teammates joining and others rotating off.
The Committee developed mandatory privacy
training for staff and also presented our privacy
framework utilized divisional evaluations at the
2024 MN Library Association Conference. We are
slated to present at the regional SELCO Library
Director's Meeting in March 2025.
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.
66
Improve awareness of library services
and programs using Savannah
OrangeBoy to increase cardholder
saturation across census tracts
Library On Target SmartyCat was successfully launched in December,
with almost 200 people signing up for dedicated
event and programming emails. Marketing efforts
will continue in 2025 to expand customer
engagement with this service.
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.
67
Enhance customer experience for
Development Services Infrastructure
DSI) services, including multi-lingual
brochures and a customer experience
survey
DSI all On Target The Development Services language line is now
operational, enabling translation services between
City teammates and the public. DSI is also
undergoing a JEDI Audit, which is identifying
materials and handouts for translation into multiple
languages to further support inclusivity and
accessibility.
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.
68
Develop building inspector cross-
training program to increase efficiency
and overall capacity
Community
Development
On Target The Building Inspections team has cross-trained
four inspectors. These inspectors are now able to
conduct inspections that previously required
multiple inspectors.
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.
69
Implement prioritized Parks &
Recreation referendum projects
Parks & Rec On Target Improvements have been made at the Plummer
House, Soldiers Field, several courts, and multiple
playgrounds. Additional work at Soldiers Field is
planned for 2025, and the Plummer House has
several ongoing asset preservation projects.
Additionally, the design for Silver Lake Park
improvements has been completed.
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).
70
Secure funding for a Library Safety &
Security Specialist to support a safe &
welcoming environment
Library Complete City Council approved the 2025 budget on
December 2, 2024, including funding for the Library
Safety & Security Specialist.
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.
71
Address library's part-time (18.5)
staffing budget challenges by
advocating for the creation of FT
positions.
Library Not Started This is a new goal for 2025.
72
Improve safety and security by updating
security cameras and camera
placement, and by transitioning to the
PITS (Patron Incident Tracking
System).
Library Not Started This is a new goal for 2025.
73
Develop a new strategic plan that helps
the library fulfill recommendations from
Library Master Plan Study.
Library Not Started This is a new goal for 2025.
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Establish a dedicated 311 Team and
311 software to streamline customer
calls
Communications
Engagement
Complete 311 has been serving the community fully since
October 2024. At the end of each month, a report
is compiled, providing data about calls, ChatBot
interactions, service requests, etc. Starting in 2025,
311 will begin taking Fire inspection calls.
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.
75
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.
City Attorney On Target We remain fully staffed and are effectively
managing our prosecution caseload, despite the
growing challenges faced by our justice partners.
Specifically, Court Administration is dealing with
court scheduling issues and other internal dynamics
that are affecting all partners in the system. While
we are doing what we can in areas where we have
influence, it continues to be a struggle.
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.
76
Enhance Park Infrastructure Parks & Rec On Target Many park projects have been completed, both as
outlined in the Capital Improvement Plan (CIP) and
through smaller staff-initiated projects as part of
ongoing maintenance efforts.
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.
77
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
Community
Development
On Target Four landmark designations have been completed,
including one building, one site, one structure, and
one district with 27 contributing buildings. Financing
programs have been established to support the
Downtown Historic District, with one application
approved. Additionally, a grant has been received
for the stone wall study.
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.
78
Implement Bank Services Request for
Proposals (RFP) to meet social equity
standards, support electronic
processes, interest earnings, and cyber
security
Finance Delayed This project has been delayed until the
implementation of the new ERP system and is now
scheduled to commence in 2027.
Delayed Due to the large scope of this project, it has been delayed
until after the ERP has been implemented.
79 Operations
80
Update the City's financial policies to
ensure accuracy and relevance
Finance On Target A draft of the Financial Policies has been outlined
and is now ready for review with the Deputy City
Administrator. The Finance Director will schedule a
meeting to facilitate this review.
On Target The Financial Policies are in first draft stage and are
nearly ready for circulation to the City's Leadership Forum
for review.
81
Develop change management toolkit to
promote consistency and effective
communication for change initiatives
HR On Target We are piloting the Change Management Toolkit
with a test project. After the pilot, we will distribute
the Toolkit within the organization.
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.
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Complete a minimum of one evaluation
per year to evaluate current state (fleet,
facilities, public safety, purchasing)
Admin On Target A Fleet Recommendation was presented to City
Council on October 14, 2024, resulting in a new
Action Plan item to centralize fleet operations.
Centralization will enable better data analysis, cost
savings, and improved long-term planning.
Discussions are underway to select a 2025
evaluation topic.
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).
83
Improve Accountability Dashboard to
increase transparency
Police Delayed RPD continues to collaborate with Axon on data
retrieval and is working on the development of an
improved dashboard framework. However, we
have experienced some delays as we work with
Axon to transition to a new Records Management
System (RMS). The existing Accountability
Dashboard is updated 3-4 times annually.
