iii. city council retreat agenda and information

AgendaCity Council Work SessionCity of Edina, Minnesota

Virtual MeetingCall 800-374-0221, enter Conference ID 7892018 to listen to meeting

Thursday, March 4, 2021

5:00 PM

I. Call To Order

II. Roll Call

III. City Council Retreat Agenda and Information

IV. Adjournment

The City of Edina wants all residents to be comfortable being part of thepublic process. If you need assistance in the way of hearing ampli cation, aninterpreter, large-print documents or something else, please call 952-927-886172 hours in advance of the meeting.

Date: March 4, 2021 Agenda Item #: III.

To: Mayor and City Council Item Type:Other

From: Lisa A. Schaefer, Assistant City ManagerItem Activity:

Subject: City Council Retreat Agenda and Information Discussion

CITY OF EDINA4801 West 50th Street

Edina, MN 55424www.edinamn.gov

ACTION REQUESTED:None. Discussion only.

INTRODUCTION:The City Council will hold the first of two virtual Retreat meetings Thursday, March 4, 5-9 p.m. The secondmeeting is scheduled for Saturday, March 13, 8-Noon. Topics for March 4 include:

1. 2022-2023 Budget Work PlanBudget Work Plan ProcessRe-affirm or revise Budget Goals, Ongoing Objectives, & Council Values Statements

2. City Communications Strategy

ATTACHMENTS:Descr ipt ion

Council Retreat Part One Agenda 3-4-2021

2020-2021 Approved Budget Work Plan

City Council Code of Conduct

Council Value Statements

Council Retreat Part One Presentation-Budget 3-4-2021

Council Retreat Part One Presentation-Communications 3-4-2021

http://www.edinamn.gov

SARA A. PETERSON, JD – MANAGEMENT CONSULTANT

P| 812.822.2122 F | 812.205.2987 n C| 651.260.0273 www.sarapeterson2consulting.com n [email protected]

City of Edina – Council Workshop March 4, 2021 (Virtual)

PARTICIPANTS Members of the public may be present but will not participate.

City Council Staff & Facilitator (March 4)

James Hovland, Mayor Ron Anderson

Carolyn Jackson James Pierce

Kevin Staunton

Scott Neal, City Manager Lisa Schaefer, Assistant City Manager

Jennifer Bennerotte, Communications Grace Hancock, Sustainability

Risi Karim, City Management Fellow

MJ Lamon, Community Engagement Heidi Lee, Race & Equity

Don Uram, Finance

Sara A. Peterson, Management Consultant

AGENDA Times are approximate and may vary during the meeting.

4:50 pm Log On to Settle In

5:00 Introduction - Welcome (Scott) - Agenda, Housekeeping & Grounding (Sara)

5:20 Setting the Stage Staff will present an overview re: - Budget/Work Plan Process - Past Highlights and Future Trends - 2022-23 Staff Recommendations (Council to discuss 3/13)

6:00 Council Discussion to re-affirm or revise: - Four Budget Goals & Objectives - Values Statements & Code of Conduct (as time allows)

6:45 Break

7:00 Edina’s Communication Strategies Staff will present an overview re: - How We communicate Priorities & Activities - Communication Vehicles & Channels in Use - Their Reach & Limitations - New Ideas Being Explored - How the Council Can Engage (tips to help)

8:00 Council Discussion

8:50 Wrap Up & March 13 Topics (right)

9:00 Adjourn We’ll stretch along the way as needed.

Saturday, March 13, 2021 8:00 am – 12 pm

Agenda Topics Subject to Revision - 2022-2023 Budget Objectives - City Streets Financing - Future of the Arts Center - Today & Post Pandemic

Rev Dec. 3, 2019 Page 1 of 7

2020 – 2021 Approved Budget Work Plan

DEFINITIONS

Describes the broad outcomes that must be achieved through the budget.

Defines the measurable results that need to be achieved to meet the goals.

Details the specific actions to be taken this budget to meet the objectives.

Goal 1: Maintain Physical Assets & Infrastructure

It is crucial to maintain City infrastructure including streets,

facilities, buildings, equipment and public spaces. Deferred

maintenance can lead to costly unplanned repairs and

replacements with decisions based on short-term implementation

costs, vs. long-term maintenance costs. Properly maintained

facilities, streets, water main, sanitary sewer and storm sewer

systems provide reliable and efficient operations while lessening

the City’s carbon footprint.

ONGOING OBJECTIVES:

• Incorporate financial, societal and environmental costs into decision-making processes.

• Incorporate lifecycle and maintenance costs and climate adaptation design practices to

allow more informed decision making.

• Provide funding to maintain and replace City facilities, assets and equipment in a manner

that avoids deferred maintenance, prevents emergency repair and replaces assets at the

most cost-effective time.

Budget Goal

Budget Objective

Strategy/Action



• Manage the City’s facilities, operations, equipment and capital investments in a manner that

increases energy efficiency, reduces the City’s carbon footprint and GHG emissions and

meets sustainability goals.

• Design and build for resiliency in the infrastructure that reduces flooded structures,

improves water quality (drinking and surface) and increases filtered drinking water

production.

2020-2021 BUDGET OBJECTIVES

• As debt levies expire, increase the CIP Levy to establish reliable funding for ongoing

building maintenance, replacement and capital improvements.

• Capture the Southdale TIF tax capacity for 2022 CIP.

• Reduce the City operations’ total electricity GHG emissions by 5 percent, 893,000 kWh each

year, through implementation of energy management plans, ongoing facility maintenance,

capital improvements and operational behavior change.

• Implement Green Fleet Policy recommendations to meet goal of 30 percent emission

reduction mpg and gas usage by 2025.

