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2017-05-02 City Council Regular Meeting
Agenda City Council Meeting City of Edina, Minnesota Edina City Hall, Council Chambers 4801 West 50th Street Tuesday, May 2, 2017 7:00 PM I.Call To Order II.Roll Call III.Approval Of Meeting Agenda IV.Community Comment During "Community Comment," the City Council will invite residents to share new issues or concerns that haven't been considered in the past 30 days by the Council or which aren't slated for future consideration. Individuals must limit their comments to three minutes. The Mayor may limit the number of speakers on the same issue in the interest of time and topic. Generally speaking, items that are elsewhere on tonight's agenda may not be addressed during Community Comment. Individuals should not expect the Mayor or Council to respond to their comments tonight. Instead the Council might refer the matter to sta) for consideration at a future meeting. V.Adoption Of Consent Agenda All agenda items listed on the consent agenda are considered routine and will be enacted by one motion. There will be no separate discussion of such items unless requested to be removed from the Consent Agenda by a Member of the City Council. In such cases the item will be removed from the Consent Agenda and considered immediately following the adoption of the Consent Agenda. (Favorable rollcall vote of majority of Council Members present to approve.) A.Approve Minutes of April 18, 2017 Regular Council Meeting B.Receive Payment of Claims As Per: Pre-List Dated 04/13/2017 TOTAL: $1,113,610.55 And Per Pre-List Dated 04/20/2017 TOTAL: $396,137.98 and Credit Card Transactions 1/26/2017 - 2/25/2017 TOTAL: $46,729.24 C.Appointments: Advisory Commissions D.Special Permit to Use City Property: 50th and France Business Association E.Resolution No. 2017-47: Ordinance No. 2016-19; Final Rezoning and Final Development Plan approval for Phase 2A & 2B and a Site Improvement Performance Agreement (Phase 2A) for the Avenue on France; 6600 France Avenue F.Request for Purchase: Contract ENG 17-1 Parklawn Avenue and Nine Mile Creek Regional Trail Improvements and Xerxes Avenue Sanitary Sewer Extension and Nine Mile Creek Regional Trail Improvements G.Request for Purchase: Authorize Consultant Services for Pedestrian and Bicycle Master Plan H.Request for Purchase: Authorize Construction Administration Services for Xerxes Avenue Sanitary Sewer Extension and Nine Mile Creek Regional Trail Improvements I.Request to Waive Building Permit Fees for Pamela Maintenance Building VI.Special Recognitions And Presentations A.Introduction: Don Uram, Finance Director B.Report: Kelly Dumais, City Management Fellow C.Proclamation National Police Week D.Proclamation for Preservation Month May 2017 E.2017 Edina Heritage Award: 5133 Mirror Lakes Drive VII.Reports/Recommendations: (Favorable vote of majority of Council Members present to approve except where noted) A.Race & Equity Task Force Facilitator Selection B.Public Safety StaIng Analysis Report C.Resolution No. 2017-46: Providing for the Sale of Bonds, Series 2017A and 2017B D.Ordinance No. 2017-03: Amending City Code Chapter 12 Concerning Tobacco E.Resolution No. 2017-44: Supporting Local Decision Making Authority F.Final Design New Pedestrian Bridges at Centennial Lakes Park G.Resolution No. 2017-45: Accepting Various Grants & Donations VIII.Correspondence And Petitions A.Petition: Rename Link Road to Eden Avenue B.Correspondence C.Minutes 1.Minutes: Heritage Preservation Commission, March 14, 2017 2.Minutes: Edina Transportation Commission, March 16, 2017 3.Minutes: Planning Commission, March 22, 2017 IX.Aviation Noise Update X.Mayor And Council Comments XI.Manager's Comments XII.Schedule of Meetings, Events & Dates as of May 2, 2017 XIII.Adjournment The City of Edina wants all residents to be comfortable being part of the public process. If you need assistance in the way of hearing ampliJcation, an interpreter, large-print documents or something else, please call 952-927-8861 72 hours in advance of the meeting. Date: May 2, 2017 Agenda Item #: V.A. To:Mayor and City Council Item Type: Minutes From:Debra A. Mangen, City Clerk Item Activity: Subject:Approve Minutes of April 18, 2017 Regular Council Meeting CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve minutes as presented. INTRODUCTION: ATTACHMENTS: Description Draft Minutes of April 18, 2017 Regular Council Meeting Page 1 MINUTES OF THE REGULAR MEETING OF THE EDINA CITY COUNCIL HELD AT CITY HALL APRIL 18, 2017 7:00 P.M. I. CALL TO ORDER Mayor Hovland called the meeting to order at 7:00 p.m. II. ROLLCALL Answering rollcall were Members Brindle, Fischer, Staunton, Stewart, and Mayor Hovland. III. MEETING AGENDA APPROVED Member Brindle made a motion, seconded by Member Fischer, approving the meeting agenda as presented. Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. IV. COMMUNITY COMMENT Colleen Miner, 7400 Edinborough Way, requested the Council declare Edina as a Freedom City and asked for a commitment to protect and ensure the safety of vulnerable immigrants within the community from being reported to Immigration and Customs Enforcement (ICE). She presented the City with information from the American Civil Liberties Union on the topic. The Council stated this topic would be referred to the Human Rights Commission for consideration. V. CONSENT AGENDA ADOPTED AS PRESENTED Member Fischer made a motion, seconded by Member Brindle, approving the consent agenda as presented: V.A. Approve minutes of April 4, 2017, Work Session, April 4, 2017, Regular Council meeting, and April 8, 2017, Town Hall meeting V.B. Receive payment of the following claims as shown in detail on pre-list dated March 30, 2017, and consisting of 31 pages; General Fund $191,238.01, Conservation & Sustainability $145.00, Working Capital Fund $4,658.69, Equipment Replacement Fund $3,108.57, Art Center Fund $249.04, Golf Dome Fund$6,539.26, Aquatic Center Fund $2,797.11, Golf Course Fund $19,452.01, Ice Arena Fund $13,291.85, Sports Dome Fund$9,054.08, Edinborough Park Fund $17,112.13, Centennial Lakes Park Fund $1,048.75, Liquor Fund $156,303.26, Utility Fund $33,528.00, Storm Sewer Fund $4,680.76, Risk Mgmt ISF $280,715.03, PSTF Agency Fund $6,532.78, MN Task Force 1 Fund $2,321.46, Centennial TIF District $8,253.21, Southdale 2 District $40.00 TOTAL $761,069.00; pre-list dated April 6, 2017 consisting of 30 pages; General Fund $149,833.97, Police Special Revenue $136.23, Working Capital Fund $4,529.46, Equipment Replacement Fund $2,438.86, Art Center Fund $2,568.75, Golf Dome Fund $558.57, Golf Course Fund $2,719.93, Ice Arena Fund $29,280.48, Sports Dome Fund $35,147.01, Edinborough Park Fund $22,535.87, Centennial Lakes Park Fund $16,301.07, Liquor Fund $147,833.74, Utility Fund $32,292.89, Storm Sewer Fund Minutes/Edina City Council/April 18, 2017 Page 2 $14,210.29, PSTF Agency Fund $3,539.53, Southdale 2 District $35.00; TOTAL $463,961.65. V.C. Approve Request for Purchase for 2017 Commodities Quotes, awarding the bid to the recommended low bidders, Ready Mix Bituminous Materials - Bituminous Roadways $36.185/ton - $37.70/ton; Concrete - Cemstone $108.00/c.y.; Hydrofluosilicic Acid – DPC $21.90/cwt; Liquid Chlorine – DPC $39.50/cwt; Polyphosphate Ortho-Phosphate Blend Water Treatment Chemical – DPC $5.16/gallon; Tonkazorb 3% - Hawkins $12.96/gallon; Caustic Soda – Hawkins $27.85/cwt; Covers and Castings – ESS $$260.00 - $100.00 V.D. Approve Request for Purchase for SCADA PLC and Panel View Upgrades, awarding the bid to the recommended low bidder, Spring Lake Engineering at $77,247.00 V.E. Approve Request for Purchase: ENG 17-7 Presidents Area Sewer Rehabilitation Phase 2, awarding the bid to the recommended low bidder, Minger Construction Companies, Inc. at $235,289.46 V.F. Adopt Resolution No. 2017-41: Authorize Grant Agreement with Hennepin County for Aquatic Invasive Species (AIS) Prevention Project V.G. Adopt Resolution No. 2017-36: Authorizing the Removal of a Special Assessment Rollcall: Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. VI. SPECIAL RECOGNITIONS AND PRESENTATIONS VI.A. EDINA CRIME PREVENTION FUND: MIKE SIITARI OFFICER OF THE YEAR – PRESENTED Police Chief Nelson presented the Mike Siitari Officer of the Year award to Detective Erik Amundson in recognition of his investigative work that resulted in prosecution of a homicide. The audience offered a round of applause. Detective Amundson shared his thanks with the Council and staff and provided an overview of changes throughout his years of service. He thanked the Edina Crime Prevention Fund that created this award and his fellow officers. The Council stated Edina had the best Police Department and congratulated Detective Amundson. VI.B. SPEAK UP, EDINA: TECHNOLOGY IN PUBLIC PLACES – PRESENTED Senior Communications Coordinator Eidsness outlined the public engagement process used to gather information on providing technology in public places. Ms. Eidsness presented a summary of comments, requests, and suggestions received and shared the next Speak Up, Edina topic would be organic recycling. VII. PUBLIC HEARINGS VII.A. NEW INTOXICATING ON-SALE AND SUNDAY SALE LIQUOR LICENSE, TOWN HALL STATION, LLC - APPROVED Deputy Clerk Timm stated Town Hall Station, LLC had applied for new On-Sale Intoxicating and Sunday Sale Liquor Licenses for Town Hall Station. The proponent had filed all the necessary paperwork and paid applicable fees for the licenses and as required by Edina City Code, the Minutes/Edina City Council/April 18, 2017 Page 3 necessary public hearing notice had been published for this requested liquor license. Ms. Timm said the City Council must conduct a public hearing for this license request and that staff recommended approval of the licenses. Mayor Hovland opened the public hearing at 7:20 p.m. Public Testimony Pete Rifakes, Town Hall Brewery and Station, addressed the Council. He shared the proposed food and brewery menu and anticipated opening of mid-May. Member Staunton made a motion, seconded by Member Brindle, to close the public hearing. Ayes: Brindle, Fischer, Staunton, Steward, Hovland. Motion carried. Member Staunton made a motion, seconded by Member Brindle, to approve new intoxicating on-sale and Sunday sale liquor licenses, Town Hall Station, LLC for the period beginning April 19, 2017 and ending March 31, 2018 Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. VII.B. COMPREHENSIVE PLAN AMENDMENT, PRELIMINARY REZONING AND PRELIMINARY DEVELOPMENT PLAN FOR EDINA MARKET STREET LLC ON MARKET STREET - ORDINANCE NO. 2017-05 – FIRST READING GRANTED, RESOLUTION NO. 2017-38 - ADOPTED, RESOLUTION NO. 2017-39 - ADOPTED Economic Development Manager Neuendorf reviewed the proposed project and request for a Comprehensive Plan amendment for height and density, preliminary rezoning from PCD-2, Planned Commercial District to PUD, Planned Unit Development, and a Preliminary Development Plan for Edina Market Street. At the request of the Council, Mr. Neuendorf provided an overview of the Housing and Redevelopment Authority’s HRA role in the City. Community Development Director Presentation Community Development Director Teague stated Edina Market Street LLC had proposed a redevelopment of 2.9 acres of land on both sides of Market Street in the 50th and France Business District. He reviewed the RFP process, neighborhood meeting process, and sketch plan process that outlined a multiple two-phase development that included the 3930 site, the two public parking ramps, and the former Hooten Dry Cleaner site. At full build out, the site would include 110 residential apartments, 35,000 square feet of retail use, 34,000 square feet of public use space, and 844 parking stalls. Mr. Teague described changes from sketch plan and stated the Planning Commission included a reduced height on the corner of the building and reduced mass by elimination of the three-story connection between buildings. He outlined a slight addition to the retail spaces, reduced density from 131 units to 110, enhanced architecture, bike fix-it station, 175 bike parking spots, and screening of the ramp. Mr. Teague referred to the Edina Art Center’s need Minutes/Edina City Council/April 18, 2017 Page 4 for perpetual easements in the walls with the condition that they do not become billboards. He commented on the sustainability of the project with electric vehicle charging stations, sustainable building materials, LED lighting, placing mechanical equipment within the building for screening, and a shadow study that would provide more light on the buildings to the north. Mr. Teague reviewed the surrounding land uses, existing site features, parking, site circulation and access, landscaping, grading, drainage, utilities, and building materials. He also commented on screening trash enclosures, signage, density, and multi-modal aspects of the project. Matt Pacyna, SRF Consulting Group, provided a high-level review of the Edina Collaborative Transportation Study. He explained how the site would work from a traffic perspective and outlined study goals including assessment of current conditions, transportation impact, and recommendations for safe and efficient operations. He reviewed traffic impacts by land use type with regard to transit reduction, multi-use reduction for walking and biking, and the additional 2,400 vehicle trips due to this site. Mr. Pacyna shared information on intersection operation data, queuing impacts, the 49½ Street roadway cross-section sensitivity test, pedestrian crossing locations, and proposed signal modifications such as flashing yellow arrows. He said they focused on parking considerations for the north, center, and south ramps for both weekday and weekend conditions and referred to the 1,170 proposed parking stalls and identified parking deficits during October and December during construction phasing, and suggested addressing this concern by expanding the north ramp first. Mr. Pacyna summarized points that included reallocation of roadway space along 49½ Street to improve pedestrian crossings, maintain a minimum of 175 feet for the eastbound left-turn lane along 49½ Street at France Avenue, consideration of phasing to reduce parking impacts, limiting sight distance impacts from future structures, and installation of crosswalk and push button rapid flashing beacons. The Council inquired about the parking peak demand at noon and how the traffic peak was during the evening. Mr. Pacyna said this was a result of employees and visitors and pass-through traffic. The Council questioned pass through volume changes. Mr. Pacyna said eastbound afternoon traffic was slow, which would result in more of a rolling queue but would not make the delay significantly worse than others. The Council referred to daily traffic volumes on 50th Street/France Avenue, 49th Street, 50th Street west of Halifax Avenue and others. Mr. Pacyna said the data was not new and ranged from 10,000 to 16,000 vehicles on 50th Street west of Halifax Avenue and increased further west to 20,000 vehicles. The Council inquired if tests were conducted on impacts of an access from 50th Street north and south to Highway 100 as the 2,400 additional trips would leave and go in a variety of directions. Mr. Pacyna replied those additional vehicles would access Maple Road and other streets and was centrally located so 50th Street and France Avenue traffic should disperse fairly evenly. The Council asked if any additional studies were conducted on 49th Street, 48th Street, and Maple Road. Mr. Pacyna said they did conduct additional studies from a traffic perspective for volume but not speed. The Council asked questions regarding phasing, parking capacity, adding an additional floor to the existing north ramp, and creating surface parking on either side. Mr. Pacyna said that is what was proposed now and they were reflecting Scenario II would be construction of the north ramp including Hooten and a fourth floor. Minutes/Edina City Council/April 18, 2017 Page 5 The Council asked if study included tools to address cut-through traffic. Mr. Pacyna said they only reviewed volume and intersection operations but could review speed humps, diverters and other tools. The Council inquired about impacts of cut-through traffic. Mr. Pacyna said that traffic would be measured by how it would affect operations today and would expect alternate routes but believed the status quo would prevail. The Council noted an increase of traffic during construction that should normalize. Mr. Pacyna said they did not review lane configuration but agreed the lane would remain open during construction. The Council referred to the ring-road for eastbound traffic as being heavier because of the divide and westbound would funnel through 50th Street. Mr. Pacyna said PM traffic peaks would have more queuing issues than AM traffic peaks. The Council referred to the sense of magnitude of the parking impact with the full north ramp. Mr. Pacyna said they would like to review this in more detail but believed there would be a workable solution. Mr. Teague said this study was a result of discussions with the Planning Commission and existing businesses functioning but since then, the developer had proposed construction the fourth level of the north ramp and would work through these scenarios. The Council inquired about the perspective of 2,400 additional trips compared to today and the need to manage this two-year impact in an already-congested area. They stated the center turn lane was crucial for Walgreens and should stay. Mr. Pacyna said the center turn lane was 175 feet and well beyond Walgreens. The Council asked whether 175 feet of vehicle storage on Market Street was consistent with what was currently available. Mr. Pacyna shared the left turn lane could be added to or raised to change the situation but would meet the demand today. He said the order of magnitude of France Avenue and 50th Street would see the majority of traffic and some would utilize the retail/restaurant components but not expect development to contribute additional traffic to that neighborhood of Maple Road and 49th Street. The Council commented on impacts from 2006 to 2007 compared to now. Mr. Teague said historical traffic counts were done regionally only and staff could use growth estimates from the Metropolitan Council to obtain a general idea of traffic impacts on 50th Street and France Avenue. The Council suggested removing the height requirement from the Comprehensive Plan. Mr. Teague said staff contemplated that, having height included in sketch plan review, and increase that building to six stories for rezoning property to PUD. The Council commented on costs and a budget outline. Mr. Teague said the Council was being asked to approve the Comprehensive Plan amendment this evening with regard to height and density and the preliminary rezoning from PCS to PUD and then come back for final approval if the proponent had met all conditions. He noted approval does not allow any commitment from the City on any funding requests. Minutes/Edina City Council/April 18, 2017 Page 6 Proponent Presentation Peter Deanovic, Buhl Investors, 5100 Eden Avenue, thanked staff and Council for their time and presented information on their proposal. Brent Rogers, Saturday Properties, introduced their team which included Todd Novak