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.
84
Create a unified records repository that
is organized, accessible, and located at
City Hall or other identified repository
space
City Clerk On Target Quotes have been received, and funding sources
are being explored. Teammates are actively
working to relocate permanent records to the
secured and cleaned airport space.
On Target We have contacted vendors to assist with digitizing
historic paper records and are waiting to receive quotes.
85
Increase efficiency/effectiveness of
citywide data request practices
City Clerk Complete To improve efficiency in responding to data
requests, multiple teammates have been trained to
support the Records Manager.
On Target We are assembling a team to assist our Records Manager
on large records requests.
86
Develop a regular schedule and
resources for tabletop exercises to
enhance emergency response
Emergency
Management
Complete We have established a regular schedule for
tabletop and other training exercises in Emergency
Management. In January 2025, we completed a
three-day Enhanced EOC/ICS tabletop exercise.
Upcoming trainings include a Family Assistance
Center tabletop and exercise in partnership with
Olmsted County, a school violence tabletop with
Rochester Public Schools, and multiple trainings
with Task Force 1 during their structural collapse
training at the Regional Public Safety Training
Center.
On Target We identified this item as part of a 2024 brainstorming
session, as we have established a new Emergency
Management Team.
87
Implement new Enterprise Resource
Planning (ERP) system
Information
Technology
On Target The initial analysis and RFP process have been
completed. As of February 3, 2025, City Council
has authorized the release of Requests for
Proposal (RPFs) for ERP software.
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.
88
Operationalize Facilities Reinvestment
Fund, including a defined accounting
structure for fund/business units,
accounting policies, etc.
Finance Complete The review has been completed and this item is
now complete.
On Target We will review this again in the third quarter once the
entire Team is established.
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Implement an organization-wide DEI
plan, including recruitment & retention
of diverse teammates and organization-
wide DEI professional development
DEI On Target This year, we successfully completed another
cohort of Cultural Humility training, bringing the total
number of participants to approximately 450
teammates. This ongoing effort continues to foster
awareness, reflection, and meaningful dialogue
around diversity, equity, and inclusion.
Additionally, we expanded our educational offerings
with six webinar learning sessions as part of the
Digging Deeper Series," providing focused
discussions on key topics to deepen understanding
and application of equity principles.
Our commitment to organizational accountability
also progressed with three additional departments
participating in the JEDI (Justice, Equity, Diversity,
and Inclusion) Audit, increasing the total number of
department audits to six. These assessments
provide valuable insights to inform sustainable,
equity-driven improvements across the
organization.
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.
90
Develop Racial Equity Plan DEI Delayed Recognizing the need for continued growth in this
area, additional learning and development efforts
will be prioritized moving forward. This goal remains
a key focus for 2025, ensuring sustained progress
and deeper engagement in this critical work.
On Target We are scheduled to this with the Leadership Forum at
the August 2024 Meeting.
91
Transition to a Fire Records
Management System (RMS) that
supports department and City strategic
priorities
Fire On Target We completed the data survey with our vendor in
Q4. The data migration is scheduled to begin in Q1
of 2025, followed by staff training. Project
completion is anticipated by May 2025.
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.
92
Determine optimal fire station locations Fire Complete Initial analysis has been completed. Additional
analysis may be needed in the future based upon
call volume increases and population growth.
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.
93
Integrate City and fire department GIS
information and update annually to
improve location analysis
Fire On Target Communication between the City Geographic
Information System (GIS) team and the Fire
Department remains ongoing, regarding both
current needs and future requirements. RFD is also
actively represented on the City's GIS Steering
Committee.
On Target The City Geographic Information System (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.
94
Improve data reporting &
documentation, including a review
team, data review standards, collection
development plans, process
automation, etc.
Library On Target We enhanced data reporting by creating a Blue
Cloud Analytics report series to support Collection
Development as outlined in the divisional plans. In
2025, we will further formalize data reporting and
documentation efforts.
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.
95
Implement data governance policy &
structure to guide the ethical and
responsible use of data across the
organization
Admin On Target As part of the What Works Cities certification
program, initiatives are underway to publish a City
data inventory and a self-service data hub for the
community. Recertification is required by 2027.
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.
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96
Improve the efficiency of our existing
facilities
Fire Complete Work is ongoing, with identified needs being
prioritized for Capital Improvement Project (CIP)
funding. This item will be removed from the action
plan, and larger-scale individual projects will take its
place.
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.
97
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.
City Clerk On Target Research is ongoing to determine the most
effective approach for reducing email volume.
On Target This is an idea in its early stages, and we are currently
researching best practices and policies in comparable
Cities.