• Improve security and safety in City facilities for public and staff.

2020-2021 Strategy/Action: Lead

1 Approve architectural option and complete construction of Water

Plant #5. (Q4 2021)

Engineering

2 Create a green building policy for City facilities incorporating

sustainability principles into evaluation, design and construction of

City capital projects. (Connected with project 3-2).

Administration

3 Determine interim park and recreational uses of Fred Richards

Park. Update cost plan estimate prior to CIP process. (Q2 2020)

Parks & Rec

4 Identify funding source and timeline for implementation for

Braemar Park Master Plan by Q3 2020. Prioritize master plan

components for future implementation. Ensure that master plan costing is

updated prior to CIP process. (Q3 2020)

Parks & Rec

5 Consider options for using alternative funding methods for park

improvements and determine next steps. (Q2 2020)

Finance

6 Develop a master plan for addressing City Hall deferred

maintenance, energy efficiency, security and service needs in a

cost-effective manner.

(Q3 2020)

Facilities

7 Implement decision (to be made in 2019) regarding street

assessment financing and transition plan if applicable. If local

option sales tax is selected, seek State legislative approval to request that

voters approve a local option sales tax for regional park improvements

and MSA street improvements. (Q2 2020 [state approval], Q4 2021

[referendum])

Finance

8 Approve a water quality strategy for Lake Cornelia. (Q2 2021)

Engineering



9 Upgrade the communication equipment (SCADA) that monitors and

ensures delivery of safe potable water and improve our ability to

have a reliable storm and sanitary sewer system. (Q4 2020)

Public Works

10 Develop and begin implementation of the street lighting system

and maintenance plan that balances sustainability, public safety,

and quality of life goals, including increasing energy efficiency, ensuring

safely lit community, and minimizing light pollution. (Q4 2020)

Public Works

11 Prepare for possible conversion of Centennial Lakes from Enterprise

fund to General fund in 2022-23 budget cycle. (Q2 2021)

Finance

Goal 2: Maintain Service Levels that Best Meet the Needs of the Community

The City delivers a variety of services, including police and fire

response, water and sewer, snow plowing and building inspections,

that are essential for the safety and wellbeing of those who live,

work or visit Edina. In addition, amenities and services including

recreation facilities, parks and programs contribute to the overall

quality of life within the community. To deliver reliable service, the

City needs to recruit and retain a strong workforce that has the

resources and technology needed to effectively and efficiently

perform their work.

ONGOING OBJECTIVES

• Comply with legal and safety standards.

• Maintain adequate response times.

• Provide high-quality services in an efficient manner that demonstrates respect for the

public.

• Promote an engaging and respectful work culture that values employee quality of life and

work/life balance.

• Provide competitive employee compensation and benefits to attract and retain a skilled and

high-performing workforce.

• Provide staffing, tools, equipment, resources and training to meet expectations for service

delivery.

• Utilize effective technology to easily maintain and locate data for the public, reduce risk and

provide better data for informed decision-making by elected officials and staff.

• Ensure that limited resources (money, equipment and time) are deployed in an equitable

and sustainable manner.




• Increase integration of disparate City data systems, (e.g., Financial, Human Resources and

Geographic Information Systems) for better decision-making and easier access.

• Maintain adequate work-life balance for employees with an increased focus on employee

quality of life, stress management, physical and mental well-being.

• Provide adjustments to employee compensation to maintain position with market.

• Provide benefit increases to and design changes to maintain affordability.

2020-2021 Strategy/Action: Department Lead

1 Implement Enterprise Resource Planning (ERP) System, including:

• Project hierarchy and metrics (Q4 2020)

• “Go-live” new finance and HR software (Q1 2021)

• Begin implementation of UB software (Q1 2021)

• “Go-live” new UB system (Q3 2021)

Finance

2 Determine long-term plan for future of Art Center, including:

• Program evaluation of community service needs for the Art Center.

• Ensure critical repairs are made to Art Center to properly continue

existing operations in current building for at least 10 years.

• Conduct feasibility and infrastructure analysis on existing Art Center

building prior to the CIP process. (Q2 2020)

• Conduct alternative site analysis and business plan modeling for

relocation of the Art Center operations. (Q2 2021)

Parks & Recreation

3 Implement rental housing license and inspection program. (Q1

2020)

Health

4 Implement Police-Worn Body Cameras. (Q4 2020) Police

5 Replace Public Safety Computer-aided Dispatch (CAD) and Record

Management System (RMS) (Q4 2020)

Police

6 Decision, finance method and plan for relocating OR expanding Fire

Station 2 in order to accommodate 24-hour operations with one fire

apparatus, two ambulances and support vehicle. (Q4 2020)

Fire

7 Determine finance method and plan for Fire Station 3 in the

Northeast Quadrant of the City. This station would be of such size to

accommodate 24-hour operations with one fire engine, ambulance and

support vehicle. (Q4 2020)

Fire

8 Conduct first presidential primary under new state legislation. (Q1 2020) Administration

9 Develop long-term plan for elections absentee voting and storage. (Q1

2020)

Administration



Goal 3: Plan for Connected & Sustainable Development

Redevelopment and renewal of commercial and residential real

estate is essential to the vibrancy of the community. Redevelopment

will play an integral part of providing an inclusive, high quality of

life that the Edina community expects. It is important to ensure

plans and policies are relevant today and flexible for tomorrow.

Incorporating sustainability principles and standards during

redevelopment with the goal of reducing the community’s carbon

footprint will be critical to human health and safety. Creating

sustainable redevelopment requires forward thinking and

preparing for the future.

ONGOING OBJECTIVES

• Determine, track and meet sustainability goals for metrics such as energy, transportation,

water and waste.