from Mohegan Hanson. They commented that this was an exciting project with 440 new parking stalls, a large public plaza important for family events for residents, and an extended walkway system to the north. They described how they intend to connect to the surrounding area and community and presented a 3D video of the proposed project. The team reviewed flexible space, technology that hosts a variety of activities, and sample art inspiration. They also reviewed retail history and how brick and mortar was not risky if in the right location and their intent to create inviting four-sided architecture. Mr. Rogers presented the housing element for 24/7 vibrancy and economic interest for the development and the unique non-traditional architecture. He stated 11 units were offered at 60% AMI with parking ratios of 1,000/unit and longer lease terms of five years to create homes. There were smaller but more abundant common areas that offered a diverse product for empty nesters, which would open homes for new purchasers. Mr. Rogers highlighted green project elements through reuse of the north parking facility and adding sustainable multi-family housing for walkability which consumed one-third to one-half energy of other housing counterparts. He commented on façade articulation that made a more approachable structure with density in the center and created space for public areas. Mr. Rogers touched on height adjustments of a 61-foot tall average, the large skyway for improved pedestrian experience, and reduced maximum heights from 91 to 73 feet. The Council asked questions regarding demographics and impacts of adding 110 units to schools. Mr. Rogers replied 75% of the units would be two-bedroom or larger, which would be attractive to empty nesters and likely not families with young children. Mr. Deanovic answered the Council’s questions regarding community outreach through neighborhood meetings and door-to-door notification. The Council asked about construction details, phasing, and parking. Mr. Deanovic said they intended to shuttle contractors into the construction area to ensure adequate parking was available during construction. The Council noted a similar residential development was occurring in Hopkins and inquired about scale comparisons. Mr. Rogers said that project contained roughly twice the number of units as this proposed project. Mayor Hovland opened the public hearing at 9:05 p.m. Public Testimony Sandy Radeke, 6620 Naomi Drive, addressed the Council. Barbara La Valleur, 7621 Edinborough Way #2110 and past Chair of the Public Arts Commission, addressed the Council. Betsy Hiniker, 5015 Arden Avenue, addressed the Council. Minutes/Edina City Council/April 18, 2017 Page 7 Rachel Thelemann, 50th and France Avenue Association, addressed the Council. Betsy Robinson, 5021 Ridge Road, addressed the Council. Ann Swenson, 6021 Concord Avenue, addressed the Council. Heather Wallace, 4701 Townes Road and President of White Oaks Improvement Association, addressed the Council. Aaron Thompson, 3948 West 50th Street, addressed the Council. John Bean, 5000 Halifax Avenue South #207, addressed the Council. Ted Carlson, 5516 Knoll Drive, addressed the Council. Heidi Brandenburg, 7329 Oaklawn Drive, addressed the Council. Erik Schmitt, 5537 Park Place, addressed the Council. Katherine Winston, 4634 France Avenue South, addressed the Council. Daniel Van Dyk, 3512 West Fuller, Edina, addressed the Council. Jane Lonnquist, 4510 Drexel Avenue, addressed the Council. Tim Olson, 5103 Blasdon Court, addressed the Council. Dan Dulas, 4609 Bruce Avenue, addressed the Council. Patrick McGlynn, 5428 Brookview Avenue, addressed the Council. Jan Monson, 3945 W. 49th Street, addressed the Council. Peter Kostroski, 20 Circle West, addressed the Council. Babette Bean, 5000 Halifax Avenue South #207, addressed the Council. Jim Stromberg, 3930 West 49th Street, addressed the Council. Lori Grotz, 5513 Park Place, addressed the Council. Scott Loving, 4511 West 56th Street, addressed the Council. Debra Rasmussen, 4928 East Sunnyslope Road, addressed the Council. Minutes/Edina City Council/April 18, 2017 Page 8 Suzie Hauglund, 5229 West Highwood Drive, addressed the Council. Jim Deanovic, 5116 Mirror Lakes Drive, addressed the Council. Jerry O’Brien, Edina, addressed the Council. Carol Hancock, 4503 Arden Avenue, addressed the Council. Amanda Johnson, 5136 Gorgas Avenue, addressed the Council. David Daly, 4601 Meadow Road, addressed the Council. Mike Marinovich, 5317 Halifax Avenue, addressed the Council. Eric Simmons, 6600 Gleason Road, addressed the Council. Patricia Dill, 4610 Edina Boulevard, addressed the Council. Teddy Hobbins, 5605 Beard Avenue South, addressed the Council. Member Brindle made a motion, seconded by Member Fischer, to close the public hearing. Ayes: Brindle, Fischer, Staunton, Steward, Hovland. Motion carried. Mr. Neuendorf addressed the issues raised during public testimony and answered the Council’s questions related to additional parking in the middle ramp with one level dedicated for public use and each resident having more than one parking stall Mr. Rogers said they intended for a 1.3:1 or more parking ratio for apartments which was in excess to the average. Mr. Pacyna answered questions regarding average delays per vehicle and explained the grading system levels of service. Mr. Teague addressed issues regarding the Comprehensive Plan and role in planning, height, and function of zoning, and reviewed existing density within the community. Mr. Neuendorf addressed concerns regarding business disruption and outlined how strategies, which included minimizing the construction time from 2.5 years build out to a single holiday season, temporary construction walkways to access ramps, and designated stalls for professional businesses. Mr. Teague said this direction was reflected as a condition by the Planning Commission as well as shrubbery and landscaping on the north side of the ramp and total development costs. He said the entire project was valued at $82 million and public investment discussion would occur at the HRA meeting but the northern ramp expansion would be $11 million intended to be paid for by two sources; sale proceeds and existing funds from the Centennial Lakes TIF District. Minutes/Edina City Council/April 18, 2017 Page 9 The Council addressed the two-track process. It was noted a decision had not yet been made and Statutes allowed for open and closed meetings for negotiation purposes. The Council inquired about notice concerns and size of the notification area. Mr. Teague said staff noticed 1,000 feet from the perimeter of the entire development, which was much farther than the State requirement of 350 feet. He referred to potential tax increases and imposed parking ramp costs onto the property owner but no other residents. The Council asked for strategies to address cut-through traffic. Engineer Millner referred to bump-outs, concerns with pedestrian crosswalks, and creation of a hybrid option with few additional lead ins that retained a majority of the left-turn lane. The Council commented on parking, traffic, the neighborhood relationship, density versus height, and positive outcomes. The Council indicated they were convinced the benefit trade off with height was good because of the location and the handicap access for the north ramp would be improved with 25 additional surface stalls. The Council said this area was not static, needed to be competitive and minimize negative impacts as much as possible. They referred to noise concerns and buffer between properties that would open short-term parking on 50th Avenue and include vegetation to soften buildings. The Council requested work on traffic patterns and thoughtful and purposeful ways to address traffic, parking, noise, and density, and that a larger building footprint made the area nicer. The Council found the investment was more than worthwhile, additional review was needed, and there was a changing atmosphere in this area that would bring vibrancy to the 50th Street/France Avenue district. Member Staunton introduced and moved adoption of Resolution No. 2017-38 approving a Comprehensive Plan Amendment regarding density in the MXC, Mixed Use Center District, and height confined to the project area in terms of height of 6 stories and 73 feet based on the following findings: 1. Amount of distance from neighboring low density residential areas 2. Particular design features of structures limit visual impact 3. Public space exists at ground level justifies some increased height in area 4. Height in middle of the district is more consistent with separation of low density residential 5. Conditioned on successful negotiation of agreement between developer and City regarding financing and conveyance of property necessary for the project. Member Brindle seconded the motion. The Council considered a friendly amendment, since the 50th Street/France Avenue Business Association provided financing for maintenance around the areas, that agreement with them should be included. Manager Neal explained that direction was not necessary as it was already included in the sketch plan. The Council commented on the fact that the public art not contain outdoor advertising or billboards. Mr. Teague said that direction was included in the ordinance and the development agreement should be included in the rezoning as the document would be forwarded to the Minutes/Edina City Council/April 18, 2017 Page 10 Metropolitan Council and having to wait until the agreement was signed would delay the process. He noted if the plan was not approved, the Council could change the land use back. Rollcall: Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. Member Staunton introduced and moved adoption of Resolution No. 2017-39 approving Preliminary Rezoning from PCD-2, Planned Commercial District, to PUD-12, Planned Unit Development – 12, including preliminary development plan for Edina Market Street, subject to the following conditions: 1. The Final Development Plans must be consistent with the Preliminary Development Plans dated March 31, 2017, and the materials board as presented to the Planning Commission. 2. The Final Landscape plan must meet exceed all minimum landscaping requirements per Chapter 36 of the Zoning Ordinance, especially on the rear side of the parking ramp to screen neighboring properties to the north. A performance bond, letter-of-credit, or cash deposit must be submitted for one and one-half times the cost amount for completing the required landscaping, screening, or erosion control measures at the time of any building permit. 3. Provision of code compliant bike racks for each use near the building entrances. 4. The final Lighting Plan must meet all minimum requirements per Section 36-1260 of the City Code and that lighting of the top floor of the parking ramp on the north side of Market Street be built into the sides of the wall and directed downward to screen neighborhood to the north. 5. Roof-top mechanical equipment shall be screened per Section 36-1459 of the City Code. 6. Submit a copy of the Minnehaha Creek Watershed District permit. The City may require revisions to the approved plans to meet the district’s requirements. 7. A Developer’s Agreement is required at the time of Final Approval. 8. Affordable housing must be provided per the City’s Affordable Housing Policy, the specifics to be determined at the time of Final Approval. Ten percent 10% of the units shall be affordable. 9. Compliance with all of the conditions outlined in the director of engineering’s memo dated March 31, 2017. 10. Compliance with the sustainability standards outlined in the director of engineering’s memo dated March 31, 2017. 11. Compliance with the SRF Traffic and Parking Study recommendations including traffic studies conducted on neighboring Arden Avenue, Bruce Avenue, Maples Avenue, 48th Street, Townes Drive, 49th Street and 50th Street before final plan for potential mitigation. 12. Subject to the Zoning Ordinance Amendment creating the PUD-12, Planned unit Development for this site. 13. Metropolitan Council approval of the Comprehensive Plan Amendment regarding height and density. Minutes/Edina City Council/April 18, 2017 Page 11 14. Prior to final approval, establishment of a plan that minimizes impact on professional businesses regarding client and customer access during construction of the project. The plan shall be subject to review and approval of city staff. 15. Detailed construction and phasing plan provided before final plan. 16. Approval of financial details associated with the project. 17. Work with Hennepin County to address right hand southbound traffic north of Market Street. Member Fischer seconded the motion. Rollcall: Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. Member Staunton made a motion, seconded by Member Brindle, to grant first reading to Ordinance No. 2017-05 amending the Zoning Ordinance to establish the PUD-12, Planned Unit Development-12, Edina Market Street. Rollcall: Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. The Council called a short recess and reconvened at 11:37 p.m. VII.C. ORDINANCE TO AMEND CITY CODE CHAPTER 12, ARTICLE VI: SALE OF TOBACCO – ORDINANCE NO. 2017-03 - FIRST READING GRANTED Community Health Administrator Brown stated the 2017 Community Health Commission work plan included an item to examine current tobacco regulations in the City and provide recommendations or ordinance language to reduce tobacco use. The Commission submitted its recommendations via a brief presentation and advisory communication at the March 7, 2017, City Council meeting, and the Council moved to continue the process with development of ordinance language. Ordinance language was developed by the City Attorney and staff mailed notices of the public hearing on March 10, 2017, to all licensed tobacco establishments in the City to meet the 30-day notification requirement of Minnesota Statute 461.19. Dr. Caleb Schultz, Edina Community Health Commission, thanked City staff for creation of the comprehensive ordinance and stated this had been a thorough process that would serve the City well and provide a model for other cities. He stated Edina would be the first but hopefully not last city to adopt such an ordinance and shared statistics from Needham Massachusetts that resulted in a 50% reduction in high school tobacco smoking prevalence and stated this ordinance would be a commitment to the health of Edina’s children. Nina Soko, Student Health Commissioner, stated this issue was personal as her grandmother died of lung cancer in her mid-50s. She commented on the ease to obtain tobacco for youth and how, if the purchase age was raised to 21 years old, tobacco could no longer reach younger students in high school. She thanked Dr. Schultz for his leadership and guidance. Mayor Hovland opened the public hearing at 11:48 p.m. Minutes/Edina City Council/April 18, 2017 Page 12 Public Testimony Maria Kilstofte, 6504 Irving Avenue South, Richfield, addressed the Council. Heather Edelson, 4600 Drexel Avenue and Health Commissioner, addressed the Council. Ann Deshler, 6621 Galway Drive, addressed the Council. Dr. John Berge, France Avenue Family Physicians, 6713 Samuel Road, addressed the Council. Dr. Sandeep Kalola, Fairview Hiawatha Clinic, addressed the Council. Anne Hinrichs, 4112 West 44th Street, addressed the Council. Tom Bryant, Executive Director/Legal Counsel for National Association for Tobacco Outlets, addressed the Council. Mark Olson, representative from BP Station at 5209 Vernon Avenue, addressed the Council. Steve Rush, Director of Government Relations for Holiday Stations, addressed the Council. Member Staunton made a motion, seconded by Member Fischer, to close the public hearing. Ayes: Brindle, Fischer, Staunton, Steward, Hovland. Motion carried. Manager Neal addressed issues raised during public testimony and answered Council’s questions related to the public notice process. He stated the same mailing addresses for notification were used as for license renewal applications that were received by license holders. He said the Council could delay the effective date of any ordinance adoption to allow for necessary training and point- of-sale software updates. The Council inquired how much notice was required. Mr. Brown said the required 30-day notification was sent on March 10, 2017, and Mr. Neal received no contact from any license holders regarding the proposed ordinance. The Council asked whether first reading implied second reading would be held. City Attorney Roger Knutson advised first reading does not adopt an ordinance but second reading could be waived for immediate adoption with no further public hearing process. The Council thanked Mr. Brown, Dr. Schultz, and the Health Commission for their work. They stated this topic had brought a broad range of perspectives and the Council had been persuaded by the Commission to improve the health of youth in the community. They applauded the retailers for doing well with compliance but indicated the accomplishment of not selling to youth over 18 did not address the concern of providing tobacco to youth under 18. The Council indicated stated the proposed ordinance addressed sales, not consumption and use, and focused Minutes/Edina City Council/April 18, 2017 Page 13 on the chain of distribution. The Council said they understood the logistics necessary to implement such an ordinance and would allow a delay in adoption to accommodate the retailers. Member Staunton made a motion, seconded by Member Stewart, to grant first reading to Ordinance 2017-03, Amending Chapter 12 of the Edina City Code, with second reading scheduled for May 2, 2017, and an effective date 30 days after adoption. The Council indicated some things needed to start locally and this ordinance would make a difference for the youth. It was noted this was not an issue of commerce but an issue of health and this ordinance was one way to make a difference. The Council offered a friendly amendment to allow implementation to be 60 days from the date of adoption to allow enough time for retailers. Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. The Council called a short recess and reconvened at 12:31 a.m. VIII. REPORTS/RECOMMENDATIONS – (Favorable vote of majority of Council Members present to approve except where noted). VIII.A. AUTHORIZING GRANT APPLICATION FOR METROPOLITAN COUNCIL’S TAX BASE REVITALIZATION ACCOUNT FOR MIXED USE APARTMENT BUILDNG AT 3925, 3930 AND 3944 W. 49½ STREET – RESOLUTION NO. 2017-42 ADOPTED Economic Development Manager Neuendorf stated this resolution would authorize the Housing and Redevelopment Authority's Development partner to prepare an application for grant funding. He said grants would be sought to clean up the soils from environmental contamination on site so a new mixed-use apartment building, public plaza, and public parking could be constructed on the site. The Council confirmed grant application authorization would not change the project and there was no contingency with respect to development. Mr. Neuendorf stated while there was no guarantee this was a highly-qualified project for the grant. He said the City would be notified later this summer about grant acceptance. Member Staunton introduced and moved adoption of Resolution 2017-42 authorizing a grant application for the Metropolitan Council’s Tax Base Revitalization Account for mixed use apartment building at 3925, 3930 and 3044 W. 49 ½ Street. Member Fischer seconded the motion. Rollcall: Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. VIII.B. CALLING FOR A PUBLIC HEARING BY THE CITY COUNCIL ON THE PROPOSED ADOPTION OF A MODIFICATION TO THE REDEVELOPMENT PLAN FOR THE SOUTEAST EDINA REDEVELOPMENT PROJECT AREA AND THE PROPOSED ESTABLISHMENT OF THE 50TH AND FRANCE 2 TAX INCREMENT FINANCING DISTRICT Minutes/Edina City Council/April 18, 2017 Page 14 THEREIN AND THE ADOPTION OF THE TAX INCREMENT FINANCING PLAN UPDATE – RESOLUTION 2017-37 ADOPTED Economic Development Manager Neuendorf stated this item related to redevelopment finance at portions of the 50th and France Commercial District. A Public Hearing would be scheduled to consider the possible creation of a new Tax Increment Financing District. New taxes generated from this District would support construction of a new mixed-use project that included a large public plaza and over 100 stalls of public parking. Member Staunton made a motion, seconded by Member Brindle, to adopt Resolution 2017- 37 calling for a public hearing by the City Council on the proposed adoption of a modification to the Redevelopment Plan for the Southeast Edina Redevelopment Project Area and the proposed establishment of the 50th and France 2 Tax Increment Financing District Therein and the adoption of the Tax Increment Financing Plan Update. The Council confirmed this action only set the public hearing for plan consideration on June 20, 2017, and not project approval. Rollcall: Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. VII.C. ACCEPTING VARIOUS GRANTS AND DONATIONS – RESOLUTION 2017-40 ADOPTED Mayor Hovland explained that in order to comply with State Statutes; all donations to the City must be adopted by Resolution and approved by four favorable votes of the Council accepting the donations. Member Brindle introduced and moved adoption of Resolution No. 2017-40 accepting various grants and donations. Member Fischer seconded the motion. Rollcall: Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. VIII.D. AUTHORIZING GRANT APPLICATION TO MINNESOTA DEPARTMENT OF EMPLOYMENT AND ECONOMIC DEVELOPMENT FOR MIXED USE APARTMENT BUILDNG AT 3925, 3930 AND 3944 W. 49 ½ STREET – RESOLUTION NO. 2017-43 ADOPTED Member Brindle introduced and moved adoption of Resolution 2017-43 authorizing grant application to Minnesota Department of Employment and Economic Development for new mixed use apartment building at 3925, 3930 and 3044 W. 49 ½ Street. Member Staunton seconded the motion. Rollcall: Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. VII.E. COUNCIL MEMBER MARY BRINDLE TO THE SOUTHWEST SUBURBAN CABLE COMMISSION BOARD OF DIRECTORS - APPOINTED Minutes/Edina City Council/April 18, 2017 Page 15 Mr. Neal requested Council appoint Member Brindle to the Southwest Suburban Cable Commission in order for Member Brindle to represent the City at their meeting on April 19. Member Stewart made a motion, seconded by Member Fischer, to appoint Council Member Brindle to the Southwest Suburban Cable Commission Board of Directors. Ayes: Brindle, Fischer, Staunton, Stewart, Hovland Motion carried. IX. CORRESPONDENCE AND PETITIONS IX.A. CORRESPONDENCE Mayor Hovland acknowledged the Council’s receipt of various correspondence. IX.B. MINUTES 1. ARTS AND CULTURE COMMISSION, JANUARY 26, 2017 2. PARKS AND RECREATION COMMISSION, MARCH 14, 2017 3. PLANNING COMMISSION, MARCH 22, 2017 4. ENERGY AND ENVIRONMENT COMMISSION, MARCH 9, 2017 Informational; no action required. X. AVIATION NOISE UPDATE – Received XI. MAYOR AND COUNCIL COMMENTS – Received XII. MANAGER’S COMMENTS – Received XIII. SCHEDULE OF MEETINGS, EVENTS AND DATES AS OF APRIL 18, 2017 – Received XIV. ADJOURNMENT There being no further business on the Council Agenda, Mayor Hovland declared the meeting adjourned at 12:51 a.m. Respectfully submitted, Debra A. Mangen, City Clerk Minutes approved by Edina City Council, May 2, 2017. James B. Hovland, Mayor Video Copy of the April 18, 2017, meeting available. Date: May 2, 2017 Agenda Item #: V.B. To:Mayor and City Council Item Type: Claims From:Kyle Sawyer, Interim Finance Director Item Activity: Subject:Receive Payment of Claims As Per: Pre-List Dated 04/13/2017 TOTAL: $1,113,610.55 And Per Pre-List Dated 04/20/2017 TOTAL: $396,137.98 and Credit Card Transactions 1/26/2017 - 2/25/2017 TOTAL: $46,729.24 Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve claims for payment. INTRODUCTION: Claims list is attached. ATTACHMENTS: Description Claims Pre-List Dated 04/13/2017 TOTAL: $1,113,610.55 Claims Pre-List Dated 04/20/2017 TOTAL: $396,137.98 Credit Card Transactions 1/26/2017-2/25/2017 TOTAL: $46,729.24 R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page- 1 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 - Inv No 4/13/2017 Account No Subledger Account Description Business Unit 4658 4/13/2017 133644 A DYNAMIC DOOR CO INC. 989.77 ST. 2 PM GARAGE DOORS 428201 21703151 1470.6215 EQUIPMENT MAINTENANCE FIRE DEPT. GENERAL 1,836.79 ST. 1 PM GARAGE DOORS 428200 21703161 1470.6215 EQUIPMENT MAINTENANCE FIRE DEPT. GENERAL 150.76 50TH AND FRANCE TRASH DOORS 428238 21703292 4090.6180 CONTRACTED REPAIRS 50TH&FRANCE MAINTENANCE 2,977.32 4659 4/13/2017 102971 ACE ICE COMPANY 128.80 428196 02080468 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 24.00 428366 2097558 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 59.20 428195 2102202 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 178.40 428647 2103251 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 101.60 428476 2103255 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 492.00 4660 4/13/2017 103680 ARAMARK REFRESHMENT SRVCS 424.45 COFFEE FIRE DEPT. 428241 1269683 1120.6406 GENERAL SUPPLIES ADMINISTRATION 424.45 4661 4/13/2017 100643 BARR ENGINEERING CO. 13,483.50 STORMWATER MGMT 428243 23270354.00-230 5960.6103 PROFESSIONAL SERVICES ENGINEER SERVICES-STORM 5,785.50 3944 SITE - ENVIRO PREP 428217 4300 9232.6133 PROFESS SERVICES-ENGINEERING CENTENNIAL TIF DISTRICT 19,269.00 4662 4/13/2017 101355 BELLBOY CORPORATION 873.30 428568 58187100 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,554.65 428245 58187200 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 227.99 428247 58189700 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 378.20 428246 58200000 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 377.10 428401 58290600 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 2,238.55 428471 58290700 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,473.50 428361 58290800 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 666.85 428356 58300400 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 77.65 428244 95569000 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 76.64 428402 95600800 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 7.24 428644 95601900 5842.6406 GENERAL SUPPLIES YORK SELLING 37.17 428365 95606600 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 7,988.84 4663 4/13/2017 101375 BLOOMINGTON SECURITY SOLUTIONS INC. 36.00 428417 SH96570 1646.6406 GENERAL SUPPLIES BUILDING MAINTENANCE 36.00 R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page- 2 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 - Inv No 4/13/2017 Account No Subledger Account Description Business Unit 4663 4664 4/13/2017 4/13/2017 101375 BLOOMINGTON SECURITY SOLUTIONS INC. 100648 BUSINESS ESSENTIALS Continued... 99.10 GENERAL SUPPLIES 428264 WO-279414-1 1120.6406 GENERAL SUPPLIES ADMINISTRATION 158.86 GENERAL SUPPLIES 428265 WO-279910-1 1120.6104 CONFERENCES & SCHOOLS ADMINISTRATION 625.04 SUPPLIES 428643 WO-280856-1 1400.6513 OFFICE SUPPLIES POLICE DEPT. GENERAL 883.00 4665 4/13/2017 120935 CAMPBELL KNUTSON 10764.58 CAMPBELL KNUTSON BILL 428622 121 1196.6131 PROFESSIONAL SERV-LEGAL CITY ATTORNEY 10,764.58 4666 4/13/2017 116114 CANON SOLUTIONS AMERICA INC. 86.98 PW OCE 428301 988812708 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 102.67 PW OCE 428266 988841762 1552.6103 PROFESSIONAL SERVICES CENT SVC PW BUILDING 189.65 4667 4/13/2017 117187 CHEM SYSTEMS LTD 440.00 428429 519165 5511.6511 CLEANING SUPPLIES ARENA BLDG/GROUNDS 440.00 4668 4/13/2017 130477 CLEAR RIVER BEVERAGE CO 265.00 428276 67-1712 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 265.00 4669 4/13/2017 100513 COVERALL OF THE TWIN CITIES INC. 1,554.00 RAMP STAIRWELL CLEANING 428304 7070236436 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 897.75 CLEANING SERVICES 428494 7070236541 5410.6230 SERVICE CONTRACTS EQUIPMENT GOLF ADMINISTRATION 2,450.00 CITY HALL CLEANING 428305 7070236736 1551.6103 PROFESSIONAL SERVICES CITY HALL GENERAL 4,901.75 4670 4/13/2017 104020 DALCO 238.14 428307 3157279 1646.6406 GENERAL SUPPLIES BUILDING MAINTENANCE 238.14 4671 4/13/2017 132810 ECM PUBLISHERS INC. 180.00 ADVERTISING 428377 467081 5510.6575 PRINTING ARENA ADMINISTRATION 58.88 PUBLICATION 428375 473916 1185.6120 ADVERTISING LEGAL LICENSING, PERMITS & RECORDS 188.00 PUBLICATION 428376 473917 1185.6120 ADVERTISING LEGAL LICENSING, PERMITS & RECORDS 980.00 EDITION: EDINA-APRIL 428309 474386 1130.6575 PRINTING COMMUNICATIONS 1,470.55 EDITION: EDINA-APRIL 428308 474387 1130.6575 PRINTING COMMUNICATIONS R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page- 3 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 — Inv No 4/13/2017 Account No Subledger Account Description Business Unit 4671 4672 4/13/2017 132810 ECM PUBLISHERS INC. 120831 FIRST SCRIBE INC. Continued... 4/13/2017 2,877.43 425.00 ROWAY 428311 2472921 1263.6103 PROFESSIONAL SERVICES ENVIRONMENT 425.00 4673 4/13/2017 102146 JESSEN PRESS INC. 11,494.57 ABOUT TOWN - SPRING PRINTING 428435 675379 1130.6123 MAGAZINE/NEWSLETTER EXPENSE COMMUNICATIONS 11,494.57 4674 4/13/2017 100858 LOGIS 1,086.00 LOGIS - MARCH 428627 43320 1554.6230 SERVICE CONTRACTS EQUIPMENT CENT SERV GEN - MIS 1,664.00 LOGIS - MARCH 428627 43320 1554.6160 DATA PROCESSING CENT SERV GEN - MIS 2,715.00 LOGIS - MARCH 428627 43320 1160.6160 DATA PROCESSING FINANCE 2,896.00 LOGIS - MARCH 428627 43320 1554.6160 DATA PROCESSING CENT SERV GEN - MIS 4,332.00 LOGIS - MARCH 428627 43320 1495.6160 DATA PROCESSING INSPECTIONS 4,803.00 LOGIS - MARCH 428627 43320 1160.6160 DATA PROCESSING FINANCE 6,703.00 LOGIS - MARCH 428627 43320 1556.6160 DATA PROCESSING EMPLOYEE SHARED SERVICES 7,022.00 LOGIS - MARCH 428627 43320 1190.6160 DATA PROCESSING ASSESSING 6,719.00 LOGIS - MARCH 428627 43320 5902.6160 DATA PROCESSING UTILITY BILLING - FINANCE 2,213.75 IT CONSULTING 428609 43379 1554.6103 PROFESSIONAL SERVICES CENT SERV GEN - MIS 40,153.75 4675 4/13/2017 101792 LUBE-TECH 1,738.60 VEHICLE SOAP 428465 920031 1553.6238 CAR WASH EQUIPMENT OPERATION GEN 1,738.60 4676 4/13/2017 101078 LUBE-TECH ESI 853.00 DRYING AGENT 428556 14000 1553.6238 CAR WASH EQUIPMENT OPERATION GEN 436.15 GREASE METER VALVE 428557 14035 1553.6584 LUBRICANTS EQUIPMENT OPERATION GEN 1,289.15 4677 4/13/2017 112577 M. AMUNDSON LLP 1,710.17 428588 234425 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 1,194.89 428653 2 55777 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 2,905.06 4678 4/13/2017 100869 MARTIN-MCALLISTER 4,000.00 PRE-EMPLOYMENT SCREENINGS 428270 10952 1556.6121 ADVERTISING PERSONNEL EMPLOYEE SHARED SERVICES 4,000,00 R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page- 4 Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 4678 4679 4/13/2017 4/13/2017 100869 MARTIN-MCALLISTER 101483 MENARDS Continued... 67.77 WELDING SUPPLIES 428422 31699 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 90.72 428419 33084 1646.6556 TOOLS BUILDING MAINTENANCE 263.78 SHELVING 428423 33089 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 54.22 428226 34776 1646.6406 GENERAL SUPPLIES BUILDING MAINTENANCE 89.00 428432 34782 5913.6406 GENERAL SUPPLIES DISTRIBUTION 54.92 428228 34858 1646.6556 TOOLS BUILDING MAINTENANCE 4,711.59 428433 34860 5912.6406 GENERAL SUPPLIES WELL HOUSES 28.21 TORCH - MATT H. 428227 34864 1321.6556 TOOLS STREET LIGHTING REGULAR 225.40 POUR ON EPDXY 428440 34865 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 17.37 REDUCER 428630 34868 5912.6530 REPAIR PARTS WELL HOUSES 27.27 PAINT SUPPLIES 428442 38582 1301.6406 GENERAL SUPPLIES GENERAL MAINTENANCE 32.57 SHELF AND HARDWARD 428439 38689 1551.6406 GENERAL SUPPLIES CITY HALL GENERAL 176.97 428414 38713 1314.6406 GENERAL SUPPLIES STREET RENOVATION 326.42 SOUTH REALICE REPAIR 428421 38780 5521.6406 GENERAL SUPPLIES ARENA ICE MAINT 476.94 BUILDING SUPPLIES 428628 38874 5912.6406 GENERAL SUPPLIES WELL HOUSES 6,643.15 4680 4/13/2017 101161 MIDWEST CHEMICAL SUPPLY 99.65 428412 38992 1551.6511 CLEANING SUPPLIES CITY HALL GENERAL 1,082.97 428412 38992 1551.6512 PAPER SUPPLIES CITY HALL GENERAL 1,182.62 4681 4/13/2017 100906 MTI DISTRIBUTING INC. 44.18 SCREWS 428513 1107700-01 5422.6530 REPAIR PARTS MAINT OF COURSE & GROUNDS 179.86 BEARINGS 428514 1108073-00 5422.6530 REPAIR PARTS MAINT OF COURSE & GROUNDS 224.04 4682 4/13/2017 115669 ON CALL SERVICES 284.60 POGO STICK REPAIR 428454 2798 5720.6530 REPAIR PARTS EDINBOROUGH OPERATIONS 284.60 4683 4/13/2017 100940 OWENS COMPANIES INC. 181.00 FURNACE REPAIR 428497 72135 5210.6230 SERVICE CONTRACTS EQUIPMENT GOLF DOME PROGRAM 181.00 4684 4/13/2017 106322 PROSOURCE SUPPLY 563.50 ICE MELT 428480 11377 5761.6511 CLEANING SUPPLIES CENTENNIAL LAKES OPERATING 342.69 FLOOR BRUSHES, SCRUBBERS 428450 11908 5720.6511 CLEANING SUPPLIES EDINBOROUGH OPERATIONS R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page- 5 Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 4684 4/13/2017 106322 PROSOURCE SUPPLY Continued... 45.04 SANITIZER 428451 11910 5720.6511 CLEANING SUPPLIES EDINBOROUGH OPERATIONS 367.00 428430 11947 5511.6511 CLEANING SUPPLIES ARENA BLDG/GROUNDS 408.35 FOAMY DISINFECTANT, LINERS 428455 11949 5720.6511 CLEANING SUPPLIES EDINBOROUGH OPERATIONS 504.61 LINERS, TOWELS, GLOVES 428482 11975 5761.6511 CLEANING SUPPLIES CENTENNIAL LAKES OPERATING 2,231.19 4685 4/13/2017 105690 PRO-TEC DESIGN INC. 484.00 LABOR CAMERAL INSTALL 428409 79859 7411.6103 PROFESSIONAL SERVICES PSTF OCCUPANCY 551.08 428409 79859 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY 1,035.08 4686 4/13/2017 100972 R&R SPECIALTIES OF WISCONSIN INC. 2,151.00 SOUTH ICE PAINTING 428386 0062170-IN 5521.6180 CONTRACTED REPAIRS ARENA ICE MAINT 2,151.00 4687 4/13/2017 100977 RICHFIELD PLUMBING COMPANY 193.50 SINK REPAIR 428481 70951 5761.6180 CONTRACTED REPAIRS CENTENNIAL LAKES OPERATING 193.50 4688 4/13/2017 101000 SOULO COMMUNICATIONS 58.50 KC BUSINESS CARDS 428444 94676 1170.6406 GENERAL SUPPLIES HUMAN RESOURCES 58.50 4689 4/13/2017 101017 SUBURBAN CHEVROLET 415.05 MOULDING, WHEEL 428562 243092 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 415.05 4690 4/13/2017 103277 TITAN MACHINERY 78.57- CREDIT MEMO 428470 30089 CREDIT ON 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN ACCT 511.79 WATER PUMP 428565 8928793 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 433.22 4691 4/13/2017 119454 VINOCOPIA .08- 428472 0170732-IN 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 132.08 428472 0170732-IN 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 572.00 428605 0176225 5822.5513 COST OF GOODS SOLD VVINE 50TH ST SELLING 75.25 428511 0177289 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 557.25 428510 0177290 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 114.50 428604 176512 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING R55CKR2 LOGIS101 CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 4/11/2017 14:46:10 Page- 6 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 4691 4/13/2017 119454 VINOCOPIA Continued... 127.50 428475 177274 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 657.75 428474 177275 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 132.08 428473 177276 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 256.25 428345 177291 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 1,211.00 428357 177314 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 191.75 428358 177315 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 4,027.33 4692 4/13/2017 120627 VISTAR CORPORATION 39.96 428636 48300327 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 133.25 428637 48300396 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 173.21 4693 4/13/2017 101033 WINE COMPANY, THE 292.20 428606 32160 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 334.30 428608 32804 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 836.72 428284 32820 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 380.40 428293 32822 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,843.62 4694 4/13/2017 132553 YALE MECHANICAL 9,312.35 COMPRESSOR REPLACEMENT PW 428479 178580 1552.6103 PROFESSIONAL SERVICES CENT SVC PW BUILDING 9,312.35 413324 4/13/2017 125324 3M 17,600.74 ALPR FOR NEW SQUAD 428189 SS49737 2340.6406 GENERAL SUPPLIES DWI FORFEITURE 17,600.74 413325 4/13/2017 100609 50TH & FRANCE BUSINESS ASSOCIATION 250.00 428638 1900 5822.6122 ADVERTISING OTHER 50TH ST SELLING 250.00 413326 4/13/2017 140086 ABLE SEEDHOUSE AND BREWERY 290.00 428239 E-2508 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 290.00 413327 4/13/2017 138555 ACCELA INC. 9,550.00 EDINA TO GO APP - 2017 428209 INV-ACC28997 1554.6124 WEB DEVELOPMENT CENT SERV GEN - MIS 750.00 428209 INV-ACC28997 5924.6103 PROFESSIONAL SERVICES ENGINEER SERVICES - WATER 750.00 428209 INV-ACC28997 5925.6103 PROFESSIONAL SERVICES ENGINEER SERVICES - SEWER R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page- 7 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 - Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413327 4/13/2017 138555 ACCELA INC. Continued... 750.00 428209 INV-ACC28997 5960.6103 PROFESSIONAL SERVICES ENGINEER SERVICES - STORM 11,800.00 413328 4/13/2017 129458 ACME TOOLS 619.00 POWER MITER SAW 428621 4842174 5913.6556 TOOLS DISTRIBUTION 349.99 428467 4849906 1314.6406 GENERAL SUPPLIES STREET RENOVATION 968.99 413329 4/13/2017 140269 ACTIVE NETWORK LLC 1,800.00 MEMBERSHIP CARDS 428223 20228 5311.6406 GENERAL SUPPLIES POOL OPERATION 1,500.00 MEMBERSHIP CARDS 428223 20228 5710.6406 GENERAL SUPPLIES EDINBOROUGH ADMINISTRATION 3,300.00 413330 4/13/2017 105262 ALEX AIR APPARATUS INC. 1,160.00 TRENCH THRUST BLOCK ASSEMBLY 428240 32329 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL 1,160.00 413331 4/13/2017 105991 AL'S COFFEE COMPANY 121.50 CARIBOU COFFEE 428452 53486 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 121.50 413332 4/13/2017 101115 AMERIPRIDE SERVICES INC. 113.15 LAUNDRY 428197 1003758180 1470.6201 LAUNDRY FIRE DEPT. GENERAL 244.47 428198 1003761374 1551.6201 LAUNDRY CITY HALL GENERAL 140.36 428652 1003766941 5841.6201 LAUNDRY YORK OCCUPANCY 497.98 413333 4/13/2017 132031 ARTISAN BEER COMPANY 1,671.50 428242 3167835 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 89.00 428334 3169438 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 89.00 428390 3169439 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 1,099.95 428344 3169440 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 1,470.00 428335 3169441 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 1,631.00 428391 3169442 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 13.12- 428566 380348 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 6,037.33 413334 4/13/2017 106304 ASPEN MILLS 476.00 UNIFORMS 428202 194918 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL 437.05 UNIFORMS 428203 194927 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL R55CKR2 Check # LOGIS101 Date Amount Supplier / Explanation PO # CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 Doc No Inv No Account No Subledger Account Description 4/11/2017 14:46:10 Page- 8 Business Unit 413334 4/13/2017 106304 ASPEN MILLS Continued... 