98
Develop new internal website to
increase efficiency and organizational
transparency
Communications
Engagement
Delayed This project is nearing completion despite delays
from Granicus in setting up our staging site.
On Target We have initiated projects with our website provier,
Granicus, to redesign and redevelop our intranet strategy.
99
Enhance video production of Council
meetings
Communications
Engagement
On Target AVI has developed a finalized plan for the council
chambers technology. We are working to develop
and RFP, with construction expected to begin in the
coming months.
On Target We are working with AVI, a vendor, to address the video
production needs of the meeting facilities.
100
Improve fleet operations, including
rolling stock fleet, parts, labor,
replacement, fleet alternatives, etc.)
Fire Complete The 2025 approved budget includes authorization
to purchase an additional fire engine, bringing the
Fire Department's total to three new engines on
order. Due to factory lead times, none of the
engines are expected to be delivered until 2026-
2027 at the earliest. Once all are in service, we will
have significantly upgraded both frontline and
reserve fleet capabilities.
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.
101
Optimize Granicus Peak Use to
increase efficiency, including the Use of
iLegislate
City Clerk Complete City Council Members who expressed interest
received training on iLegislate and their iPads prior
to the first Council meeting in January. Additionally,
multiple Peak training sessions were offered in
2024 to enhance knowledge and efficiency with the
Peak Management System.
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.
102
Install electric vehicle charging
infrastructure to promote sustainability
for City Vehicles
Public Works Delayed The vehicle charging project continues to make
progress, supported by the ongoing efforts of our
Facilities and Procurement teams.
Delayed The EV charger installation project is currently behind
schedule. The delay is primarily due to an unforeseen
requirement for additional evaluation of the infrastructure.
The evaluation has been completed and we are expecting
to have the project completed in 2025
103
Develop new strategies to fully leverage
external funding opportunities
RPU Complete We were awarded $110,000 from the Minnesota
Board of Water & Soil Resources (BWSR) for the
Pollinator Project and secured $31,000 through the
Benchmarking Grant. However, we were not
selected for the Grid Resilience and Innovation
Partnerships (GRIP) grant, nor for the Community
Charge grant in partnership with Community
Development.
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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104
Create and adequately fund a facilities
preventative maintenance account to
maximize the useful life of assets and
reduce expenditures on facilities
maintenance
Facilities On Target We have completed the first three phases of the
citywide facility condition assessment, with one
phase remaining to review RST, Quarry Hill, and
the Plummer House. Based on the findings, the
renewal fund's planned funding is insufficient to
address our deferred maintenance. A request will
be made in the 2026-2027 budget process to
increase funding. The FCA results will be
presented at a future City Council session.
Additionally, a plan has been implemented to track
utility usage against the baseline.
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.
105
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.
Facilities On Target A method for tracking utility usage has been
implemented, and it is important that finance
updates utility usage in B3 on a quarterly basis.
The savings, along with utility rebates, will be used
to fund the Building Automation/Facilities
Supervisor position. Once the position is funded,
up to $100,000 in annual rebates and energy
savings may be allocated to the sustainability fund.
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.
106
Update Security Policy and develop a
procedure plan for security related tasks
Information
Technology
On Target We are refining policy and process details for
vendor management and the Technology Approval
Process (TAP) to enhance clarity, efficiency, and
compliance.
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.
107
Implement a City of Rochester (COR)
policy for all city facilities
Facilities On Target Ongoing efforts include the adoption of several new
policies in 2024. In 2025, additional policies will be
proposed, including those related to the use of city
EV chargers, updated facility standards, and more.
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.
108
Develop a process for evaluate the
appropriate amount and type of
facilities/maintenance staff
Facilities On Target We are continuing to utilize MaintainX, with the
preventative maintenance portion fully operational
since Fall 2024. It will be important to analyze
several years of data, especially as we have
experienced staffing changes. With the addition of
the DOL Grant for Equity in the Built Environment,
we now have two additional, non-permanent
teammates. We will need to assess the data
impacts as these positions are phased out, with one
position forecasted to end in May 2025 and the
other in January 2026. These changes may also be
influenced by the new federal administration.
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.
109
Standardize supply chain for
maintenance and custodial staff,
including sustainable practices for
recycle/waste, bulk purchasing,
storage/maintenance of supplies,
contract procurement,
automation/controls
Facilities On Target All custodial supplies purchases have been
centralized. In 2025, we plan to establish a
centralized inventory storage system for the
maintenance supplies and aim to consolidate as
much as possible under one vendor. Additionally,
RFPs for citywide inspection services are prepared
and will be issued in February 2025 to centralize to
a single vendor.
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 4 of 2024.
110
Centralize citywide fleet operations to
improve data analysis, cost savings,
and long-term planning
Admin On Target This item was added as a result of the 2024 Fleet
Evaluation. Discussions are ongoing at the staff
level to foster consensus and alignment around
centralization.
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