• Connect neighborhoods, businesses and open spaces.

• Support the continued high quality of life offered to residents and those who work in Edina.

• Promote affordable lifecycle housing.

• Demonstrate resiliency to changing climate and future community needs.


• Continue installation of sidewalks and shared-use paths (e.g., Twin Loops implementation).

• Launch residential curbside organics and recycling (define numbers and goals).

• Create affordable/workforce housing (1,220 units by 2030).

2020-2021 Strategy/Action: Department Lead

1 Continue development and implement a strategy to create

affordable housing units with revenue from the Affordable

Housing Policy and from Southdale II TIF District special authority.

Community

Development

2 Create and implement a green building policy to incent sustainable

building and operational practices for new development and

redevelopment. (Connected with 1-2)

Administration

3 Develop waste reduction goals and implementation plan for

residential organics recycling for April 2020 launch.

Health

4 Implement Energy Benchmarking ordinance. Administration

5 Decide on future of redevelopment of the former Public Works site in

the Grandview area by Q2 2021.

Administration

6 Develop a Climate Action Plan for the City. (Q4 2021) Administration

7 Complete study of expanding public parking at 44th and France and

explore a strategy to create district parking in the 44th and France

Area per the 44th and France Small Area Plan, including parameters

Community

Development/

Finance



that balance current transportation needs and sustainability goals.

(Q4 2021)

8 Develop Travel Demand Management Policy. (Q4 2020) Engineering

9 Prepare a District Plan for the Cahill Industrial Park by Q4 2021. Community

Development

10 Work with Edina School District to develop and implement

Safe Routes to Schools program. (Q4 2021)

Engineering

Goal 4: Foster Inclusive and Engaged Community It is important that the City helps to foster a community that is

welcoming and inclusive to all who live, work and spend time in

Edina. The City wants to ensure that it works for all of the

community. Efforts to engage the community will utilize multiple

platforms, be informative, transparent, responsive and involve

volunteers and City Commissions.

ONGOING OBJECTIVES

• Ensure City policies and practices do not have disparate impacts based on race, color,

national origin, creed, religion, age, sex, sexual orientation, gender expression, familial

status or disability.

• Conduct clear and meaningful community engagement where:

o The decision to be made and decision-making process is clearly defined.

o Individuals understand how and when they can participate.

o The City communicates what feedback is used and why.

o Inclusive engagement methods provide a variety of ways for the public to

participate in the decision-making process and ensure all voices are heard.

o Residents are satisfied with the process, even if they disagree with the outcome.


• Increase participation in Better Together Edina online engagement website.

• Implement racial equity measures to provide accountability of work.

• Strengthen leadership and support for city-wide racial equity work.

• Better leverage Boards and Commissions.

• Reduce barriers to public participation.

• Increase diversity of boards, commissions, task forces and staff.

NEW 2020-2021 Strategy/Action: Department

Lead

1 Continue implementation of Racial Equity Implementation Plan and

provide quarterly reports to City Council and HRRC. (Q4 2020)

Administration



2 Continue to evaluate and further refine community engagement

standards and protocols based on IAP2 model. (Q4 2020)

Administration

3 Develop measurable city-wide/department racial equity goals (Q3

2020) and incorporate racial equity tools and resources into decision-

making processes. (Q1 2021)

Administration

4 Strengthen leadership and support for city-wide racial equity work,

including providing additional training, tools and resources to embed

an equity framework to City processes, services and decisions. This

strategy will build upon all employee and leadership training

conducted in 2018-2019.

• Develop and implement racial equity leadership training,

resources and support for City Council. (Q1 2020).

• Conduct advanced racial equity training for staff leadership

and foundational training for all employees. (Q2 2020).

• Incorporate employee selected racial equity competency in

annual performance review. (Q3 2020)

Administration

5 Develop and implement a plan to increase diversity of boards and

commissions members. (Q3 2020)

Administration

1

Edina City Council – Code of Conduct

Contents Introductory Pledge ............................................................................................................................................ 2

Compliance and Enforcement ............................................................................................................................. 2

Comply with the Law ........................................................................................................................................... 2

Roles of Council, Staff and Commissions ............................................................................................................ 3

Working with Staff .......................................................................................................................................... 4

Working with Boards/Commissions ................................................................................................................ 5

Working with the Community ............................................................................................................................. 5

Intergovernmental Relations .............................................................................................................................. 6

2

Introductory Pledge

Edina residents and businesses deserve a fair, ethical and accountable local government which earns the public’s full confidence for integrity. Recognizing these goals, the Code of Conduct is established for all elected officials of the City of Edina. As a member of the Edina City Council I agree to uphold the Introductory Pledge for elected officials adopted by the City Council and conduct myself by the following model of behavior. I will:

• Comply with the law, including o Staying within the City Council’s authority o Following the open meeting, gift, and conflict of interest laws

• Respect City Council roles and responsibilities when working with staff, Boards and Commissions • Be consistent in policy and respect process • Fulfill the Council’s fiduciary responsibility to act in the best interest of the City, and all of its residents,

both financially and legally by: o keeping the common good as the highest purpose to focus on achieving constructive solutions

for the public benefit o not disclosing private or confidential information of the City, or using that information to

advance personal interests o protecting City interests and liability by following advice of legal counsel

Compliance and Enforcement

The Code of Conduct expresses standards of ethical conduct expected for members of the Edina City Council. Members themselves have the primary responsibility to assure the public that ethical standards are understood and met, and that the public can continue to have full confidence in the integrity of government.

We will hold ourselves and each other accountable and when there is a suspected violation of the law, we will discuss with the City Manager.