328.35 UNIFORMS 428204 194932 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL 338.35 UNIFORMS 428205 194935 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL 297.55 UNIFORMS 428206 194938 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL 370.90 UNIFORMS 428207 194948 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL 1,340.00 UNIFORMS 428208 196073 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL 3,588.20 413335 4/13/2017 102195 BATTERIES PLUS 57.60 BATTERIES FOR SUPPLY 428639 018-432473 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 57.60 413336 4/13/2017 121602 BEAUPRE EQUIPMENT SERVICES 220.50 LIFT ANNUAL INSPECTION 428426 W16728-2 5511.6180 CONTRACTED REPAIRS ARENA BLDG/GROUNDS 534.49 LIFT ANNUAL INSPECTION 428427 W16870-2 5511.6180 CONTRACTED REPAIRS ARENA BLDG/GROUNDS 754.99 413337 4/13/2017 101191 BENNEROTTE, JENNIFER 60.20 TABLECLOTH CLEANING 428536 0041017 1120.6103 PROFESSIONAL SERVICES ADMINISTRATION 680.00 3CMA SAVVY ENTRIES 428526 041017 1130.6105 DUES & SUBSCRIPTIONS COMMUNICATIONS 740.20 413338 4/13/2017 131191 BERNATELLO'S PIZZA INC. 432.00 PIZZA 428248 4683755 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 432.00 413339 4/13/2017 125139 BERNICK'S 482.00 428249 352293 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 747.85 428389 352295 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 1,229.85 413340 4/13/2017 126847 BERRY COFFEE COMPANY 132.95 PW COFFEE 428300 450412 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 342.30 428425 452000 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 475.25 413341 4/13/2017 130069 BFG SUPPLY COMPANY 1,785.28 SOILAND FERTILIZER 428611 738734-00 5761.6540 FERTILIZER CENTENNIAL LAKES OPERATING 1,785.28 413342 4/13/2017 140149 BORGSTROM, ERIK JON R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 9 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 - Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413342 4/13/2017 140149 BORGSTROM, ERIK JON Continued... 533.33 428188 INV-0001 5822.6122 ADVERTISING OTHER 50TH ST SELLING 533.33 428188 INV-0001 5842.6122 ADVERTISING OTHER YORK SELLING 533.34 428188 INV-0001 5862.6122 ADVERTISING OTHER VERNON SELLING 1,600.00 413343 4/13/2017 105367 BOUND TREE MEDICAL LLC 209.28 AMBULANCE SUPPLIES 428221 82451393 1470.6510 FIRSTAID SUPPLIES FIRE DEPT. GENERAL 209.28 413344 4/13/2017 119351 BOURGET IMPORTS 390.00 428567 140564 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 227.00 428355 140775 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 347.60 428330 140776 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 487.50 428400 140778 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,452.10 413345 4/13/2017 124291 BREAKTHRU BEVERAGE MINNESOTA 10,534.50 428576 1080614040 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 4,132.22 428572 1080614041 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 646.05 428571 1080615634 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,451.50 428252 1080617121 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 620.00 428251 1080617122 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,832.69 428250 1080617123 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 728.05 428575 1080617184 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 972.90 428574 1080617185 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,733.06 428573 1080617186 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,451.50 428259 1080617187 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 4,651.09 428258 1080617188 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 50.73 428257 1080617189 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 1,063.62 428256 1080617190 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 73.15 428255 1080617191 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 225.00- 428230 2080168863 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 29,716.06 413346 4/13/2017 124529 BREAKTHRU BEVERAGE MINNESOTA BEER LLC 3,852.60 428263 1090691792 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 1,699.55 428262 1090691793 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 4,366.60 428261 1090692415 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 48.60 428260 1090692416 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 5,114.80 428394 1090694702 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING R55CKR2 LOGIS101 CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 4/11/2017 14:46:10 Page- 10 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413346 4/13/2017 124529 BREAKTHRU BEVERAGE MINNESOTA BEER LLC Continued... 123.00 428392 1090694703 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 1,648.85 428378 1090694704 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 25.50 428379 1090694705 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 3,268.80 428570 1090694706 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 20,148.30 413347 4/13/2017 106484 BRINDLE, MARY 103.53 NLC FOR CITY COUNCIL 2017 TRIP 428370 04062017 1100.6104 CONFERENCES & SCHOOLS CITY COUNCIL 1,482.78 NLC FOR CITY COUNCIL 2017 TRIP 428371 04062017-1 1100.6104 CONFERENCES & SCHOOLS CITY COUNCIL 1,586.31 413348 4/13/2017 100667 BROCK WHITE COMPANY 930.97 428468 12765664-00 1301.6519 ROAD OIL GENERAL MAINTENANCE 60.51 428466 12766259-00 1301.6406 GENERAL SUPPLIES GENERAL MAINTENANCE 991.48 413349 4/13/2017 100144 BUREAU OF CRIMINAL APPREHENSION 3,000.00 BACKGROUND VERIFICATION 428148 04062017 1556.6121 ADVERTISING PERSONNEL EMPLOYEE SHARED SERVICES 3,000.00 413350 4/13/2017 102149 CALLAWAY GOLF 626.86 MERCHANDISE 428544 927618852 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 58.14 MERCHANDISE 428543 927628901 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 685.00 413351 4/13/2017 119455 CAPITOL BEVERAGE SALES 528.15 428267 1817009 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 7,368.90 428268 1817010 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 1,814.40 428340 1820599 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 52.95 428269 254-142 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 40.90 428342 363-25 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 9,805.30 413352 4/13/2017 100897 CENTERPOINT ENERGY 89.26 428174 8000014561-3/17 1646.6186 HEAT BUILDING MAINTENANCE 244.18 428174 8000014561-3/17 1481.6186 HEAT YORK FIRE STATION 603.87 428174 8000014561-3/17 1552.6186 HEAT CENT SVC PW BUILDING 895.02 428174 8000014561-3/17 1628.6186 HEAT SENIOR CITIZENS 2,442.18 428174 8000014561-3/17 1646.6186 HEAT BUILDING MAINTENANCE 827.72 428174 8000014561-3/17 5111.6186 HEAT ART CENTER BLDG/MAINT R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 11 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 - Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413352 4/13/2017 100897 CENTERPOINT ENERGY Continued... 249.18 428174 8000014561-3/17 5422.6186 HEAT MAINT OF COURSE & GROUNDS 1,207.04 428174 8000014561-3/17 5420.6186 HEAT CLUB HOUSE 6,017.97 428174 8000014561-3/17 5511.6186 HEAT ARENA BLDG/GROUNDS 950.06 428174 8000014561-3/17 5761.6186 HEAT CENTENNIAL LAKES OPERATING 18.40 428174 8000014561-3/17 5821.6186 HEAT 50TH ST OCCUPANCY 169.78 428174 8000014561-3/17 5861.6186 HEAT VERNON OCCUPANCY 307.28 428174 8000014561-3/17 5841.6186 HEAT YORK OCCUPANCY 508.56 428174 8000014561-3/17 5913.6186 HEAT DISTRIBUTION 736.83 428174 8000014561-3/17 5921.6186 HEAT SANITARY LIFT STATION MAINT 2,089.79 428174 8000014561-3/17 5911.6186 HEAT WELL PUMPS 17,357.12 413353 4/13/2017 123898 CENTURYLINK 63.25 428445 0146-3/17 1628.6188 TELEPHONE SENIOR CITIZENS 155.15 428445 0146-3/17 1646.6188 TELEPHONE BUILDING MAINTENANCE 174.45 428445 0146-3/17 1622.6188 TELEPHONE SKATING & HOCKEY 308.99 428445 0146-3/17 1554.6188 TELEPHONE CENT SERV GEN - MIS 306.40 428445 0146-3/17 5511.6188 TELEPHONE ARENA BLDG/GROUNDS 59.54 428445 0146-3/17 5911.6188 TELEPHONE WELL PUMPS 39.04 428445 0146-3/17 5932.6188 TELEPHONE GENERAL STORM SEWER 57.38 952 929-0297 428176 0297-3/17 4090.6188 TELEPHONE 50TH&FRANCE MAINTENANCE 92.49 952 941-1019 428178 1019-3/17 7411.6188 TELEPHONE PSTF OCCUPANCY 61.18 952 941-1410 428177 1410-3/17 1622.6188 TELEPHONE SKATING & HOCKEY 115.71 952 826-7398 428179 7398-3/17 7410.6103 PROFESSIONAL SERVICES PSTF ADMINISTRATION 457.52 952 927-8861 428175 8861-3/17 1554.6188 TELEPHONE CENT SERV GEN - MIS 1,891.10 413354 4/13/2017 140274 CIVICPLUS 1,056.73 LDAP INTEGRATION 428302 163669 1554.6124 WEB DEVELOPMENT CENT SERV GEN - MIS 1,056.73 413355 4/13/2017 100692 COCA-COLA DISTRIBUTION 442.97 428336 3600202265 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 442.97 413356 4/13/2017 120433 COMCAST 99.86 CALBE 428490 177449-3/17 5420.6188 TELEPHONE CLUB HOUSE 99.86 413357 4/13/2017 121066 COMMERCIAL ASPHALT CO. R55CKR2 LOGIS101 CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 — 4/13/2017 4/11/2017 14:46:10 Page- 12 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413357 4/13/2017 121066 COMMERCIAL ASPHALT CO. Continued... 614.36 428303 170331 1301.6518 BLACKTOP GENERAL MAINTENANCE 614.36 413358 4/13/2017 100699 CULLIGAN BOTTLED WATER 230.20 BOTTLED WATER SUPPLY 428640 114-10014090-3/ 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 17 14.32 WATER 428493 114X61558207 5410.6406 GENERAL SUPPLIES GOLF ADMINISTRATION 244.52 413359 4/13/2017 102514 CUTTER & BUCK 1,328.91 MERCHANDISE 428542 93710892 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 131.80 STAFF UNIFORMS 428541 93710893 5410.6406 GENERAL SUPPLIES GOLF ADMINISTRATION 1,460.71 413360 4/13/2017 100706 D.C. ANNIS SEWER INC. 440.00 PUMP SUMP - ST. 1 428306 116025 1470.6215 EQUIPMENT MAINTENANCE FIRE DEPT. GENERAL 440.00 413361 4/13/2017 129884 DEARBORN NATIONAL LIFE INSURANCE CO. 2,859.90 APRIL STD INVOICE 428215 F018342-4/17 9900.2033.16 LTD - 99 PAYROLL CLEARING 2,859.90 413362 4/13/2017 118189 DEM-CON COMPANIES 81.00 428488 12651 1645.6406 GENERAL SUPPLIES LITTER REMOVAL 81.00 413363 4/13/2017 100899 DEPARTMENT OF LABOR & INDUSTRY 7,494.45 SURCHARGE FOR MARCH 428532 032017 1495.4380 SURCHARGE INSPECTIONS 7,494.45 413364 4/13/2017 123995 DICK'S/LAKEVILLE SANITATION INC. 6,176.33 REFUSE 428199 DT0001743426 4095.6103 PROFESSIONAL SERVICES 50TH STREET RUBBISH 2,168.44 REFUSE 428623 DT0001768649 4095.6103 PROFESSIONAL SERVICES 50TH STREET RUBBISH 8,344.77 413365 4/13/2017 136484 DIEBEL, BERNARD MICHAEL 476.00- DIEBEL LESSONS 3/23-4/5 428487 040617 5401.4602 LESSONS GOLF REVENUES 476.00 DIEBEL LESSONS 3/23-4/5 428487 040617 5401.4602 LESSONS GOLF REVENUES 476.00 DIEBEL LESSONS 3/23-4/5 428487 040617 5401.4602 LESSONS GOLF REVENUES 476.00 R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 13 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 - Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413365 413366 4/13/2017 4/13/2017 136484 DIEBEL, BERNARD MICHAEL 140091 DUMAIS, KELLY Continued... 138.49 NLC FOR CITY COUNCIL 2017 TRIP 428373 04062017 1120.6104 CONFERENCES & SCHOOLS ADMINISTRATION 138.49 413367 4/13/2017 103594 EDINALARM INC. 192.00 428416 112222 1646.6406 GENERAL SUPPLIES BUILDING MAINTENANCE 198.79 CLUBHOUSE ALARM 428496 113707 5420.6250 ALARM SERVICE CLUB HOUSE 390.79 413368 4/13/2017 104733 EMERGENCY MEDICAL PRODUCTS INC. 59.18 AMBULANCE SUPPLIES 428222 1897461 1470.6510 FIRST AID SUPPLIES FIRE DEPT. GENERAL 59.18 413369 4/13/2017 100146 FACTORY MOTOR PARTS COMPANY 273.43 FITTINGS 428550 1-5220419 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 12.98 THERMOSTAT 428548 69-262802 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 443.97 END KIT, RACK 428549 69-262914 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 45.36 BRAKE CLEANER 428310 69-262930 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 83.07 BATTERY 428551 69-263261 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 858.81 413370 4/13/2017 102485 FAHRENKRUG, ROGER 1,304.00 FAHRENKRUG LESSONS 3/23-4/5 428484 040617 5401.4602 LESSONS GOLF REVENUES 1,304.00 413371 4/13/2017 100216 FARMER BROTHERS COFFEE 283.47 COFFEE 428495 26237673 5410.6406 GENERAL SUPPLIES GOLF ADMINISTRATION 283.47 413372 4/13/2017 106035 FASTENAL COMPANY 3.37 SCREWS 428441 MNTC2144197 1301.6406 GENERAL SUPPLIES GENERAL MAINTENANCE 20.96 FASTENERS 428552 MNTC2144310 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 24.33 413373 4/13/2017 126004 FERGUSON WATERWORKS 27.12 LINERS 428624 232344-2 5917.6530 REPAIR PARTS METER REPAIR 27.12 413374 4/13/2017 140276 FISCHER, MICHAEL A R55CKR2 LOGIS101 Check # Date Amount Supplier / Explanation PO # CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 Doc No Inv No Account No Subledger Account Description 4/11/2017 14:46:10 Page - 14 Business Unit 413374 4/13/2017 140276 FISCHER, MICHAEL A Continued-. 58.64 NLC FOR CITY COUNCIL 2017 TRIP 428372 04062017 1100.6104 CONFERENCES & SCHOOLS CITY COUNCIL 58.64 413375 4/13/2017 100764 G & K SERVICES 48.51 RENTAL UNIFORM 2017 428619 1006428676 1301.6201 LAUNDRY GENERAL MAINTENANCE 36.26 LAUNDRY 2017 428616 1006428677 1552.6511 CLEANING SUPPLIES CENT SVC PW BUILDING 19.73 RENTAL UNIFORM 2017 428618 1006428678 5913.6201 LAUNDRY DISTRIBUTION 14.46 RENTAL UNIFORM 2017 428614 1006428679 1646.6201 LAUNDRY BUILDING MAINTENANCE 41.74 RENTAL UNIFORM 2017 428613 1006428680 1553.6201 LAUNDRY EQUIPMENT OPERATION GEN 166.76 LINENS 428491 1013402458 5421.6201 LAUNDRY GRILL 185.59 LINENS 428492 1013917119 5421.6201 LAUNDRY GRILL 513.05 413376 4/13/2017 105508 GEMPLER'S INC. 399.75 428312 S103285385 1643.6406 GENERAL SUPPLIES GENERAL TURF CARE 399.75 413377 4/13/2017 100775 GENERAL SPORTS CORPORATION 1,775.00 STAFF JACKETS 428424 92146 5521.6406 GENERAL SUPPLIES ARENA ICE MAINT 1,775.00 413378 4/13/2017 100780 GOPHER STATE ONE-CALL INC. 741.15 428313 7030335 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 741.15 413379 4/13/2017 101103 GRAINGER 54.12 BONDO REPAIR SUPPLIES 428314 9403582852 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 23.46 PENS 428460 9404690787 1553.6406 GENERAL SUPPLIES EQUIPMENT OPERATION GEN 66.96 SPRAY BOTTLES 428299 9404953599 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL 33.29 SCRATCH BRUSH, FLUX 428461 9404953607 1553.6580 WELDING SUPPLIES EQUIPMENT OPERATION GEN 326.16 AIR FILTERS 428447 9406351966 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 265.20 FAUCET REPLACEMENT 428448 9406351974 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 30.57 FOOD SERVICE THERMOMETERS 428449 9406526468 5730.6406 GENERAL SUPPLIES EDINBOROUGH CONCESSIONS 100.20 EXIT LIGHTS 428522 9406526476 5420.6530 REPAIR PARTS CLUB HOUSE 132.32 EXIT LIGHTS 428523 9406807579 5420.6530 REPAIR PARTS CLUB HOUSE 81.87 HAND CLEANER 428524 9406889452 5422.6406 GENERAL SUPPLIES MAINT OF COURSE & GROUNDS 344.09 HARD HATS 428521 9409479954 1261.6406 GENERAL SUPPLIES CONSTRUCTION MANAGEMENT 169.36 428489 9410524749 1642.6406 GENERAL SUPPLIES FIELD MAINTENANCE 443.93 DISPLAY 428626 9411879498 5912.6530 REPAIR PARTS WELL HOUSES 100.54 UNDERGROUND SPLICE MATERIAL 428625 9411918494 1322.6406 GENERAL SUPPLIES STREET LIGHTING ORNAMENTAL R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 15 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 — Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413379 413380 4/13/2017 101103 GRAINGER 124711 GRANDVIEW TIRE & AUTO - CAHILL Continued... 4/13/2017 2,172.07 64.95 CONTRACTED REPAIR 428553 111608 1553.6180 CONTRACTED REPAIRS EQUIPMENT OPERATION GEN 64.95 413381 4/13/2017 102217 GRAPE BEGINNINGS INC 488.75 428569 MN00018942 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 488.75 413382 4/13/2017 100783 GRAYBAR ELECTRIC CO. INC. 174.90 IT WORK ROOM BENCH MATERIAL 428411 990665117 1551.6530 REPAIR PARTS CITY HALL GENERAL 174.90 413383 4/13/2017 100785 GREUPNER, JOE 816.00 GREUPNER LESSONS 3/23-4/5 428483 040617 5401.4602 LESSONS GOLF REVENUES 816.00 413384 4/13/2017 100008 GRUBE, MICHAEL 92.00 GRUBE LESSONS 3/23-4/5 428485 040617 5401.4602 LESSONS GOLF REVENUES 92.00 413385 4/13/2017 100012 HD SUPPLY WATERWORKS LTD 92.36 GATE VALVE TOP NUTS 428617 G989853 5934.6406 GENERAL SUPPLIES STORM LIFT STATION MAINT 92.36 413386 4/13/2017 100801 HENNEPIN COUNTY TREASURER 19,517.26 1ST HALF TAXES 428186 033017 1503.6915 SPECIAL ASSESSMENTS SPECIAL ASSESSMENTS 16,500.63 1ST HALF TAXES 428186 033017 5510.6103 PROFESSIONAL SERVICES ARENAADMINISTRATION 85.98 1ST HALF TAXES 428186 033017 5860.6103 PROFESSIONAL SERVICES VERNON LIQUOR GENERAL 4,809.97 1ST HALF TAXES 428186 033017 5820.6103 PROFESSIONAL SERVICES 50TH STREET GENERAL 14,772.58 1ST HALF TAXES 428186 033017 9232.6710 EQUIPMENT REPLACEMENT CENTENNIAL TIF DISTRICT 55,686.42 413387 4/13/2017 102460 HENNEPIN COUNTY TREASURER 1,543.86 RADIO FEES FIRE DEPT 428517 1000092455 1470.6151 EQUIPMENT RENTAL FIRE DEPT. GENERAL 1,543.86 413388 4/13/2017 102460 HENNEPIN COUNTY TREASURER 2,344.38 POLICE RADIO FEES 428518 1000092456 1400.6230 SERVICE CONTRACTS EQUIPMENT POLICE DEPT. GENERAL R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 16 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 — Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413388 413389 4/13/2017 102460 HENNEPIN COUNTY TREASURER 102460 HENNEPIN COUNTY TREASURER Continued... 4/13/2017 2,344.38 734.27 MARCH BOOKING 428519 1000092322 1195.6170 COURT CHARGES LEGAL SERVICES 734.27 413390 4/13/2017 102460 HENNEPIN COUNTY TREASURER 169.00 BUNDLED SERVICES 428520 1000092362 1400.6160 DATA PROCESSING POLICE DEPT. GENERAL 169.00 413391 4/13/2017 115377 HENRICKSEN PSG 1,357.20 PW CHAIR REPLACEMENT 428478 613944 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 1,357.20 413392 4/13/2017 104375 HOHENSTEINS INC. 2,414.50 428278 886079 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 535.25 428275 886122 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 2,680.00 428282 886562 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 668.00 428283 886772 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 6,297.75 413393 4/13/2017 100417 HORIZON COMMERCIAL POOL SUPPLY 557.44 CHLORINE, ACID 428237 170324053 5720.6545 CHEMICALS EDINBOROUGH OPERATIONS 557.44 413394 4/13/2017 119998 HOVLAND, JAMES 137.29 NLC FOR CITY COUNCIL 2017 TRIP 428610 04102017 1100.6104 CONFERENCES & SCHOOLS CITY COUNCIL 137.29 413395 4/13/2017 125032 IEH AUTO PARTS LLC 50.34 LUBRICANTS 428459 038099220 1553.6584 LUBRICANTS EQUIPMENT OPERATION GEN 50.34 413396 4/13/2017 131544 INDEED BREWING COMPANY 455.00 428338 49626 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 256.00 428438 49717 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 711.00 413397 4/13/2017 100829 JERRY'S HARDWARE 1.59 CITY HALL SUPPLY 428214 3/17-FACILITIES 1551.6406 GENERAL SUPPLIES CITY HALL GENERAL R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 17 Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413397 4/13/2017 100829 JERRY'S HARDWARE Continued... 63.95 PW SUPPLIES 428214 3/17-FACILITIES 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 121.57 PKS SUPPLIES 428214 3/17-FACILITIES 1646.6406 GENERAL SUPPLIES BUILDING MAINTENANCE 15.99 428443 3/17-STREETS 1551.6406 GENERAL SUPPLIES CITY HALL GENERAL 30.45 428443 3/17-STREETS 1301.6556 TOOLS GENERAL MAINTENANCE 42.12 428443 3/17-STREETS 1335.6531 SIGNS & POSTS PAVEMENT MARKINGS 69.26 428443 3/17-STREETS 1301.6406 GENERAL SUPPLIES GENERAL MAINTENANCE 34.27 428443 3/17-STREETS 4090.6406 GENERAL SUPPLIES 50TH&FRANCE MAINTENANCE 379.20 413398 4/13/2017 100830 JERRY'S PRINTING 140.00 WATER SHUTOFF NOTICES 428231 74265 5924.6406 GENERAL SUPPLIES ENGINEER SERVICES - WATER 140.00 413399 4/13/2017 100741 JJ TAYLOR DIST. OF MINN 980.65 428343 2649759 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 5,973.87 428339 2649760 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 24.50 428341 2649761 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 10,196.44 428431 2649766 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 24.60 428332 2649767 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 46.00 428333 2649766 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 320.00 428587 2649771 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 17,566.06 413400 4/13/2017 100835 JOHNSON BROTHERS LIQUOR CO. 13.78- 428229 0603712CR 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 253.86 428224 5641616-1 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,739.60 428583 5688444 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,136.89 428585 5688445 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 38.16 428580 5688446 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 220.16 428578 5688447 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 93.31 428581 5688448 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,311.47 428582 5688449 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 740.83 428584 5688452 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 14.60 428579 5688453 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 3,090.21 428586 5688454 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 407.50 428362 5694047 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 1,334.40 428406 5694048 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 616.10 428504 5694049 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 107.83 428477 5694050 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 260.82 428505 5694051 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING R55CKR2 Check # LOGIS101 Date Amount Supplier / Explanation PO # CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 Doc No Inv No Account No Subledger Account Description 4/11/2017 14:46:10 Page- 18 Business Unit 413400 4/13/2017 100835 JOHNSON BROTHERS LIQUOR CO. Continued... 72.59 428350 5694052 5842.5513 COST OF GOODS SOLD WNE YORK SELLING 713.80 428506 5694053 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 228.93 428507 5694054 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 573.44 428508 5694055 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING .20 428348 5694057 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 441.19 428360 5694060 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 2,408.62 428648 5694061 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 1,907.31 428351 5694062 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 2,324.54 428346 5694063 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 549.61 428363 5694064 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 752.84 428347 5694065 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 439.29 428315 5694069 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 3,124.81 428322 5694070 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 811.09 428326 5694071 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 2,319.27 428327 5694072 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 112.27 428317 5694073 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 103.16 428324 5694075 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,498.69 428320 5694074 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 275.48 428646 5695296 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 198.45- 428649 620924 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 29,810.64 413401 4/13/2017 131516 KARKHOFF, NANCY 75.00 PETTY CASH/CHECKBOOK 428367 602 1400.6106 MEETING EXPENSE POLICE DEPT. GENERAL 557.50 PETTY CASH/CHECKBOOK 428367 602 1400.6103 PROFESSIONAL SERVICES POLICE DEPT. GENERAL 632.50 413402 4/13/2017 138279 KFT FIRE TRAINER LLC 1,540.00 SMOKE FLUID 428408 160.00001443 7413.6545 CHEMICALS PSTF FIRE TOWER 1,540.00 413403 4/13/2017 137079 KNOBELSDORFF ELECTRIC 4,165.00 CITY HALL SOLAR PANELS 428234 119304 1551.6180 CONTRACTED REPAIRS CITY HALL GENERAL 4,165.00 413404 4/13/2017 115192 KNUDSON, DEBORAH 524.00 KNUDSON 3/23-4/5 LESSONS 428486 040617 5401.4602 LESSONS GOLF REVENUES 524.00 413405 4/13/2017 130042 KULLY SUPPLY INC. R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page- 19 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 - Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413405 4/13/2017 130042 KULLY SUPPLY INC. Continued... 75.70 428418 406509 1646.6556 TOOLS BUILDING MAINTENANCE 75.70 413406 4/13/2017 101220 LANO EQUIPMENT INC. 130.48 FILTERS 428458 01-424005 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 130.48 413407 4/13/2017 100852 LAWSON PRODUCTS INC. 450.02 NUTS, BOLTS, CLAMPS 428554 09304830249 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 319.22 TERMINALS, CLAMPS 428555 9304850738 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 769.24 413408 4/13/2017 138211 LEAGUE OF MINNESOTA CITIES 1,456.06 PD LOSS - CLAIM 2/2/17 428236 2096 6002.6200 INSURANCE RISK MGMT EMP SHARED SERVICE 1,456.06 413409 4/13/2017 138211 LEAGUE OF MINNESOTA CITIES 723.43 PD LOSS-CLAIM 1/31/17 428253 2170 6002.6200 INSURANCE RISK MGMT EMP SHARED SERVICE 723.43 413410 4/13/2017 138211 LEAGUE OF MINNESOTA CITIES 5,273.77 MAR WC DEDUCTIBLE 428535 0200120002-4/17 6002.6200 INSURANCE RISK MGMT EMP SHARED SERVICE 5,273.77 413411 4/13/2017 136350 LEMA 250.00 LEMA DUES 428654 20170411LEMA 1400.6103 PROFESSIONAL SERVICES POLICE DEPT. GENERAL 250.00 413412 4/13/2017 135867 LIBATION PROJECT 388.50 428218 7880 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 388.50 413413 4/13/2017 100864 MACQUEEN EQUIPMENT INC. 3,591.70 428235 E00256 1314.6518 BLACKTOP STREET RENOVATION 950.24 AIR HORNS, SLIDE LOCKS 428558 P00157 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 679.93- CREDIT MEMO 2017 425137 P04233 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 39.10 PORTAND PLUG 2017 425144 P04291 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 582.97 WELDMENTS AND TANK 2017 425227 P04328 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 66.96 SENDERS 425528 P04417 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 68.03 FRONT CURTAIN 425543 P04478 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN R55CKR2 LOGIS101 CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 — 4/13/2017 4/11/2017 14:46:10 Page - 20 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413413 4/13/2017 100864 MACQUEEN EQUIPMENT INC. Continued... 68.03- CREDIT MEMO 425552 P04513 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 12.53 ROCKER SWITCH 425551 P04518 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 20.70- CREDIT MEMO 425741 P04540 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 467.93- CREDIT MEMO 425786 P04567 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 396.46- CREDIT MEMO 425785 P04568 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 138.20 BRAKE SPRINGS 426484 P04818 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 69.52 TANK SEAL 427606 P05052 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 146.07 BRAKE SPRING 427607 P05063 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 4,032.27 413414 4/13/2017 119209 MASTER TECHNOLOGY GROUP 948.00 RUN MONITORING WIRE 428385 614273 5521.6215 EQUIPMENT MAINTENANCE ARENA ICE MAINT 948.00 413415 4/13/2017 137819 MCCONNACH, COREY 50.83 MARCH MILEAGE 428185 04042017 5510.6107 MILEAGE OR ALLOWANCE ARENAADMINISTRATION 50.83 413416 4/13/2017 102281 MENARDS 21.14 BUILDING SUPPLIES 428631 37825 5912.6406 GENERAL SUPPLIES WELL HOUSES 231.47 BUILDING SUPPLIES 428629 38233 5912.6406 GENERAL SUPPLIES WELL HOUSES 252.61 413417 4/13/2017 100885 METRO SALES INC 7,738.64 QTRLY RICOH CONTRACT 428213 761513 1554.6230 SERVICE CONTRACTS EQUIPMENT CENT SERV GEN - MIS 7,738.64 413418 4/13/2017 100886 METROPOLITAN COUNCIL 4,920.30 SAC FOR MARCH 2017 428531 032017 1495.4307 SAC CHARGES INSPECTIONS 4,920.30 413419 4/13/2017 100887 METROPOLITAN COUNCIL ENVIRONMENTAL SERV 436,484.56 MAY SEWER 428632 0001066247 5922.6302 SEWER SERVICE METRO SEWER TREATMENT 436,484.56 413420 4/13/2017 102729 METROPOLITAN FORD OF EDEN PRAIRIE 63.80 LAMP ASSY 428225 501625 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 63.80 413421 4/13/2017 104650 MICRO CENTER R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 21 Council Check Register by Invoice & Summary 4/13/2017 — 4/13/2017 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413421 4/13/2017 104650 MICRO CENTER Continued... 94.99 EXTERNAL HARD DRIVE 428210 6535646 1130.6410 VIDEO PRODUCTION SUPPLIES COMMUNICATIONS 94.99 413422 4/13/2017 118464 MIDWEST TESTING LLC 770.00 METER TESTS 428620 4111 5917.6180 CONTRACTED REPAIRS METER REPAIR 770.00 413423 4/13/2017 127062 MINNEHAHA BLDG. MAINT. INC. 16.09 428233 928069440 5860.6103 PROFESSIONAL SERVICES VERNON LIQUOR GENERAL 5.36 428407 928069441 5821.6162 SERVICES CUSTODIANS 50TH ST OCCUPANCY 21.45 413424 4/13/2017 100522 MINNESOTA AIR INC. 253.00 428437 526427-00 5821.6215 EQUIPMENT MAINTENANCE 50TH ST OCCUPANCY 253.00 413425 4/13/2017 118144 MINNESOTA PREMIER PUBLICATIONS 584.00 ADVERTISING 428254 328645 5110.6122 ADVERTISING OTHER ART CENTER ADMINISTRATION 584.00 413426 4/13/2017 101952 MINNESOTA/WISCONSIN PLAYGROUND 4,310.00 428420 2017052 1647.6517 SAND GRAVEL & ROCK PATHS & HARD SURFACE 4,310.00 413427 4/13/2017 128914 MINUTEMAN PRESS 49.00 VEHICLE DAY POSTERS 428415 22502 1627.6406 GENERAL SUPPLIES SPECIAL ACTIVITIES 49.00 413428 4/13/2017 132597 MIXMI BRANDS INC. 96.00 MIXMI FROZEN YOGURT 428633 3003 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 96.00 413429 4/13/2017 121491 MORRIE'S PARTS & SERVICE GROUP 102.49 WINDOW MOULDING 428559 548918F6W 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 102.49 413430 4/13/2017 101575 MUNICIPALS 240.00 2017 SPRING WORKSHOP 428527 041017 1556.6104 CONFERENCES & SCHOOLS EMPLOYEE SHARED SERVICES 240.00 R55CKR2 Check # LOGIS101 Date Amount Supplier / Explanation PO # CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 Doc No Inv No Account No Subledger Account Description 4/11/2017 14:46:10 Page- 22 Business Unit 413431 4/13/2017 100920 NAPA AUTO PARTS Continued... 18.30 DRAIN VALVES 428462 400007001186464 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 6 18.30 413432 4/13/2017 127547 NEAL, SCOTT H. 162.13 428194 04062017 1120.6104 CONFERENCES & SCHOOLS ADMINISTRATION 162.13 413433 4/13/2017 100763 NEOPOST USA INC 238.65 POSTAGE RENT AND MAINT 428232 54718553 1554.6230 SERVICE CONTRACTS EQUIPMENT CENT SERV GEN - MIS 238.65 413434 4/13/2017 100076 NEW FRANCE WINE CO. 497.00 428589 119391 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 94.50 428294 119392 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,250.00 428285 119393 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,841.50 413435 4/13/2017 103106 NLSC PRODUCTS INC. 154.00 LED LAMPS PD CONF ROOM 428539 100999 1551.6530 REPAIR PARTS CITY HALL GENERAL 108.00 LED LAMPS -STREETS REPAIR AREA 428538 101617 1552.6530 REPAIR PARTS CENT SVC PW BUILDING 247.97 STREET LIGHT BALLASTS 428538 101617 1321.6530 REPAIR PARTS STREET LIGHTING REGULAR 440.00 LED LAMPS - COMMUNITY ROOM 428538 101617 1551.6530 REPAIR PARTS CITY HALL GENERAL 949.97 413436 4/13/2017 102265 OLSON, TIM 313.72 UNIFORMS 428374 142 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 313.72 413437 4/13/2017 131698 PARLEY LAKE WINERY 162.00 428331 17069 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 162.00 428590 17072 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 324.00 413438 4/13/2017 100347 PAUSTIS WINE COMPANY 1,149.41 428591 8584605 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 543.95 428280 8585442 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 392.90 428279 8585443 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 161.25 428592 8865441 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 2,247.51 R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page- 23 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 - Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413438 413439 4/13/2017 4/13/2017 100347 PAUSTIS WINE COMPANY 125492 PAYPAL INC. Continued... 39.95 UTILITY FEES 428387 59587799 5902.6155 BANK SERVICES CHARGES UTILITY BILLING - FINANCE 39.95 413440 4/13/2017 100945 PEPSI-COLA COMPANY 304.46 PEPSI 428453 08938060 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 304.46 413441 4/13/2017 100950 PETTY CASH 6.06 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1600.6406 GENERAL SUPPLIES PARK ADMIN. GENERAL 14.10 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1132.6107 MILEAGE OR ALLOWANCE CABLE COMMISSION 14.95 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1140.6405 BOOKS & PAMPHLETS PLANNING 14.97 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1554.6124 WEB DEVELOPMENT CENT SERV GEN - MIS 19.30 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1160.6107 MILEAGE OR ALLOWANCE FINANCE 23.54 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1130.6406 GENERAL SUPPLIES COMMUNICATIONS 29.38 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1120.6235 POSTAGE ADMINISTRATION 30.00 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1553.6201 LAUNDRY EQUIPMENT OPERATION GEN 30.06 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1100.6104 CONFERENCES & SCHOOLS CITY COUNCIL 31.24 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1495.6107 MILEAGE OR ALLOWANCE INSPECTIONS 38.49 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1130.6107 MILEAGE OR ALLOWANCE COMMUNICATIONS 42.12 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1261.6107 MILEAGE OR ALLOWANCE CONSTRUCTION MANAGEMENT 87.74 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1120.6107 MILEAGE OR ALLOWANCE ADMINISTRATION 90.00 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1495.6104 CONFERENCES & SCHOOLS INSPECTIONS 117.10 PETTY CASH REIMBURSEMENT 428615 04/10/2017 1140.6107 MILEAGE OR ALLOWANCE PLANNING 20.00 PETTY CASH REIMBURSEMENT 428615 04/10/2017 5860.6107 MILEAGE OR ALLOWANCE VERNON LIQUOR GENERAL 102.25 PETTY CASH REIMBURSEMENT 428615 04/10/2017 5840.6107 MILEAGE OR ALLOWANCE LIQUOR YORK GENERAL 195.00 PETTY CASH REIMBURSEMENT 428615 04/10/2017 5860.6107 MILEAGE OR ALLOWANCE VERNON LIQUOR GENERAL 21.06 PETTY CASH REIMBURSEMENT 428615 04/10/2017 5902.6107 MILEAGE OR ALLOWANCE UTILITY BILLING - FINANCE 927.36 413442 4/13/2017 100743 PHILLIPS WINE & SPIRITS 3.48 428321 2142764 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 3.48 428273 2142767 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 512.09 428595 2142769 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 542.74 428593 2142770 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 592.58 428594 2142772 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 3,594.42 428274 2142777 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,952.56 428319 2142780 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 3,649.88 428323 2142784 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING R55CKR2 LOGIS101 CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 4/11/2017 14:46:10 Page - 24 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413442 4/13/2017 100743 PHILLIPS WINE & SPIRITS Continued... 439.13 428352 2146569 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 465.97 428404 2146570 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 674.59 428405 2146571 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 2,785.15 428403 2146572 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 114.12 428509 2146573 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 2,639.44 428353 2146575 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 914.79 428359 2146576 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 1,447.87 428354 2146577 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 2,985.77 428328 2146580 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 895.88 428316 2146581 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 3,102.66 428325 2146582 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 65.36 428645 2147424 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 123.32- 428291 261501 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 27,258.64 413443 4/13/2017 130212 POWDER COATING TECHNOLOGIES 2,176.00 428220 49293 1648.6406 GENERAL SUPPLIES SKATING RINK MAINTENANCE 2,176.00 413444 4/13/2017 102728 PRECISION LANDSCAPE AND TREE CO. 1,800.00 428219 6400 1644.6406 GENERAL SUPPLIES TREES & MAINTENANCE 1,800.00 413445 4/13/2017 131064 PRECISION PRINTING INC. 235.00 JR PASS CARDS 428546 2437 5410.6406 GENERAL SUPPLIES GOLF ADMINISTRATION 235.00 413446 4/13/2017 102642 PRESTIGE FLAG 271.62 FLAGS 428516 431080 5422.6406 GENERAL SUPPLIES MAINT OF COURSE & GROUNDS 243.00 FLAGS 428515 431081 5422.6406 GENERAL SUPPLIES MAINT OF COURSE & GROUNDS 514.62 413447 4/13/2017 140244 PRINCESS PARTY PALS 500.00 PRINCESS BALL - PRINCESSES 428211 2279 1627.6406 GENERAL SUPPLIES SPECIAL ACTIVITIES 500.00 413448 4/13/2017 100966 PRINTERS SERVICE INC 260.00 SHAARPEN ZAM BLADES 428428 280013 5521.6215 EQUIPMENT MAINTENANCE ARENA ICE MAINT 260.00 R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 25 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 — Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413449 4/13/2017 123757 RIECHMANN PEDERSON DESIGN INC Continued... 225.00 BRAEMAR DASHERBOARD SALES COMM 428577 417151-8 5501.4317 ADVERTISING SALES ICE ARENA REVENUES 225.00 413450 4/13/2017 118658 RIGHTWAY GLASS INC. 215.00 CONTRACTED REPAIR 428560 74560 1553.6180 CONTRACTED REPAIRS EQUIPMENT OPERATION GEN 215.00 413451 4/13/2017 102408 RIGID HITCH INCORPORATED 27.20 TRAILER PLUG 428561 1927852717 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 27.20 413452 4/13/2017 139439 RUE 38 LLC 89.50 428596 1446 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 89.50 413453 4/13/2017 100985 RUFFRIDGE JOHNSON EQUIPMENT CO INC 350.00 428410 3744 1281.6104 CONFERENCES & SCHOOLS TRAINING 350.00 413454 4/13/2017 101431 SCAN AIR FILTER INC. 2,724.65 CITY HALL HVAC FILTERS 428413 138460 1551.6406 GENERAL SUPPLIES CITY HALL GENERAL 2,724.65 413455 4/13/2017 100349 SCOTT COUNTY 1,221.00 SCOTT COUNTY WARRANT 428187 20170405AL 1000.2055 DUE TO OTHER GOVERNMENTS GENERAL FUND BALANCE SHEET 1,221.00 413456 4/13/2017 139432 SEIFERT, APRIL L 169.11 REFUND 428190 120953-11077300 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 2 169.11 413457 4/13/2017 130047 SELECT ACCOUNT 906.50 MARCH SELECTACCOUNT INVOICE 428216 008816-3/17 1556.6103 PROFESSIONAL SERVICES EMPLOYEE SHARED SERVICES 906.50 413458 4/13/2017 100998 SHERWIN WILLIAMS CO. 252.27 PAINT SUPPLIES 428634 4875-0 5912.6406 GENERAL SUPPLIES WELL HOUSES 252.27 R55CKR2 LOGIS101 CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 4/11/2017 14:46:10 Page- 26 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413459 4/13/2017 120784 SIGN PRO Continued... 