Comply with the Law

Members shall comply with the applicable federal laws, state laws, and city ordinances in the performance of their public duties. Authority In statutory cities, powers are granted to the Council as a whole, and not to individual members. Mayoral Role According to MN Statute 412.191 the Mayor is a full member of the council in addition to:

• Act as presiding officer of meetings (Subd. 2) • Represent the City ceremoniously • Execute official documents (Subd. 4)

Open Meeting Law (OML) Public deliberations and processes shall be conducted openly and in a transparent manner. The Minnesota Open Meeting Law (Chapter 13D) requires that meetings of governmental bodies generally be open to the public in order to:

3

• Prohibit actions being taken at a secret meeting where it is impossible for the interested public to become fully informed about a public board’s decisions or to detect improper influences

• Assure the public’s right to be informed and observe public meetings The Minnesota Supreme Court has noted that meetings of less than a quorum of a public body held serially to avoid a public meeting or to fashion agreement on an issue of public business may violate the open meeting law. Gift/Donations Gifts from Interested Persons: Under MN Statute 471.895, Council Members may not receive gifts from any “interested person” in conjunction with their City Council duties.

• A “gift” is defined as money, real or personal property, a service, loan, a forbearance or forgiveness of debt, or a promise of future employment, that is given and received without the giver receiving something of equal or greater value in return

• "Interested person" means a person or a representative of a person or association that has a direct financial interest in a decision that a local official is authorized to make

o Virtually every resident or person doing business in the City could have a direct financial interest in a decision

• See statute for exemptions Gifts to the City: Council Members can recommend acceptance of general gifts through the City’s donation policy. All gifts to the city must be accepted by City Council resolution. Logo Members shall not use the City’s name or logo for the purpose of endorsing any political candidate or business. Conflict of Interest Conflict of interest is when any member who has a “financial interest” in, or who may receive a financial benefit as a result of, any action or if there is potential for the appearance of conflict of interest. Questions about a potential conflict of interest shall be discussed with the City Manager. Contractual Conflict of interest: (MN Statute 471.87, with exceptions in MN Statutes 123B.195 and 471.88) A public officer who is authorized to take part in any manner in making any sale, lease, or contract in official capacity shall not voluntarily have a personal financial interest in that sale, lease, or contract or personally benefit financially therefrom. Non-contractual Conflict of interest: Non-contractual matters may include such things as Council decisions on zoning, local improvements, and the issuance of licenses. Although not generally prohibited by state law, an interested Council Member most likely should abstain from participating in the council discussion and from voting on these issues. Members who have a potential conflict of interest shall:

• Disclose the conflict of interest to the group, and • Abstain from the Council discussion debate and vote

Roles of Council, Staff and Commissions

We are all part of a team committed to the residents of Edina both today and in the future. To be effective we must come to meetings with an open mind, think strategically about City issues and delegate details of implementations to staff. We will strive to maintain a culture of trust, respect and candor as a Council and when working with staff and Boards/Commissions.

4

City Council City Manager & Staff Advisory Boards, Commissions,

Task Forces • Make policy-level decisions • Hire & supervise City Manager • Approve

o Budget and related work plan o Ordinances and policy decisions o Development proposals o Variances and rezoning requests

• Appoint representatives to advisory boards and commissions

• Provide best efforts and technical advice to Council

• Manage operations and staff

• Propose budget and policies • Carry out Council decisions • Deliver services • Equitably enforce codes &

policies

• Provide community perspective • Propose work plan items • Advise the Council through

Work Plan “Charges” • Hold hearings as directed by

Council • Assist as directed in work plan

with engagement efforts

Respectful Behavior

Members should STRIVE TO: • Treat people with courtesy, politeness, and kindness • Encourage others to express their opinions and ideas • Listen to what others have to say • Use the ideas of others to improve decisions and outcomes • Recognize and respect differences • Prepare for the issues at hand • Focus on the business of the body • Consider only legally germane information in decisions • Act as a decision maker, not an advocate

Members should AVOID: • Speaking over or cutting off another individual’s

comments • Insulting, disparaging, or putting down people

or their ideas • Bullying other members by displaying a pattern

of belittling, demeaning, judging or patronizing comments

• Violence or the threat of violence will not be tolerated

Working with Staff Members shall respect and adhere to the Council-Manager (Plan B) structure of Edina city government as outlined in MN Statute 412. This means:

City Council does… City Council does not…

• Hire, fire, and supervise City Manager • Set the strategic direction for the City • Consider and approve budget and related work plan, and

monitor performance relative to those items • Consider and approve policy decisions • Consider and approve development proposals • Consider and approve variances and rezoning requests • Appoint citizens to citizen advisory boards and commissions • Approve and amend work plans and bylaws

• Hire and fire staff • Direct the activities of staff, other than the

City Manager • Individually direct the activities of boards,

commissions or other resident groups • Individually approve policies, projects etc. • Individually commit City resources or staff

to specific causes • Individually enforce policies, City Code, etc. • Individually speak or prepare official

correspondence on behalf of the City unless authorized by the City Council.

City Council

CommissionsStaff

Manage Operations, Advise Council (technical analysis & evaluation) & Implement Policy

Advise Council (community needs & values)

Decide Strategy

5

City Council Members promise City Staff they will: • Respect staff as valued resources and members of our team • Support the maintenance of a positive and constructive workplace environment for City employees

where individual members, City staff and the public are free to express their ideas and work to their full potential

• Provide direction to the City Manager as a body and not direct the work of individual staff • Encourage staff to focus on the big picture in reports • When possible, notify the City Manager in advance of a Council Meeting of questions or requests to

pull agenda items from the consent agenda so the appropriate staff can compile the information needed

• Agree that information they ask of the City Manager will be shared equally with all Council Members • Copy the City Manager on all communications with staff, including questions

Working with Boards/Commissions As set forth in the Edina City Code Chapter 2 Article III, Edina’s Boards and Commissions are established by the City Council and serve as advisory to the council. Specific Board and Commission roles are:

• Investigate matters within the scope of the Commission or as specifically directed by the council • Advise the Council by communicating the viewpoint or advice of the Commission • At the direction of the Council, hold hearings, receive evidence, conduct investigations, and, based on

such hearings, evidence and investigations, make decisions and recommendations to the council City Council Members promise Boards and Commissions they will:

• View Boards and Commissions as vitally important resources to support our decision-making • Communicate effectively with Boards and Commissions to ensure they have the tools to do their work • Give clear direction as a body and take adequate time to review the result of their deliberations • Because of the value of the independent advice of boards, commissions, and task forces to the public

decision-making process, members of Council shall refrain from using their position to influence the deliberations or outcomes of board, commission, and task force proceedings

• The expectation is that Council Members will not typically attend Board, Commission, Committee, Working Group or Task Force meetings. However, under special circumstances, if we attend a meeting:

o We will do so only as an observer and prior to attending we will notify the appropriate staff liaison

o Strive for good communication by reporting out to other Council Members

Working with The Community

Residents: City staff is the first call for help for residents. We will refer residents who have concerns to the City Manager. If a resident has contacted the City Manager but is still not satisfied, we will discuss with the City Manager. We acknowledge if a resident receives conflicting information from different City Council Members or staff that is difficult for the resident and could increase liability for the City. Businesses or other interests: The purpose of a City Council meeting is to discuss information needed to decide, review that information, and decide. It is not feasible to conduct all business in a public meeting. Particularly around development, business interests might ask a member to meet outside of the City Council meeting to facilitate idea generation about proposals. The City Council’s overarching principles for working the community are:

• Never grant any special consideration, treatment, or advantage • Respect sensitivity of personal information

6

• Honor our rules regarding public testimony and clearly communicate the rules • Make ourselves available to all parties on an equal basis and not advocate for a certain point of view • Be cautious about how we participate in meetings or events and not prejudge the issue before the

Council has had a chance to deliberate Meetings requested by residents or businesses:

1. AFTER DECISION: If we are invited to a meeting about an issue the Council has decided upon, we will explain how the Council arrived at the decision.

2. DURING DECISION: If we are invited to a meeting about an issue that will be before the Council in the future, we will uphold the above principles for working with the community, and:

a. We will not make our decision about an issue before the city council until the process allows. b. We will be sensitive to the fact that we are not hearing everyone, and we will give equal

consideration to all feedback regardless of the way it is received. 3. DURING SPECIFIED ENGAGEMENT PROCESS: If we meet with a resident during a planned engagement

process, we will notify the resident that we are there to listen and encourage them to participate through the established process to engage. We will ensure that staff received the feedback provided to us.

Intergovernmental Relations

Members shall represent positions approved by the City Council to the best of their ability when working with: • Legislative bodies • Federal or state agencies • Other local governments, such as School Boards or Counties

If an individual Council Member’s opinion differs from the City position, or a matter agreed upon by the full Council, Members shall explicitly state they do not represent their City Council or the City of Edina, nor will they allow the inference that they do.

City Council Value Statements

Community Engagement

As the Edina City Council, we are dedicated to fostering an engaged community built on a foundation of trust. We will do this by intentionally focusing on equity, diversity and inclusion and creating a dialogue of perspectives. We will build trust by demonstrating our engagement principles of Relationships, Equity, Inclusivity, and Accountability.

• Relationships: make relationships foundational; strengthen relationships and build new ones; develop a trust between the City and residents

• Equity: engage with residents where they are; remove barriers for participation; provide multiple options for participation

• Inclusivity: strive to provide meaningful engagement opportunities; invite underrepresented groups to participate; make all feel welcomed and valued

• Accountability: make a plan; do what we say we are going to do; don’t change the rules; make a decision; communicate how participation influenced decision

Equity

As the Edina City Council, we are dedicated to creating an environment in our community where residents have equitable opportunities to participate in their city government and access the City’s institutions, facilities and services.

Our commitment to diversity, equity and inclusion will be a continuous process of learning and adapting to the multiple needs of all in the community, while consistently applying an equity lens in all decisions and interactions. Our vision of a welcoming Edina includes removing systemic and institutional barriers to create opportunities for all in the community to thrive.

Sustainability

As the Edina City Council, we are dedicated to building a sustainable environment where current and future generations benefit from clean air and water, climate and community resiliency, and access to nature.

We recognize that the City’s natural environment, and the health and quality of life of its residents are just as, or even more, important, than the financial factors. We will ensure that our policies, decisions and future plans have a positive impact on people and the planet, in addition to profit.