277.50 SIGN FOR A9 428540 11585 5410.6122 ADVERTISING OTHER GOLF ADMINISTRATION 68.00 428436 11631 5822.6575 PRINTING 50TH ST SELLING 68.00 428436 11631 5842.6575 PRINTING YORK SELLING 68.00 428436 11631 5862.6575 PRINTING VERNON SELLING 481.50 413460 4/13/2017 140275 SMITH, BRAD 2.50 REFUND FIREARM SAFETY 428181 040517 1600.4390.21 FIREARM SAFETY TRAINING PARK ADMIN. GENERAL 2.50 413461 4/13/2017 127878 SOUTHERN WINE AND SPIRITS 886.40 428598 1524419 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,810.65 428600 1524420 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,789.80 428599 1524421 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 808.80 428271 1524424 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 3,715.20 428597 1525779 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 3,715.20 428272 1525780 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 3,715.20 428286 1525781 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 3,372.40 428397 1527126 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 26.56 428398 1527127 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 3,545.46 428602 1527128 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 2,128.00 428601 1527129 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 80.80 428399 1527130 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 3,745.60 428296 1527131 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 359.03 428298 1527132 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 4,903.82 428297 1527133 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 2,333.80 428290 1527134 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 4,621.60 428288 1527135 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 256.16 428281 1527136 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 3,488.12 428287 1527137 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 966.60 428289 1527138 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 46,269.20 413462 4/13/2017 101023 SOUTHWEST SUBURBAN CABLE COMMISSION 7,803.50 Q2 DUES 428191 201632 1132.6136 PROFESSIONAL SVC - OTHER CABLE COMMISSION 7,803.50 413463 4/13/2017 134700 SPOK INC. 189.00 PAGERS 428641 A0319246P 1400.6151 EQUIPMENT RENTAL POLICE DEPT. GENERAL 189.00 R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 27 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 — Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413463 4/13/2017 413464 4/13/2017 134700 SPOK INC. 118682 SPRINT Continued... 90.00 GPS CASE#16004027 428182 LCI-273052 1400.6160 DATA PROCESSING POLICE DEPT. GENERAL 90.00 413465 4/13/2017 129360 STANLEY CONVERGENT SECURITY SOLUTIONS 938.88 ALARM MONITORING 428612 14414620 5761.6250 ALARM SERVICE CENTENNIAL LAKES OPERATING 938.88 413466 4/13/2017 123359 STAUNTON, KEVIN 396.13 NLC FOR CITY COUNCIL 2017 TRIP 428369 04062017 1100.6104 CONFERENCES & SCHOOLS CITY COUNCIL 396.13 413467 4/13/2017 133068 STEEL TOE BREWING LLC 160.00 428277 15238 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 160.00 413468 4/13/2017 105874 SUBURBAN TIRE WHOLESALE INC. 60.50 TIRES 428564 10145760 1553.6583 TIRES & TUBES EQUIPMENT OPERATION GEN 60.50 413469 4/13/2017 137673 SWEETLAND ORCHARD LLC 180.00 428337 1460 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 180.00 413470 4/13/2017 119864 SYSCO MINNESOTA 457.60 CONCESSION PRODUCT 428388 147188746 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 457.60 413471 4/13/2017 102798 THOMSON REUTERS - WEST 680.00 MARCH CHARGES 428642 835895028 1400.6105 DUES & SUBSCRIPTIONS POLICE DEPT. GENERAL 680.00 413472 4/13/2017 123129 TIMESAVER OFF SITE SECRETARIAL INC. 241.00 MINUTES 428434 M22793 1185.6103 PROFESSIONAL SERVICES LICENSING, PERMITS & RECORDS 241.00 413473 4/13/2017 120595 1-MOBILE 33.97 ENGINEERING GPS UNIT 428183 477067848-3/17 1261.6188 TELEPHONE CONSTRUCTION MANAGEMENT 33.97 R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 28 Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413473 411312017 120595 1-MOBILE Continued... 413474 4/13/2017 122302 TOUCHPOINT LOGIC LLC 400.00 COMM. ROOM CABLE INSTALLATION 428469 4278 421130.6710 EQUIPMENT REPLACEMENT COMMUNICATION EQUIPMENT 400.00 413475 4/13/2017 123649 TOWMASTER 189.52 VALVE RELAY 428563 390782 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 189.52 413476 4/13/2017 138732 TRADITION WINE & SPIRITS LLC 292.00 428607 12384 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 292.00 413477 4/13/2017 130874 UNITED RENTALS (NORTH AMERICA) INC. 542.06 PLUG RENTAL 428635 144314307-002 5934.6406 GENERAL SUPPLIES STORM LIFT STATION MAINT 542.06 413478 4/13/2017 101058 VAN PAPER CO. 292.84 428503 420797-00 5822.6512 PAPER SUPPLIES 50TH ST SELLING 483.72 428381 420798-00 5862.6512 PAPER SUPPLIES VERNON SELLING 23.38 428380 420799-00 5860.6406 GENERAL SUPPLIES VERNON LIQUOR GENERAL 100.04 428192 420804-00 5840.6406 GENERAL SUPPLIES LIQUOR YORK GENERAL 4.03 428651 420804-01 5841.6406 GENERAL SUPPLIES YORK OCCUPANCY 487.02 428193 420805-00 5842.6512 PAPER SUPPLIES YORK SELLING 222.87 428650 420805-01 5842.6512 PAPER SUPPLIES YORK SELLING 1,613.90 413479 4/13/2017 102970 VERIZON WIRELESS 35.01 FINANCE MIFI 428534 9783075493 1160.6406 GENERAL SUPPLIES FINANCE 35.01 CLARSON IPAD 428534 9783075493 1140.6188 TELEPHONE PLANNING 45.19 SFAUS IPAD 428534 9783075493 1600.6105 DUES & SUBSCRIPTIONS PARK ADMIN. GENERAL 70.02 PARK MAINTVERIZON DATA 428534 9783075493 1646.6188 TELEPHONE BUILDING MAINTENANCE 70.02 PW- ELECTRICAL VERIZON DATA 428534 9783075493 1322.6185 LIGHT & POWER STREET LIGHTING ORNAMENTAL 105.03 CTS IPADS 428534 9783075493 1130.6160 DATA PROCESSING COMMUNICATIONS 245.07 ENGINEERING VERIZON DATA 428534 9783075493 1260.6188 TELEPHONE ENGINEERING GENERAL 271.05 IT VERIZON DEVICES 428534 9783075493 1554.6188 TELEPHONE CENT SERV GEN - MIS 385.11 INSPECTIONS VERIZON DEVICES 428534 9783075493 1495.6188 TELEPHONE INSPECTIONS 805.23 FIRE DEPT VERIZON DEVICES 428534 9783075493 1470.6188 TELEPHONE FIRE DEPT. GENERAL 1,085.31 POLICE VERIZON DATA DEVICES 428534 9783075493 1400.6160 DATA PROCESSING POLICE DEPT. GENERAL 35.01 TSHIRLEY IPAD 428534 9783075493 5760.6188 TELEPHONE CENTENNIAL LAKES ADMIN EXPENSE R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 29 Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413479 4/13/2017 102970 VERIZON WIRELESS Continued... 780.39 PWVERIZON DATA DEVICES 428534 9783075493 5910.6188 TELEPHONE GENERAL (BILLING) 31.27 PARK MAINT VERIZON PHONES 428533 9783130542 1646.6188 TELEPHONE BUILDING MAINTENANCE 50.71 FIRE DEPT VERIZON PHONE 428533 9783130542 1470.6188 TELEPHONE FIRE DEPT. GENERAL 50.71 CLARSON VERIZON PHONE 428533 9783130542 1140.6406 GENERAL SUPPLIES PLANNING 776.48 POLICE VERIZON PHONES 428533 9783130542 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 271.06 PWVERIZON PHONES 428533 9783130542 5910.6188 TELEPHONE GENERAL (BILLING) 41.27 SMTF VERIZON PHONE 428533 9783130542 7411.6188 TELEPHONE PSTF OCCUPANCY 5,188.95 413480 4/13/2017 101069 VOSS LIGHTING 119.80 BALLASTS - LIGHTING 428446 15299909-00 1322.6406 GENERAL SUPPLIES STREET LIGHTING ORNAMENTAL 119.80 413481 4/13/2017 133515 WASHINGTON COUNTY COURT ADMIN 120.00 WASHINGTON COUNTY WARRANT 428525 20170410 GS 1000.2055 DUE TO OTHER GOVERNMENTS GENERAL FUND BALANCE SHEET 120.00 413482 4/13/2017 103088 WASTE MANAGEMENT OF WI-MN 136.14 ARENA DUMPSTER 428382 7558832-2282-9 5511.6182 RUBBISH REMOVAL ARENA BLDG/GROUNDS 136.14 413483 4/13/2017 135181 WATERFORD OIL COMPANY INC. 700.00 GAS 428547 154214 5424.6406 GENERAL SUPPLIES RANGE 1,470.16 GAS/DIESEL 428547 154214 5422.6581 GASOLINE MAINT OF COURSE & GROUNDS 2,170.16 413484 4/13/2017 101312 WINE MERCHANTS 3,480.00 428396 7126101 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 383.48 428603 7126212 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,550.00 428395 7126291 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 2,074.04 428329 7127246 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 2,717.44 428512 7127247 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 425.54 428349 7127249 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 41.82 428364 7127250 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 716.52 428318 7127251 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 885.80 428393 7127495 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 85.16- 428292 713051 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 12,189.48 413485 4/13/2017 124503 WINSUPPLY OF EDEN PRAIRIE R55CKR2 LOGIS101 Check # Date Amount Supplier / Explanation PO # CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/13/2017 - 4/13/2017 Doc No Inv No Account No Subledger Account Description 4/11/2017 14:46:10 Page- 30 Business Unit 413485 4/13/2017 124503 WINSUPPLY OF EDEN PRAIRIE Continued... 145.19 LAMP TESTER 428537 14390901 1321.6556 TOOLS STREET LIGHTING REGULAR 34.53 428384 14399100 1646.6556 TOOLS BUILDING MAINTENANCE 38.56 WIRE NUTS 428383 14399300 1330.6406 GENERAL SUPPLIES TRAFFIC SIGNALS 218.28 413486 4/13/2017 116774 WOODLAKE NATURE CENTER 420.00 NATURE NUTS/HIGHLANDS EX 428212 0062 1624.6406 GENERAL SUPPLIES PLAYGROUND & THEATER 420.00 413487 4/13/2017 105740 WSB & ASSOCIATES INC. 194.00 TRACY AVE PHASE II 428457 22-01686-640 01399.1705.21 CONSULTING INSPECTION 2016 RECON TRACY AVE 4,586.00 66TH & YORK INTERSECTION 428456 6-01686-720 9232.6133 17009 PROFESS SERVICES-ENGINEERING CENTENNIAL TIF DISTRICT 4,780.00 413488 4/13/2017 101726 XCEL ENERGY 1,156.29 51-5107681-4 428162 539957568 5111.6185 LIGHT & POWER ART CENTER BLDG/MAINT 1,928.96 51-4827232-6 428151 540130897 5311.6185 LIGHT & POWER POOL OPERATION 1,057.51 51-5547446-1 428161 540141029 1628.6185 LIGHT & POWER SENIOR CITIZENS 34.75 51-8102668-0 428169 540170279 1321.6185 LIGHT & POWER STREET LIGHTING REGULAR 257.71 51-8987646-8 428153 540179160 1321.6185 LIGHT & POWER STREET LIGHTING REGULAR 8,108.24 51-9603061-0 428160 540185281 1552.6185 LIGHT & POWER CENT SVC PW BUILDING 223.12 51-9608462-5 428171 540186098 5921.6185 LIGHT & POWER SANITARY LIFT STATION MAINT 1,963.86 51-0010060454-7 428165 540195128 5210.6185 LIGHT & POWER GOLF DOME PROGRAM 41.11 51-0010103585-7 428154 540195412 5210.6185 LIGHT & POWER GOLF DOME PROGRAM 17.03 51-0010619810-4 428173 540200195 1321.6185 LIGHT & POWER STREET LIGHTING REGULAR 774.52 51-9011854-4 428170 540200406 5913.6185 LIGHT & POWER DISTRIBUTION 30.42 51-0010504853-2 428172 540201564 1321.6185 LIGHT & POWER STREET LIGHTING REGULAR 16.50 51-0010876027-9 428150 540209522 1322.6185 LIGHT & POWER STREET LIGHTING ORNAMENTAL 41.22 51-8976004-9 428166 540222530 1321.6185 LIGHT & POWER STREET LIGHTING REGULAR 15.71 51-0011342111-2 428163 540226607 1330.6185 LIGHT & POWER TRAFFIC SIGNALS 17.03 51-0010619788-5 428152 540232867 1321.6185 LIGHT & POWER STREET LIGHTING REGULAR 78.05 51-0010838463-7 428149 540233424 5936.6185 LIGHT & POWER ARROWHEAD LK VEGETATION CONTRC 1,051.91 51-5634814-2 428158 540311704 5934.6185 LIGHT & POWER STORM LIFT STATION MAINT 221.58 51-6046826-0 428157 540318499 5422.6185 LIGHT & POWER MAINT OF COURSE & GROUNDS 599.78 51-6229265-9 428168 540320126 1481.6185 LIGHT & POWER YORK FIRE STATION 1,563.07 51-6229265-9 428168 540320126 1470.6185 LIGHT & POWER FIRE DEPT. GENERAL 8,794.47 51-6955679-8 428164 540335402 1551.6185 LIGHT & POWER CITY HALL GENERAL 216.72 51-9337452-8 428155 540360602 1321.6185 LIGHT & POWER STREET LIGHTING REGULAR 35.79 51-0194596-8 428156 540417704 1321.6185 LIGHT & POWER STREET LIGHTING REGULAR 1,102.69 428528 540518279 5821.6185 LIGHT & POWER 50TH ST OCCUPANCY R55CKR2 LOGIS101 CITY OF EDINA 4/11/2017 14:46:10 Council Check Register by GL Page - 31 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/13/2017 — Inv No 4/13/2017 Account No Subledger Account Description Business Unit 413488 4/13/2017 101726 XCEL ENERGY Continued... 1,175.84 428528 540518279 5861.6185 LIGHT & POWER VERNON OCCUPANCY 1,352.99 428528 540518279 5841.6185 LIGHT & POWER YORK OCCUPANCY 455.04 51-9422326-6 428368 540544480 1322.6185 LIGHT & POWER STREET LIGHTING ORNAMENTAL 2,353.89 51-4966303-6 428159 540673062 1330.6185 LIGHT & POWER TRAFFIC SIGNALS 24,079.52 51-4888627-1 428529 540673878 5511.6185 LIGHT & POWER ARENA BLDG/GROUNDS 4,247.31 51-4888627-1 428529 540673878 5553.6185 LIGHT & POWER SPORTS DOME BLDG&GROUNDS 168.16 51-6137136-8 428167 540690561 1646.6185 LIGHT & POWER BUILDING MAINTENANCE 4,848.39 51-6824328-7 428530 541235853 5420.6185 LIGHT & POWER CLUB HOUSE 68,029.18 413489 4/13/2017 120099 Z WINES USA LLC 735.00 428295 17906 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 735.00 1,113,610.55 Grand Total Payment Instrument Totals Checks A/P ACH Payment Total Payments 969,467.80 144,142.75 1,113,610.55 R55CKS2 LOGIS100 Note: Payment amount may not reflect the actual amount due to data sequencing and/or data selection. Company Amount 01000 GENERAL FUND 229,342.61 02300 POLICE SPECIAL REVENUE 17,600.74 04000 WORKING CAPITAL FUND 10,335.18 04200 EQUIPMENT REPLACEMENT FUND 400.00 05100 ART CENTER FUND 2,568.01 05200 GOLF DOME FUND 2,185.97 05300 AQUATIC CENTER FUND 3,728.96 05400 GOLF COURSE FUND 17,466.15 05500 ICE ARENA FUND 55,365.96 05550 SPORTS DOME FUND 4,247.31 05700 EDINBOROUGH PARK FUND 5,225.73 05750 CENTENNIAL LAKES PARK FUND 4,970.84 05800 LIQUOR FUND 246,916.18 05900 UTILITY FUND 458,938.20 05930 STORM SEWER FUND 16,036.92 06000 RISK MGMT ISF 7,453.26 07400 PSTF AGENCY FUND 2,824.55 09232 CENTENNIAL TIF DISTRICT 25,144.08 09900 PAYROLL FUND 2,859.90 Report Totals 1,113,610.55 CITY OF EDINA 4/11/2017 14:46:21 Council Check Summary Page- 1 4/13/2017 - 4/13/2017 We confirm to the best of our knowledge and belief, that these claims comply in all material respects with the requirements of the City of Edina purchasing po ici and proce es •ate 7 Za R55CKR2 LOGIS101 CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/20/2017 - 4/20/2017 4/19/2017 9:02:43 Page- 1 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 4695 4/20/2017 102971 ACE ICE COMPANY 32.00 428978 2105663 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 32.00 4696 4/20/2017 100643 BARR ENGINEERING CO. 5,544.00 428717 23271319.05-1 9232.6133 PROFESS SERVICES-ENGINEERING CENTENNIAL TIF DISTRICT 5,544.00 4697 4/20/2017 101355 BELLBOY CORPORATION 943.20 428821 58415300 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,050.65 428955 58415400 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 75.94 428956 95640400 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 2,069.79 4698 4/20/2017 100659 BOYER TRUCK PARTS 309.31 SLACK ADJUSTER, YOKE 429144 1140501 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 50.25 JUMPER 429148 1140518 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 359.56 4699 4/20/2017 100648 BUSINESS ESSENTIALS 28.54- RETURN PRODUCT 428739 CP-WO-280856-1- 1400.6513 OFFICE SUPPLIES POLICE DEPT. GENERAL 1 230.00 WALL BOARD INSTALLATION 428760 OE-QT-35439-1 7411.6103 PROFESSIONAL SERVICES PSTF OCCUPANCY 230.00 DUPLICATE 428762 OE-QT-35439-1-A 7410.6103 PROFESSIONAL SERVICES PSTF ADMINISTRATION DJ 230.00- 428761 0E-QT-35439-1-0 7410.6513 OFFICE SUPPLIES PSTF ADMINISTRATION FS 22.62 SUPPLIES 428814 WO-280856-2 1400.6513 OFFICE SUPPLIES POLICE DEPT. GENERAL 118.40 428990 WO-281387-1 5822.6406 GENERAL SUPPLIES 50TH ST SELLING 238.61 GENERAL SUPPLIES 428787 WO-281557-1 1120.6406 GENERAL SUPPLIES ADMINISTRATION 30.16 OFFICE SUPPLIES 428993 WO-281813-1 1600.6513 OFFICE SUPPLIES PARKADMIN. GENERAL 611.25 4700 4/20/2017 100689 CLAREYS SAFETY EQUIPMENT 200.00 GAS MONITOR CALIBRATION 428788 171074 1470.6180 CONTRACTED REPAIRS FIRE DEPT. GENERAL 200.00 4701 4/20/2017 132810 ECM PUBLISHERS INC. 400.00 428994 476999 5822.6122 ADVERTISING OTHER 50TH ST SELLING 400.00 428994 476999 5842.6122 ADVERTISING OTHER YORK SELLING 400.00 428994 476999 5862.6122 ADVERTISING OTHER VERNON SELLING R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page - 2 Council Check Register by Invoice & Summary 4/20/2017 - 4/20/2017 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 4701 4/20/2017 132810 ECM PUBLISHERS INC. Continued... 52.88 PUBLICATION 428780 668525 1185.6120 ADVERTISING LEGAL LICENSING, PERMITS & RECORDS 176.25 PUBLICATION 428779 669635 1185.6120 ADVERTISING LEGAL LICENSING, PERMITS & RECORDS 1,429.13 4702 4/20/2017 100768 GARTNER REFRIGERATION & MFG INC 837.00 SOUTH START UP 428767 54426 5521.6215 EQUIPMENT MAINTENANCE ARENA ICE MAINT 837.00 4703 4/20/2017 121075 JIMMY'S JOHNNYS INC. 51.50 428784 114583 1645.6406 GENERAL SUPPLIES LITTER REMOVAL 51.50 4704 4/20/2017 105726 LINDMAN, DAVID 5.35 CORD FOR RAMSEY BOX 428772 111-1348303-879 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 4662 97.68 CORDS FOR RAMSEY BOX 428773 111-2404358-756 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 5850 64.26 HHD FOR DTF TRANSFER 428771 798576025473 1400.6160 DATA PROCESSING POLICE DEPT. GENERAL 1,324.00 AXIOM SOFTWARE 428770 SIN011275 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 1,491.29 4705 4/20/2017 101483 MENARDS 117.73 FENCING MATERIAL 428806 38890 5311.6406 GENERAL SUPPLIES POOL OPERATION 7.79 428756 39154 1646.6556 TOOLS BUILDING MAINTENANCE 16.31 CLEAR CAULKING 428748 39155 5912.6406 GENERAL SUPPLIES WELL HOUSES 46.54 WEST CONDESSOR LEAK 428768 39288 5521.6406 GENERAL SUPPLIES ARENA ICE MAINT 80.07 428943 39412 1646.6556 TOOLS BUILDING MAINTENANCE 22.14 429178 39596 1646.6530 REPAIR PARTS BUILDING MAINTENANCE 37.32 429179 39597 1646.6530 REPAIR PARTS BUILDING MAINTENANCE 327.90 4706 4/20/2017 105442 SCHERER BROS. LUMBER CO. 98.89 TORX SCREWS 428749 41477521 1301.6406 GENERAL SUPPLIES GENERAL MAINTENANCE 98.89 4707 4/20/2017 122455 SPRING LAKE ENGINEERING 5,942.66 428987 1801 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 5,942.66 4708 4/20/2017 101004 SPS COMPANIES INC. R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page - 3 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 — Inv No 4/20/2017 Account No Subledger Account Description Business Unit 4708 4/20/2017 101004 SPS COMPANIES INC. Continued... 81.54 428945 S3411608.001 1646.6556 TOOLS BUILDING MAINTENANCE 81.54 4709 4/20/2017 118190 TURFWERKS LLC 220.44 429180 E199935A 1641.6530 REPAIR PARTS MOWING 220.44 4710 4/20/2017 119454 VINOCOPIA 459.46 428831 177852 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 98.50 428960 177853 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 557.96 4711 4/20/2017 101033 WINE COMPANY, THE 962.85 428957 33474 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 424.40 426687 33492 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,053.20 428812 33493 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 168.00 428962 33711 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 2,608.45 4712 4/20/2017 132553 YALE MECHANICAL 363.68 REFUND OVERPAYMENT 428798 153576 1495.4112 PLUMBING PERMITS INSPECTIONS 363.68 413490 4/20/2017 105696 3CMA 190.00 SAVVY ENTRIES 428997 041717 1130.6105 DUES & SUBSCRIPTIONS COMMUNICATIONS 190.00 413491 4/20/2017 108757 3D SPECIALTIES 1,615.13 TELESPAR,DELINATORS 428981 454852 1325.6531 SIGNS & POSTS STREET NAME SIGNS 1,615.13 413492 4/20/2017 135278 AAS, ANN 37.70 ART WORK SOLD 428937 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 37.70 413493 4/20/2017 101971 ABLE HOSE & RUBBER LLC 1,211.34 SUCTION HOSES 428708 201469-001 5915.6406 GENERAL SUPPLIES WATER TREATMENT 1,211.34 413494 4/20/2017 140086 ABLE SEEDHOUSE AND BREWERY R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 4 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # 4/20/2017 - Doc No Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413494 4/20/2017 140086 ABLE SEEDHOUSE AND BREWERY Continued... 