The CITY of

EDINA

Council Retreat: 2022-2023 Budget & Work Plan

Thursday, March 4, 2021

The CITY of

EDINA2022-2023 Budget Work Plan

• Budget & Work Plan Process• Looking Back: Accomplishments• Council Discussion• Instructions for March 13

www.EdinaMN.gov 2

Vision Edina(Twenty-year)

Budget Work Plan Operating Budget(Two-year)

Department Work Plans (Annual)

Employee Work Plans (Annual)

Commission Work Plans (Annual)

Comprehensive Plan

(Ten-year)

Capital Improvement Plan

(Five-year)

Strategic Policy

Implementation Level

Work Plan Budget

Two-Year Budget Work PlanCity-Wide Performance Measures

Approval: City CouncilAccountable: City Manager

Annual Department Work PlansCity-Wide Performance Measures

Approval: City ManagerAccountable: Department Director

Individual Work PlansAnnual Performance Reviews

Approval: ManagerAccountable: Employee

Annual Commission Work Plans Approval: City Council

Accountable: Commission

Budget Work Plan

Other Work Plans

The CITY of

EDINABiennial Budget Process

2021 (Odd Year)

Second year of 2020-2021 Budget

Approve 2022-2023 budget, including CIP budget

2022 (Even Year)

First year of 2022-2023 Budget

Review/approve of 2023-2028 CIP

www.EdinaMN.gov 5

The CITY of

EDINABudget ScheduleDate Topic Presenter (s)

March 4 and 13 City Council Retreat Staff

July 20 2022-2023 Draft Budget Work Plan & Scenarios/QLS Review CC Work Session

Aug 17 2022-2023 City Manager proposed budget CC Work Session

Sept 7 CC consent to two-year HRA levy CC Meeting

Sept 10 Preliminary HRA Levy Adoption HRA Meeting

Sept 21 Preliminary CC Levy Adoption CC Meeting

Oct 19 2022-2023 Budget Discussion/Update CC Work Session

Dec 7 TNT Budget Presentation and Hearing (CC and HRA) CC/HRA Meeting

Dec 21 Last Day to Adopt Budget CC/HRA Meeting

www.EdinaMN.gov 6

The CITY of

EDINA

www.EdinaMN.gov 7

Edina Consolidated Budget $131M

Governmental Funds $76M

General Fund $49M

Debt Service Fund $7M

Construction Fund $11M

Special Revenue Funds, including HRA $9M

Enterprise Funds $49M

Utility Fund $22M

Liquor Fund $14M

Park Enterprises $13M

Internal Service Funds $6M

Risk Management $1M

Equip. Operations $2M

IT $2M

Facilities $1M

The CITY of

EDINAEstimated Market Value (B)

9.1 8.9 9.09.8

10.4 10.911.6

12.4 12.9 13.3 13.8

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

www.EdinaMN.gov 8

The CITY of

EDINAMedian Value Home

403,100

501,000 571,800

-

100,000

200,000

300,000

400,000

500,000

600,000

700,000

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

www.EdinaMN.gov 9

The CITY of

EDINATotal Debt Outstanding

www.EdinaMN.gov 10

0

20

40

60

80

100

120

$'s

in M

illio

ns

Levy Debt Other Funding Debt

The CITY of

EDINATotal Annual Debt Payments (P&I)

www.EdinaMN.gov 11

-

2

4

6

8

10

12

14

16

18

20

$'s

in M

illio

ns

Total Annual Debt Payments (P&I)

Levy Debt Other Funding Debt

The CITY of

EDINADebt Service Levy

www.EdinaMN.gov 12

$-

$1

$2

$3

$4

$5

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035

Mill

ions

Debt Payments Levied

City Hall Public Works (2013A) Fire Station Public Works (2017C) Public Works HRA Sports Dome Gymnasiums

The CITY of

EDINATax Base Composition

www.EdinaMN.gov 13

Commercial14%

Industrial2%

Apartments10%

Residential74%

Edina

Commercial25%

Industrial6%

Apartments12%

Residential57%

Bloomington

The CITY of

EDINAPast Levy Increases & DriversYear Increase2021 Salary/Benefits, Internal Service fund charges, Service level

changes5.95%

2020 Race & Equity, Affordable Housing, Public Safety Staff 5.95%

2019 Public Safety Staff 4.6%

2018 Increased CIP Levy, Public Safety Staff 5.8%

2017 Weber Woods, Comp Plan, CIP for Streets and Bridges 6.36%

2016 Grandview and Braemar Park Planning Studies, Liquor Transfer adjustment

7.07%

2015 Braemar Field/Backyard, Pamela Park 8.18%

www.EdinaMN.gov 14

The CITY of

EDINABudget Challenges

• Deferred Building Maintenance• COVID Impacts – Enterprise Funds• Matching staffing and resources to service-level expectations• Possible Decline in Tax Base

The CITY of

EDINAConnected Enterprises – “Edina Law”

The CITY of

EDINAOperating Departments

Supporting Departments

Department Functions

ADMINISTRATION• City Council Support• Commissions,

Boards, & Task Forces

• Community Engagement

• Race & Equity

• Elections• Records Management• Data Practices

Police Fire Public Works• Patrol• Investigations• 911 Dispatch• Records

• Fire Suppression & Prevention

• Emergency Medical (ALS)• Emergency Preparedness• Building Inspections• Community Health• SMPSTF

• Street Maintenance• Utility Operations• Equipment Operations

Engineering Parks & Recreation Community Development

• Design of Infrastructure

• Project Management• Environmental Services• Sustainability• Facilities Management

• Recreation Programs• Parks Maintenance• Braemar Golf• Braemar Arena & Field• Edinborough Park• Centennial Lakes• Aquatics Center• Arts Center• Senior Center• Edina Liquor

• Planning & Zoning• Heritage Preservation• Residential Redevelopment• Affordable Housing• Economic Development• Residential Appraisal• Commercial Appraisal

Human Resources• Recruitment & Selection• Compensation & Benefits• Employee & Labor

Relations• Training & Development• Risk Management & Safety• Payroll

Finance• Budget• Investments• Accounts Payable• Accounts Receivable• Financial Analysis

Communications• Print Publications• Video• Web Site & Social

Media• Cable Commission• Media

IT• Network Management• Telecommunications• End-user Support

& Training• Geographic Information

Systems (GIS)

The CITY of

EDINALooking Back: 2019-2020

Significant Events:• Sept. 7, 2019 OIS• March 25, 2020 COVID – Stay at Home Order• May 25, 2020 Death of George Floyd • State & National Elections

18

The CITY of

EDINAInternal Operations

• Weekly Pandemic leadership briefings• Remote work and service – delivery (technology, equipment,

communication)• COVID Re-entry & Preparedness plans• On-site safety & scheduling• Staff policies, procedures, and support• Changing Executive Orders, CDC/MDH, and employee regulations• Budget stabilization fund

www.EdinaMN.gov 19

The CITY of

EDINAChanges to City Services

• Virtual Public Meetings & Public Hearings• Building Inspections• Online appointment scheduling• Online Liquor Delivery• Park Ambassador Program• Elections – Presidential Primary, State Primary, & General

www.EdinaMN.gov 20

The CITY of

EDINACommunity Resources Launched

• Better Together Edina: COVID-19 Community Resources• Resource Hotline 952-826-0370• Edina COVID-19 Dashboard• Virtual Memorial Wall• Online appointment scheduling• Clean Hands Across Edina

www.EdinaMN.gov 21

The CITY of

EDINABudget & Work Plan

GOALS

OBJECTIVES

STRATEGIES

Broad Outcomes(Evergreen)

Measurable Results(This Budget)

Specific Actions(This Budget)

Goals

Highlights: Projects Completed

• City Hall Security (Front entrance)• City Hall Parking Lot Improvements– ADA, physical safety &

Green Fleet• Community Center Water Tower• City Green Fleet Policy

www.EdinaMN.gov 23


• New Enterprise Resource Planning (ERP) System• Expansion of Geographic Information Systems (GIS)• Replacement of 4 fire trucks and 4 ambulances• Safer Grant for 6 additional full-time Paramedic/Firefighters

• Rental housing license & inspection program

www.EdinaMN.gov 24


www.EdinaMN.gov 25

• Arden Park• Flood Risk Reduction Strategy• Valley View Road Sidewalk• 58th Street Reconstruction• Organics recycling• Energy Benchmarking Ordinance

Highlights: Work Plan Projects

• Task Forces: Street Funding, Housing Task Force• Police body-worn cameras• Police Department Embedded Social Worker Partnership• Garden Park renamed to “Yancey Park”• Implemented LEP Policy• HRRC Community Conversations• REAT: Stories We Share• Race & Equity Employee Foundational Training

www.EdinaMN.gov 26

The CITY of

EDINANext Steps

Council Discussion Today: Reaffirm or revise • Budget Goals/Objectives• Council Values Statements• Code of Conduct

Council Discussion March 13: • Compare Council & Staff SWOT• 22-23 Budget Work Plan Objectives/Strategies

www.EdinaMN.gov 27

The CITY of

EDINA

www.EdinaMN.gov 28

S W

O T

INTERNAL

EXTERNAL

STRENGTHSWhat do we do exceptionally well? What valuable assets & resources do we have?WEAKNESSESWhere could we improve? What are we criticized for? Where could we be vulnerable?OPPORTUNTIESFactors, trends or changes in the external environment that could contribute to success. (Market, legal, political, community factors.)THREATSFactors, trends or changes in the external environment that could contribute to success or possible goal. (Market, legal, political, community factors.)

The CITY of

EDINA

Communications DepartmentDirector Jennifer Bennerotte952-826-0359 (Department)[email protected]

The CITY of

EDINAAgenda

• Overview of City’s mass communications vehicles• - How the City regularly communicates City Council priorities and

activities• Responding to misinformation

• - Agency limitations for Nextdoor• Social media tips/best practices for elected officials• Ideas being explored for expanding reach of City communications

EdinaMN.gov 2

The CITY of

EDINACommunications Department

The Communications Department helps other City departments and facilities identify what information and messages need to be conveyed to Edina’s diverse audiences and make sure this is done in the most effective manner possible.

EdinaMN.gov 3

The CITY of

EDINAThe ADKAR Model

Awareness for the need for change.

Desire to support and participate in the change.

Knowledge of how to change.

Ability to implement required skills and behaviors.

Reinforcement to sustain the change.

EdinaMN.gov 4

The CITY of

EDINACommunications Department

• Publications• Video Production• Websites & Online Communication• Marketing & Advertising for General

Fund Activities• Media & Public Relations

EdinaMN.gov 5

The CITY of

EDINA

www.EdinaMN.gov 6

Mass CommunicationsOverview

The CITY of

EDINAMass Communications

Publications• Edition: Edina

Video Production• Edina TV

Websites & Online Communication• EdinaMN.gov• BetterTogetherEdina.org• Social Media

Media & Public Relations• Press Releases• City Extra Emails and Texting• Events

EdinaMN.gov 7

The CITY of

EDINAReach of Mass Communications

Edition: Edina• Mailed monthly to 26,150 homes and

businesses (all mailboxes in Edina and City employees)

• Translated in Spanish and Somali

EdinaMN.gov 8

The CITY of


Edina TV• Viewers on Comcast Channels 813 and 16• 10,889 YouTube subscribers• Granicus• Social media

In February 2021, 303 visits were made to the Granicus site by 235 unique visitors. Granicus analytics show they streamed 148 videos during the month.

The most popular videos were the Feb. 2 and 17 Edina City Council meetings. Also in February, there were 26,817YouTube views with an estimated 1,349.3 hours watched. Episodes of “On the Job” held the top 10 spots.

EdinaMN.gov 9

The CITY of


EdinaMN.govTotal sessions in February 2021: 69,605Number of users: 50,042Total page views: 154,827Average visit: 1 minute, 44 seconds

Of total visitors, 78.1 percent came just one time, while 21.9 percent visited more often.