116.00 428948 E-2539 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 348.00 428673 E-2556 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 174.00 428680 E-2561 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 638.00 413495 4/20/2017 135922 ACUSHNET COMPANY 66.00- RETURNED MERCHANDISE 428545 300116165 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 236.01 MERCHANDISE 429024 903866667 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 99.37 MERCHANDISE 428733 903919046 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 99.37 MERCHANDISE 428734 903919047 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 368.75 413496 4/20/2017 132835 ADCOCK, MARIAN 9.75 ART WORK SOLD 428938 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 9.75 413497 4/20/2017 140318 ADVANCED ENGINEERING AND 1,126.97 VVTP #5 429000 52371 05564.1705.20 15162 CONSULTING DESIGN Water Treatment Plant #5 1,126.97 413498 4/20/2017 135346 ADVANCED FILING CONCEPTS 286.20 428777 121056 1130.6406 GENERAL SUPPLIES COMMUNICATIONS 286.20 413499 4/20/2017 114157 AIRTECH THERMEX LLC 729.00 SERVICE AGREEMENT 428984 1701325 5553.6230 SERVICE CONTRACTS EQUIPMENT SPORTS DOME BLDG&GROUNDS 1,080.00 AUTOMATED CONTROLS REPAIR 428983 27933 5553.6180 CONTRACTED REPAIRS SPORTS DOME BLDG&GROUNDS 690.00 AUTOMATED ONTROLS REPAIR 428982 29149 5553.6180 CONTRACTED REPAIRS SPORTS DOME BLDG&GROUNDS 2,499.00 413500 4/20/2017 100867 ALSTAD, MARIAN 2.60 ART WORK SOLD 428939 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 2.60 413501 4/20/2017 101115 AMERIPRIDE SERVICES INC. 176.88 LAUNDRY 428789 1003764736 1470.6201 LAUNDRY FIRE DEPT. GENERAL 136.69 LAUNDRY 428790 1003766933 1470.6201 LAUNDRY FIRE DEPT. GENERAL 139.52 LAUNDRY 429004 1003771264 1470.6201 LAUNDRY FIRE DEPT. GENERAL 453.09 R55CKR2 Check # LOGIS101 Date Amount Supplier / Explanation PO # CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/20/2017 - 4/20/2017 Doc No Inv No Account No Subledger Account Description 4/19/2017 9:02:43 Page- 5 Business Unit 413502 4/20/2017 134182 ANGELICA, MARION Continued... 29.25 ART WORK SOLD 428900 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 29.25 413503 4/20/2017 132031 ARTISAN BEER COMPANY 1,346.05 428979 3171049 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 2,277.15 428946 3171050 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 2,449.25 428818 3171051 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 5.16- 428942 381051 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 6,067.29 413504 4/20/2017 106304 ASPEN MILLS 272.66 UNIFORMS 428792 196233 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL 272.66 UNIFORMS 428791 196234 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL 545.32 413505 4/20/2017 121083 BARR, FRANK 48.75 ART WORK SOLD 428901 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 48.75 413506 4/20/2017 117379 BENIEK PROPERTY SERVICES INC. 744.43 LAWN CARE 428765 148119 7411.6136 SNOW & LAWN CARE PSTF OCCUPANCY 744.43 413507 4/20/2017 100661 BENN, BRADLEY 18.85 ART WORK SOLD 428902 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 18.85 413508 4/20/2017 125227 BERGUM, MOLLY 3.25 ART WORK SOLD 428903 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 3.25 413509 4/20/2017 125139 BERNICK'S 1,155.74 428742 353529 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 80.00 428743 353530 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 378.30 428682 353531 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 597.45 428699 353532 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 2,211.49 413510 4/20/2017 125268 BLUE COMPACTOR SERVICES 386.00 COMPACTOR 428741 APRIL2017-4 4095.6103 PROFESSIONAL SERVICES 50TH STREET RUBBISH R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 6 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 - Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413510 413511 4/20/2017 125268 BLUE COMPACTOR SERVICES 136855 BOBER, SARAH Continued... 4/20/2017 386.00 36.40 ART WORK SOLD 428904 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 36.40 413512 4/20/2017 140334 BORNOWSKI, LINDA 39.04 REFUND 428875 91866-330200000 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 9 39.04 413513 4/20/2017 119351 BOURGET IMPORTS 730.50 428691 140905 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 259.00 428959 140906 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 390.00 428834 140919 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,379.50 413514 4/20/2017 123621 BRAEMAR ARENA 422.50 428810 1495 1621.6406 GENERAL SUPPLIES ATHLETIC ACTIVITIES 676.66 428805 1796 1621.6406 GENERAL SUPPLIES ATHLETIC ACTIVITIES 422.50 428809 812.9 1621.6406 GENERAL SUPPLIES ATHLETIC ACTIVITIES 1,521.66 413515 4/20/2017 140256 BRANDT, LINDA 44.46 REFUND 428869 118326-34227700 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 2-4/17 44.46 413516 4/20/2017 125155 BRAUN, MICHAEL 141.34 CITY COUNCIL PHOTOS 428782 3023 1130.6408 PHOTOGRAPHIC SUPPLIES COMMUNICATIONS 228.45 HOMETOWN HERO PHOTOS 428782 3023 1554.6124 WEB DEVELOPMENT CENT SERV GEN - MIS 369.79 413517 4/20/2017 124291 BREAKTHRU BEVERAGE MINNESOTA 348.96 428966 1080619866 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 4,431.16 428670 1080620826 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 361.28 428669 1080620827 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 3,455.73 428953 1080620828 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 2,937.27 428954 1080620829 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 11,534.40 R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page - 7 Council Check Register by Invoice & Summary 4/20/2017 - 4/20/2017 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413517 413518 4/20/2017 4/20/2017 124291 BREAKTHRU BEVERAGE MINNESOTA 124529 BREAKTHRU BEVERAGE MINNESOTA BEER LLC Continued.. 2,250.30 428656 1090696066 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 25.50 428655 1090696067 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 3,523.80 428817 1090697322 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 55.00 428816 1090697323 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 1,084.05 428980 1090697324 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 51.00 428968 1090697325 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 2,743.35 428826 1090697326 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 25.50 428828 1090697327 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 9,758.50 413519 4/20/2017 100667 BROCK WHITE COMPANY 4,696.98 429005 12766247-00 1301.6519 ROAD OIL GENERAL MAINTENANCE 4,696.98 413520 4/20/2017 140319 BUBANY, MARY 29.90 ART WORK SOLD 428930 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 29.90 413521 4/20/2017 102149 CALLAWAY GOLF 369.68 MERCHANDISE 429029 0927630342 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 269.55 MERCHANDISE 429028 927556395 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 410.40 MERCHANDISE 429027 927556397 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 516.48 MERCHANDISE 428730 927630327 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 684.96 MERCHANDISE 428731 927630328 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 1,330.88 MERCHANDISE 428732 927630339 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 410.40 MERCHANDISE 428729 927651517 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 337.50 MERCHANDISE 428724 927662195 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 375.08 MERCHANDISE 428725 927662196 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 189.00 MERCHANDISE 429026 927680670 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 4,893.93 413522 4/20/2017 119455 CAPITOL BEVERAGE SALES 132.00 428752 1035082 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 835.10 428697 1826748 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 3,224.65 428751 1826749 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 3,474.35 428677 1829434 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 42.05- 428662 1834932 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 20.45 429184 363-35 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 8 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 - Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413522 4/20/2017 119455 CAPITOL BEVERAGE SALES Continued... 8.90- 428675 363-36 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 7,635.60 413523 4/20/2017 134978 CATHERWOOD, JILL 35.10 ART WORK SOLD 428905 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 35.10 413524 4/20/2017 103711 CENTERPOINT ENERGY SERVICES INC. 4,425.60 ACCT 6204072 428865 3439142 5720.6186 HEAT EDINBOROUGH OPERATIONS 4,425.60 413525 4/20/2017 123898 CENTURYLINK 590.03 612 E01-0426 428657 0426-4/17 1554.6188 TELEPHONE CENT SERV GEN - MIS 61.42 952 835-1161 428664 1161-4/17 5720.6188 TELEPHONE EDINBOROUGH OPERATIONS 590.03 612 E12-6797 428665 5797-4/17 1554.6188 TELEPHONE CENT SERV GEN - MIS 217.03 952 835-6661 428663 6661-4/17 1552.6188 TELEPHONE CENT SVC PW BUILDING 1,458.51 413526 4/20/2017 140320 CHANDLER, JESSIE 74.79 ART WORK SOLD 428931 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 74.79 413527 4/20/2017 140335 CIAGNE, ANGELA 9.83 REFUND 428876 121235-20133700 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 8 9.83 413528 4/20/2017 122317 CITY OF EDINA - COMMUNICATIONS 139.60 FLAGS 428783 COM-1175 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 149.10 FLAGS 428940 COM-1176 5410.6406 GENERAL SUPPLIES GOLF ADMINISTRATION 100.00 PHONE/INTERNET 428829 COM-1177 7411.6188 TELEPHONE PSTF OCCUPANCY 388.70 413529 4/20/2017 122084 CITY OF EDINA - UTILITIES 95.07 RAMP WATER SUPPLY 428856 00082198-4/17 4090.6406 GENERAL SUPPLIES 50TH&FRANCE MAINTENANCE 26.47 GRAND VIEW IRRIGATION 428858 114064-4/17 4091.6189 SEWER & WATER GRANDVIEW MAINTENANCE 1,026.72 00020050-0200650009 428702 200650009-4/17 1551.6189 SEWER & WATER CITY HALL GENERAL 54.69 428703 200650018-4/17 1551.6189 SEWER & WATER CITY HALL GENERAL 92.08 3944 UTILITY HOLDING COST 428716 200819007-4/17 9232.6710 EQUIPMENT REPLACEMENT CENTENNIAL TIF DISTRICT 84.78 428861 200862003-4/17 5841.6189 SEWER & WATER YORK OCCUPANCY R55CKR2 Check # LOGIS101 Date Amount Supplier / Explanation PO # CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/20/2017 - 4/20/2017 Doc No Inv No Account No Subledger Account Description 4/19/2017 9:02:43 Page- 9 Business Unit 413529 4/20/2017 122084 CITY OF EDINA - UTILITIES Continued... 120.26 428862 203163003-4/17 5841.6189 SEWER & WATER YORK OCCUPANCY 725.56 GRANDVIEW SQ,LIB WATER 428859 203600013-4/17 1653.6189 SEWER & WATER SENIOR CENTER MAINTENANCE 33.96 WATER BILLING GRANDVIEW 428857 203610011-4/17 1653.6189 SEWER & WATER SENIOR CENTER MAINTENANCE 22.41 FOUNTAIN WATER 428855 210000012-4/17 4090.6189 SEWER & WATER 50TH&FRANCE MAINTENANCE 2,282.00 413530 4/20/2017 123941 CLAY, CAROL 2.28 ART WORK SOLD 428906 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 2.28 413531 4/20/2017 140362 COLLIERS INTERNATIONAL 102.82 REFUND 429171 113618-34500511 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 1 102.82 413532 4/20/2017 120826 COMCAST SPOTLIGHT 1,019.72 428996 CW31829 5822.6122 ADVERTISING OTHER 50TH ST SELLING 1,019.72 428996 CW31829 5842.6122 ADVERTISING OTHER YORK SELLING 1,019.72 428996 CW31829 5862.6122 ADVERTISING OTHER VERNON SELLING 798.79 COMCAST - DOME ADVERTISING 428712 CW32825 5210.6122 ADVERTISING OTHER GOLF DOME PROGRAM 3,857.95 413533 4/20/2017 124335 CUMELLA, COLLETTE 1.95 ART WORK SOLD 428907 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 1.95 413534 4/20/2017 100706 D.C. ANNIS SEWER INC. 544.00 PUMP SUMP - ST. 2 428793 116071 1470.6215 EQUIPMENT MAINTENANCE FIRE DEPT. GENERAL 544.00 413535 4/20/2017 100130 DAKOTA COUNTY 50.00 DAKOTA COUNTY WARRANT 428704 20170412MH 1000.2055 DUE TO OTHER GOVERNMENTS GENERAL FUND BALANCE SHEET 50.00 413536 4/20/2017 103176 DANICIC, JOHN 52.00 ART WORK SOLD 428908 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 52.00 413537 4/20/2017 116713 DAVEY TREE EXPERT CO., THE 220.00 428755 911069448 1644.6103 PROFESSIONAL SERVICES TREES & MAINTENANCE R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page - 10 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 — Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413537 413538 4/20/2017 116713 DAVEY TREE EXPERT CO., THE 140282 DEBOER LANDSCAPE AND DESIGN Continued... 4/20/2017 220.00 1,000.00 LANDSCAPING 428769 1016 7411.6103 PROFESSIONAL SERVICES PSTF OCCUPANCY 1,000.00 413539 4/20/2017 140322 DEESE, BARBARA 44.85 ART WORK SOLD 428933 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 44.85 413540 4/20/2017 140323 DENNIS, PAT 70.00 ART WORK SOLD 428934 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 70.00 413541 4/20/2017 140331 DICRISTINA, DIANA 36.14 REFUND 428872 87774-332502000 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 36.14 413542 4/20/2017 108648 DOAN, SIIRI 31.20 ART WORK SOLD 428909 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 31.20 413543 4/20/2017 140330 DOERING, JOHN 42.53 REFUND 428871 85369-304771003 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 42.53 413544 4/20/2017 129079 DRAIN KING INC. 3,800.00 428988 101933 5921.6180 CONTRACTED REPAIRS SANITARY LIFT STATION MAINT 3,800.00 413545 4/20/2017 127084 DUHN, SHEILA 6.78 REFUND 428893 108613-16361000 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 8-4/17 6.78 413546 4/20/2017 104645 EDINA GARDEN COUNCIL 3.41 ART WORK SOLD 428921 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 3.41 413547 4/20/2017 140346 EGTVEDT, PAUL R55CKR2 LOGIS101 Check # Date Amount CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/20/2017 - 4/20/2017 Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description 4/19/2017 9:02:43 Page- 11 Business Unit 413547 4/20/2017 140346 EGTVEDT, PAUL Continued... 17.68 REFUND 428886 117926-11012200 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 0 17.68 413548 4/20/2017 124000 EIDSNESS, KAYLIN 85.00 3CMA SAVVY ENTRY 428735 041017 1130.6105 DUES & SUBSCRIPTIONS COMMUNICATIONS 85.00 413549 4/20/2017 137587 EMMER, JILL 6.50 ART WORK SOLD 428910 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 6.50 413550 4/20/2017 100146 FACTORY MOTOR PARTS COMPANY 320.96 BATTERY 428845 1-5175017 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 357.25 BATTERIES 428850 1-Z10616 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 51.60 LUBRICANT 428846 69-262261 1553.6584 LUBRICANTS EQUIPMENT OPERATION GEN 37.10 WIRES 429152 69-264323 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 766.91 413551 4/20/2017 140328 FANCIULLI, BRIAN 154.96 REFUND 428868 114961-30422600 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 4 154.96 413552 4/20/2017 122549 FARNER-BOCKEN COMPANY 625.92 429177 5625775 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 625.92 413553 4/20/2017 106035 FASTENAL COMPANY 34.87 BOLTS 428796 MNTC2144335 TAX 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN EXEMPT 11.89 429006 MNTC2144396 TAX 1314.6406 GENERAL SUPPLIES STREET RENOVATION EXEMPT 46.76 413554 4/20/2017 126004 FERGUSON WATERWORKS 1,785.71 METERS FOR RESALE. 428709 0232344-1 5917.6406 GENERAL SUPPLIES METER REPAIR 1,855.67 METER FOR RESALE 428710 0233496 5917.6406 GENERAL SUPPLIES METER REPAIR 3,641.38 R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page - 12 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 - Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413555 4/20/2017 126444 FISH WINDOW CLEANING Continued... 1,300.00 RAMP WINDOW CLEANING 429011 2315-20191 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 1,300.00 413556 4/20/2017 140317 FORBES, JAN 2.11 ART WORK SOLD 428911 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 2.11 413557 4/20/2017 136205 FREEMAN, BRANDON 19.00 REIMBURSE CLASS A LICENSE 428706 041217 1280.6105 DUES & SUBSCRIPTIONS SUPERVISION & OVERHEAD 19.00 413558 4/20/2017 100764 G & K SERVICES 15.00 SHOP RAGS 429012 1006426303 5422.6201 LAUNDRY MAINT OF COURSE & GROUNDS 77.32 LINENS 428721 1013917302 5421.6201 LAUNDRY GRILL 92.32 413559 4/20/2017 103185 GERTENS 93.00 428754 419556/1 1644.6541 PLANTINGS & TREES TREES & MAINTENANCE 93.00 413560 4/20/2017 140324 GJERDE, KATE 254.15 ART WORK SOLD 428935 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 254.15 413561 4/20/2017 117811 GOLBERG, CAROLYN 9.75 ART WORK SOLD 428912 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 9.75 413562 4/20/2017 133258 GORDON, KIM 19.47 ART WORK SOLD 428913 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 19.47 413563 4/20/2017 101103 GRAINGER 321.84 MOTOR 428797 9411314728 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 83.09 FILTERS FOR PW COOLING LOOPS 428757 9411918502 1552.6530 REPAIR PARTS CENT SVC PW BUILDING 27.37 BANDAGES, ALCOHOL WIPES 429007 9415691253 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 91.40 TRUCK BED COATING 429142 9415691279 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 67.52 BOX 429143 9416392018 1553.6585 ACCESSORIES EQUIPMENT OPERATION GEN 591.22 R55CKR2 LOGIS101 CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/20/2017 - 4/20/2017 4/19/2017 9:02:43 Page - 13 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413564 4/20/2017 102202 GRAND VIEW LODGE Continued... 156.76 HOTEL FOR INVESTIGATION TRAIN 428992 R761AF 1400.6104 CONFERENCES & SCHOOLS POLICE DEPT. GENERAL 156.76 413565 4/20/2017 102217 GRAPE BEGINNINGS INC 234.25 428837 1003061262 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 172.50 428949 172 5822.5513 COST OF GOODS SOLD \ME 50TH ST SELLING 98.25 428685 MN00019565 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 505.00 413566 4/20/2017 136517 GRAY, SUSAN 22.10 ART WORK SOLD 428915 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 22.10 413567 4/20/2017 100783 GRAYBAR ELECTRIC CO. INC. 141.12 IT WORK ROOM 429021 990825536 1551.6530 REPAIR PARTS CITY HALL GENERAL 141.12 413568 4/20/2017 137730 HAACK, BRENDA 39.00 ART WORK SOLD 428914 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 39.00 413569 4/20/2017 100182 HAAS-JORDAN COMPANY 23.28 DISPLAY 428722 675888 5440.6406 GENERAL SUPPLIES PRO SHOP RETAIL SALES 23.28 413570 4/20/2017 102060 HALLOCK COMPANY INC 103.17 428711 174660-1 5921.6406 GENERAL SUPPLIES SANITARY LIFT STATION MAINT 103.17 413571 4/20/2017 140327 HARRINGTON, JEFFREY 154.93 REFUND 428899 118495-30476900 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 7 154.93 413572 4/20/2017 106371 HENNEPIN COUNTY MEDICAL CENTER 2,786.42 EMS DIRECTOR FEES 428823 49880 1470.6103 PROFESSIONAL SERVICES FIRE DEPT. GENERAL 2,786.42 413573 4/20/2017 118765 HENRY SCHEIN INC. 618.00 AMBULANCE SUPPLIES 429015 39305783 1470.6510 FIRST AID SUPPLIES FIRE DEPT. GENERAL R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 14 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 - Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413573 4/20/2017 118765 HENRY SCHEIN INC. Continued... 