EdinaMN.gov 10

The CITY of


EdinaMN.govJan. 1, 2020-Jan. 1, 2021:636,841 total website visitors51.8% are male27.28% are 25-34 years old98.66% speak English

EdinaMN.gov 11

The CITY of


BetterTogetherEdina.orgTotal number of registered users: 1,940

February 2021:Total visits: 8,351Engaged visitors: 2,182Informed visitors: 2,908Aware visitors: 4,311

EdinaMN.gov 12

The CITY of


BetterTogetherEdina.orgJan. 1, 2020-Jan. 1, 2021:22,692 total visitors35.45% are residents57.41% are women22.46% are 25-34 years old

EdinaMN.gov 13

The CITY of


February 2021:Nextdoor: 23,379Facebook: 11,753YouTube: 10,889Twitter: 9,318Instagram: 4,213

EdinaMN.gov 14

The CITY of

EDINAReach of Facebook

February 2021:11,753 followers3,321 followers are from Edina63% are women19% are 35-44 years old139 are Spanish speakers

EdinaMN.gov 15

The CITY of

EDINAReach of YouTube

February 2021:10,889 followers79.5% are men31% are 25-34 years old

EdinaMN.gov 16

The CITY of

EDINAReach of Twitter

February 2021:9,318 followers55% are men35.6% are 35-44 years old

EdinaMN.gov 17

The CITY of

EDINAReach of Instagram

February 2021:4,213 followers46% are from Edina73 percent are women35.4% are 35-44 years old

EdinaMN.gov 18

The CITY of

EDINACity Extra Emails• 58,785 subscribers• 39 lists

Texts• 1,192 subscribers• 10 lists

Reach of Mass Communications

EdinaMN.gov 19

Press Releases• Sent via email to 19+ media

and organizations• Posted on City website• Emailed to City Extra subscribers• Posted on social media• Links sent as text

The CITY of

EDINACity Council Priorities & Activities

The Communications Department uses all of its tools to communicate City Council priorities and activities, but three tools prioritize such news:• “Agenda: Edina”• Edition: Edina• Town Talks

EdinaMN.gov 20

The CITY of

EDINAEdition: Edina

EdinaMN.gov 21

The CITY of

EDINATown Talks

• Fire Operations – September 2021• Changing Demographics – July 2021• Sustainability – May 2021• Organics Recycling – March 2021• Traffic & Transportation – September 2020• Affordable Housing – July 2020• Public Safety – February 2020

EdinaMN.gov 22

The CITY of

EDINALet’s Hear From You!

Do you have any feedback on the City’s mass communications or how City Council priorities and activities are communicated?

EdinaMN.gov 23

The CITY of

EDINA

www.EdinaMN.gov 24

Responding to Misinformation

The CITY of

EDINAStrategy for Responding to Misinformation• Use a large range of communications tools, online and offline.• Continuously monitor social media.• Distribute easily accessible, factual information about projects at key

project milestones.• Ensure it is clear what feedback you want during engagement

campaigns. • Don’t forget the value of face-to-face engagement and real

conversations. Build relationships!

EdinaMN.gov 25

The CITY of

EDINAMisinformation

The rise of social media has allowed people to be more aware than ever about what is happening in their communities, but it has also allowed misinformation to flourish.

EdinaMN.gov 26

The CITY of

EDINANextdoor Purpose and Mission

Nextdoor’s purpose is to cultivate a kinder world where everyone has a neighborhood they can rely on.

Nextdoor’s mission is to be the neighborhood hub for trusted connections and the exchange of helpful information, goods, and services.

EdinaMN.gov 27

The CITY of

EDINANextdoor in Edina

• 57 neighborhoods• 23,327 members

o 45% of 35,425 households• Agency users from:

o Communications staffo Community Engagement Coordinatoro Police Neighborhood Engagement Officers

EdinaMN.gov 28

The CITY of

EDINANextdoor in Edina

EdinaMN.gov 29

The CITY of

EDINANextdoor Community Guidelines

• Be helpful, not hurtful• Don’t use Nextdoor as a soapbox• Promote local businesses and commerce the right way• Use your true identity• Keep it clean and legal

EdinaMN.gov 30

The CITY of

EDINANextdoor for Public Agencies• All Nextdoor members are automatically

subscribed to receive messages from the agencies that serve them.

• Agencies can post to inform, educate and activate residents.

• Agencies cannot see conversations members have with each other in their neighborhood networks. Members can reply to agency posts and send the agency private messages.

Agencies can be penalized for addressing conversations members have with each other.

EdinaMN.gov 31

The CITY of

EDINASocial Media Tips for Council Members

• Use the Platform that Works for You

• Post Frequently• Engage with the City’s Posts• Promote City Programs,

Activities and Services• Share Photos and Videos• Post Responsibly

EdinaMN.gov 32

The CITY of

EDINASocial Media Use by Elected Officials

EdinaMN.gov 33

The CITY of


Do you have any feedback on the City’s social media or how we might make it easier for you to engage with the community online?

EdinaMN.gov 34

The CITY of

EDINA

www.EdinaMN.gov 35

New Ideas

The CITY of

EDINAIdeas For Expanding Reach

• About Town as annual report• Edina Civics Academy/Ambassador program• Facebook groups for specific demographics, such as new residents• Translated (Spanish and Somali) posts on social media• Expanding smart speaker information• Council "projects" on BetterTogetherEdina.org

EdinaMN.gov 36

The CITY of


Do you have any feedback on these ideas or ideas of your own?

EdinaMN.gov 37

The CITY of

EDINACity Council Retreat

Thank you!

EdinaMN.gov 38

iii. city council retreat agenda and information

Documents