718.98 AMBULANCE SUPPLIES 429018 40051976 1470.6510 FIRSTAID SUPPLIES FIRE DEPT. GENERAL 86.08 AMBULANCE SUPPLIES 429016 40188524 1470.6510 FIRST AID SUPPLIES FIRE DEPT. GENERAL 1,423.06 413574 4/20/2017 140356 HEXTALL, LOREN 240.00 PROFESSIONAL SERVICES 428936 041417 5110.6103 PROFESSIONAL SERVICES ART CENTER ADMINISTRATION 240.00 413575 4/20/2017 140340 HIRSCHFELD, MARK 30.76 REFUND 428882 120597-34255116 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 1 30.76 413576 4/20/2017 104375 HOHENSTEINS INC. 1,009.00 428696 887479 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 1,478.50 428676 887760 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 1,699.12 428672 887877 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 4,186.62 413577 4/20/2017 124698 HOYE, PAMELA 12.71 ART WORK SOLD 428916 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 12.71 413578 4/20/2017 140336 HURWITZ, LISA 159.19 REFUND 428877 107148-15792306 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 6 159.19 413579 4/20/2017 140321 HUSOM, CHRISTINE 38.92 ART WORK SOLD 428932 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 38.92 413580 4/20/2017 125032 IEH AUTO PARTS LLC 2.66 FILTER 428848 038000070 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 22.35 FILTERS 428852 038000162 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 14.03 FILTER 429145 038000430 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 28.08 FILTERS 429146 038000530 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 7.02 FILTER 429150 038000619 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 13.41- CREDIT MEMO 428847 038099168 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 60.73 R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 15 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 - Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413580 413681 4/20/2017 4/20/2017 125032 IEH AUTO PARTS LLC 131544 INDEED BREWING COMPANY Continued... 393.80 428679 49906 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 509.90 428684 49911 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 903.70 413582 4/20/2017 125305 INTERCLEAN EQUIPMENT INC. 470.91 SPRAY TIPS, PIPE 429147 20129 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 470.91 413583 4/20/2017 140332 JENKINS, JAMES 166.32 REFUND 428873 79836-159039009 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 166.32 413584 4/20/2017 100830 JERRY'S PRINTING 536.00 WELL BROCHURES 428999 74501 5924.6406 GENERAL SUPPLIES ENGINEER SERVICES - WATER 536.00 413585 4/20/2017 100741 JJ TAYLOR DIST. OF MINN 4,163.30 428695 2649786 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 6,283.30 428678 2649788 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 164.55 428681 2649789 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 7,426.25 428825 2649794 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 60.30 428824 2649795 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 18,097.70 413586 4/20/2017 100835 JOHNSON BROTHERS LIQUOR CO. 182.67 428951 5665590 5822.5513 COST OF GOODS SOLD \MNE 50TH ST SELLING 330.37 428976 5699343 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 263.15 428974 5699344 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 2,919.84 428973 5699345 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,048.25 428975 5699346 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 7.16 428804 5699348 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,616.25 428833 5699360 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 517.46 428830 5699361 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,127.28 428832 5699362 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 391.16 428785 5699363 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 3,209.41 428778 5699364 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 3,671.09 428803 5699365 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 161.28 428977 5700727 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 16 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 — Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413586 4/20/2017 100835 JOHNSON BROTHERS LIQUOR CO. Continued... 100.66- 428686 621113 5842.5513 COST OF GOODS SOLD WNE YORK SELLING 26.30- 428689 621257 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 15,318.41 413587 4/20/2017 140353 JOY JOYCE LLC 18.12 REFUND 428894 123066-29040500 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 8 18.12 413588 4/20/2017 140347 KARLSON, JOHN 141.95 REFUND 428887 98462-200341004 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 141.95 413589 4/20/2017 130789 KATZ, DAVID 350.00 ABOUT TOWN HISTORICAL COLUMN 428781 797 1130.6123 MAGAZINE/NEWSLETTER EXPENSE COMMUNICATIONS 350.00 413590 4/20/2017 138279 KFT FIRE TRAINER LLC 3,986.00 MAINTENANCE CONTRACT 428764 160.00001464 7413.6103 PROFESSIONAL SERVICES PSTF FIRE TOWER 3,986.00 413591 4/20/2017 140360 LANDER, TIMOTHY 6.23 REFUND 429169 78397-150732008 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 6.23 413592 4/20/2017 121656 LAVEN, JANE 17.55 ART WORK SOLD 428917 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 17.55 413593 4/20/2017 100852 LAWSON PRODUCTS INC. 451.20 SCREWS, BITS 429151 9304867478 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 451.20 413594 4/20/2017 134957 LEACH LAW OFFICE LLC 20,693.80 MARCH ATTORNEY FEES 428822 0656.001-3/17 1195.6103 PROFESSIONAL SERVICES LEGAL SERVICES 20,693.80 413595 4/20/2017 140337 LEHAN PROPERTIES LLC 170.50 REFUND 428878 121705-30595000 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 3 R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page - 17 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 — Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413595 4/20/2017 140337 LEHAN PROPERTIES LLC Continued... 170.50 413596 4/20/2017 140248 LERNER, ALEJANDRO D 121.53 REFUND 428866 112870-20091700 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 8-4/17 121.53 413597 4/20/2017 136027 LINA 4,554.43 APRIL LTD INVOICE 428744 04011717096 9900.2033.16 LTD - 99 PAYROLL CLEARING 4,554.43 413598 4/20/2017 100857 LITTLE FALLS MACHINE INC. 1,984.26 HYDRAULIC CYLINDER 429023 00060474 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 1,984.26 413599 4/20/2017 134063 MANSFIELD OIL COMPANY 14,141.57 UNLEADED FUEL 429022 239875 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 989.75 UNLEADED FUEL 428853 241536 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 15,131.32 413600 4/20/2017 140361 MARVIN, WILLIAM 7.98 REFUND 429170 118152-20215300 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 7 7.98 413601 4/20/2017 122554 MATHESON TRI-GAS INC. 427.14 OXYGEN - ST. 1 428795 15230678 1470.6510 FIRSTAID SUPPLIES FIRE DEPT. GENERAL 427.14 413602 4/20/2017 140348 MAXWELL, JANE 22.79 REFUND 428888 114314-30485300 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 4 22.79 413603 4/20/2017 140338 MEHLING, JASON 100.00 REFUND 428879 108689-12073400 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 9 100.00 413604 4/20/2017 137195 MELBY, MELISSA R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 18 Council Check Register by Invoice & Summary 4/20/2017 - 4/20/2017 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413604 4/20/2017 137195 MELBY, MELISSA Continued... 57.20 ART WORK SOLD 428918 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 57.20 413605 4/20/2017 140354 METZ, SCOTT 35.84 REFUND 428895 120991-12028900 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 8 35.84 413606 4/20/2017 139880 MID CITY SERVICES - INDUSTRIAL LAUNDRY 44.00 ENTRY MATS CLEANING 428758 58569 7411.6103 PROFESSIONAL SERVICES PSTF OCCUPANCY 44.00 413607 4/20/2017 140344 MILES, ELISABETH 124.38 REFUND 428884 93513-111314006 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 124.38 413608 4/20/2017 122473 MILLER, KATHERINE 2.57 ART WORK SOLD 428919 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 2.57 413609 4/20/2017 102174 MINNEAPOLIS OXYGEN COMPANY 419.76 START UP FLUIDS/GASSES 428763 20020023 7413.6545 CHEMICALS PSTF FIRE TOWER 419.76 413610 4/20/2017 101638 MINNESOTA DEPARTMENT OF HEALTH 35.00 CERTIFICATION FEE 428854 04142017 5520.6103 PROFESSIONAL SERVICES ARENA CONCESSIONS 35.00 413611 4/20/2017 136248 MINNESOTA EQUIPMENT 228.07- CREDIT MEMO 2017 424176 P28131 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 122.99 WHEELS, ROLLERS 428844 P29213 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 165.31 FILTERS, ROLLERS 428843 P29327 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 28.02 FILTER 426159 P29364 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 36.16 LUBRICANT 428842 P29403 1553.6584 LUBRICANTS EQUIPMENT OPERATION GEN 290.40 SPINDLE, WHEEL 428841 P29588 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 28.02 FILTER 428840 P29643 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 43.20 GROMMETS 428839 P29808 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 486.03 413612 4/20/2017 139776 MINNESOTA HONEY R55CKR2 LOGIS101 CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/20/2017 — 4/20/2017 4/19/2017 9:02:43 Page- 19 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 413612 4/20/2017 139776 MINNESOTA HONEY Continued... 28.77 ART WORK SOLD 428923 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 28.77 413613 4/20/2017 100231 MINNESOTA POST BOARD 1,620.00 2017 LICENSE RENEWAL 428860 2017POST 1400.6105 DUES & SUBSCRIPTIONS POLICE DEPT. GENERAL 1,620.00 413614 4/20/2017 100908 MINNESOTA WANNER CO. 178.12 428944 0118911-IN 1642.6406 GENERAL SUPPLIES FIELD MAINTENANCE 178.12 413615 4/20/2017 128914 MINUTEMAN PRESS 28.00 ADVERTISING 428737 22539 5120.6406 GENERAL SUPPLIES ART SUPPLY GIFT GALLERY SHOP 49.00 428740 22550 1504.6218 EDUCATION PROGRAMS HUMAN RELATION COMMISSION 1,291.00 8000 POST CARDS 428808 22568 5310.6575 PRINTING POOL ADMINISTRATION 50.08 POSTERS FOR BRIDGE MEETINGS 428715 22571 1140.6106 MEETING EXPENSE PLANNING 1,418.08 413616 4/20/2017 140333 MOHN, INGRID 165.19 REFUND 428874 103792-16243800 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 0 165.19 413617 4/20/2017 140249 MOQUIST, IAN 115.19 REFUND 428867 92291-159016015 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET -4/17 115.19 413618 4/20/2017 105595 MTI DISTRIBUTING INC. 122.62 PRESSURE GAUGE 429014 1109812-00 5422.6530 REPAIR PARTS MAINT OF COURSE & GROUNDS 122.62 413619 4/20/2017 124121 MULLANEY, MARLA 15.60 ART WORK SOLD 428920 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 15.60 413620 4/20/2017 140355 NELSON, LEIF 323.22 REFUND 428896 116916-01203110 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 00 323.22 R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 20 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 - Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413620 413621 4/20/2017 4/20/2017 140355 NELSON, LEIF 100076 NEW FRANCE WINE CO. Continued... 105.50 428958 119558 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 179.00 428688 119559 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 243.00 428813 119560 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 527.50 413622 4/20/2017 140345 NIXON, CLAUDIA 13.29 REFUND 428885 109689-15899634 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 2 13.29 413623 4/20/2017 103106 NLSC PRODUCTS INC. 112.00 428718 101051 1646.6578 LAMPS & FIXTURES BUILDING MAINTENANCE 4,350.00 FS1 LED LIGHT RETROFIT 429002 101241 2710.6710 EQUIPMENT REPLACEMENT CAS ADMINISTRATION 4.25 LAMP RECEPTION DESK 428776 101691 1551.6530 REPAIR PARTS CITY HALL GENERAL 96.00 SENIOR CENTER LIGHTING 429008 101692 1628.6406 GENERAL SUPPLIES SENIOR CITIZENS 4,562.25 413624 4/20/2017 104232 NORTHERN SAFETY TECHNOLOGY INC 21.93 SWITCH 428851 43561 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 21.93 413625 4/20/2017 140246 NYFLOT, SANDRA 164.77 REFUND 427626 88899-341422008 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 164.77 413626 4/20/2017 132607 NYSTROM, GERALD 30.00 EMPLOYEE REIMBURSEMENT 428738 040617 7414.6104 CONFERENCES & SCHOOLS PUBLIC PROGRAMS 30.00 413627 4/20/2017 140349 OCEL, GEORGE 160.21 REFUND 428889 88996-341678036 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 160.21 413628 4/20/2017 124089 OHMANN, NANCY 25.35 ART WORK SOLD 428922 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 25.35 413629 4/20/2017 100936 OLSEN COMPANIES R55CKR2 LOGIS101 Check # Date Amount Supplier / Explanation PO # CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/20/2017 - 4/20/2017 Doc No Inv No Account No Subledger Account Description 4/19/2017 9:02:43 Page- 21 Business Unit 413629 4/20/2017 100936 OLSEN COMPANIES Continued... 10.84 428719 598448 1642.6406 GENERAL SUPPLIES FIELD MAINTENANCE 10.84 413630 4/20/2017 123786 OLSON, VICKI 9.75 ART WORK SOLD 428924 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 9.75 413631 4/20/2017 140350 PARKER, BRUCE 134.36 REFUND 428890 113794-16321600 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 6 134.36 413632 4/20/2017 138020 PATRICK'S CATERING 68.38 CATERED FOOD 428807 11079 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 56.88 CATERED FOOD 428799 11080 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 16.00 CATERED FOOD 428800 11081 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 43.38 CATERED FOOD 428801 11082 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 43.38 CATERED FOOD 428802 11083 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 228.02 413633 4/20/2017 100347 PAUSTIS WINE COMPANY 367.40 428961 8586250 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,411.46 428692 8586271 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,516.20 428838 8586272 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 3,295.06 413634 4/20/2017 116626 PETERSON, HARRIETTE 4.88 ART WORK SOLD 428925 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 4.88 413635 4/20/2017 100743 PHILLIPS WINE & SPIRITS 154.40 428967 2150130 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,851.22 428964 2150131 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 671.38 428786 2150137 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 3,369.57 428819 2150138_ 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 65.16 428815 2150139 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 6,111.73 413636 4/20/2017 140243 PK BLOODY MARY CORP. 432.00 428965 1038 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 22 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 — Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413636 413637 4/20/2017 140243 PK BLOODY MARY CORP. 131291 PPG ARCHITECTURAL FINISHES Continued... 4/20/2017 432.00 71.23 SOUTH GRAFITTI REPAIR 428766 985103080699 5511.6532 PAINT ARENA BLDG/GROUNDS 71.23 413638 4/20/2017 140339 PUCKETT, TONYA 270.44 REFUND 428880 103809-16340501 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 6 270.44 413639 4/20/2017 134189 RATHAI, TERRA 4.90 ART WORK SOLD 428926 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 4.90 413640 4/20/2017 104642 RCM SPECIALTIES INC. 623.20 428701 5933 1301.6519 ROAD OIL GENERAL MAINTENANCE 1,027.52 429003 5943 1301.6519 ROAD OIL GENERAL MAINTENANCE 1,650.72 413641 4/20/2017 138298 RED BULL DISTRIBUTION COMPANY INC. 144.00 428700 K-24215487 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 144.00 413642 4/20/2017 133627 REPUBLIC SERVICES #894 38,181.96 RECYCLING 428753 0894-004323798 5952.6183 RECYCLING CHARGES RECYCLING 38,181.96 413643 4/20/2017 102408 RIGID HITCH INCORPORATED 35.94 SOCKET 428849 1927853644 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 30.27 TRAILER LIGHT KIT 429164 1927855578 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 66.21 413644 4/20/2017 124119 RJM DISTRIBUTING INC. 109.90 428698 IND013193 5822.5514 COST OF GOODS SOLD BEER 50TH ST SELLING 109.90 413645 4/20/2017 100980 ROBERT B. HILL CO. 124.56 SALT - ST. 1 429017 345426 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL 325.64 WATER SOFTENER SALT 428720 345518 5420.6406 GENERAL SUPPLIES CLUB HOUSE R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page - 23 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 — Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413645 413646 4/20/2017 100980 ROBERT B. HILL CO. 116393 ROGERS, RUSS Continued... 4/20/2017 450.20 250.00 EP PERFORMANCE ON 4/27/17 428705 042717 5710.6136 PROFESSIONAL SVC - OTHER EDINBOROUGH ADMINISTRATION 250.00 413647 4/20/2017 140343 ROSE, WILLIAM 21.85 REFUND 428883 80700-161300007 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 21.85 413648 4/20/2017 139439 RUE 38 LLC 85.50 428952 1494 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 85.50 413649 4/20/2017 140359 SALVATE, BRITTANY 1,370.00 TUITION REIMBURSEMENT 429176 04182017 1400.6104 CONFERENCES & SCHOOLS POLICE DEPT. GENERAL 1,370.00 413650 4/20/2017 104151 SCHINDLER ELEVATOR CORP. 638.46 CITY HALL ELEVATOR MAINTENANCE 429010 8104504466 1551.6103 PROFESSIONAL SERVICES CITY HALL GENERAL 638.46 413651 4/20/2017 140351 SCHROEDER, CARL 250.00 REFUND 428891 88807-341327004 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 250.00 413652 4/20/2017 139665 SECUREIT TACTICAL INC. 320.54 RACK SYSTEM FOR SWAT TRUCK 428827 307427-1 1400.6215 EQUIPMENT MAINTENANCE POLICE DEPT. GENERAL 320.54 413653 4/20/2017 104098 SHI INTERNATIONAL CORP 1,620.00 CRIME ANALYST SOFTWARE MAINT 428998 B06336893 1400.6105 DUES & SUBSCRIPTIONS POLICE DEPT. GENERAL 1,620.00 413654 4/20/2017 127519 SIEGEL, LISA 16.22 ART WORK SOLD 428927 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 16.22 413655 4/20/2017 120784 SIGN PRO 79.92 FEE SIGN 429025 11589 5424.6406 GENERAL SUPPLIES RANGE R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 24 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 - 4/20/2017 Inv No Account No Subledger Account Description Business Unit 413655 413656 4/20/2017 120784 SIGN PRO 137482 SITEONE LANDSCAPE SUPPLY LLC Continued... 4/20/2017 79.92 116.86 WEED KILLER 428747 79852310 1301.6406 GENERAL SUPPLIES GENERAL MAINTENANCE 116.86 413657 4/20/2017 140283 SMSC ENTERPRISES 5,057.50 428989 SALES0000000035 5932.6103 PROFESSIONAL SERVICES GENERAL STORM SEWER 48 5,057.50 413658 4/20/2017 127878 SOUTHERN WINE AND SPIRITS 325.60 428972 1529804 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 439.60 428970 1529805 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 945.93 428971 1529806 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,779.60 428969 1529807 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 529.20 428693 1529809 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 4,169.00 428694 1529813 5842.5513 COST OF GOODS SOLD WINE YORK SELLING .80 428668 1529814 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 290.80 428811 1529815 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 540.40 428667 1529816 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,138.15 428666 1529817 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 5,314.00 428820 1529818 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 15,473.08 413659 4/20/2017 110977 SOW, ADAMA 11.70 ART WORK SOLD 428928 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 11.70 413660 4/20/2017 101016 SRF CONSULTING GROUP INC 6,591.32 TRAFFIC STUDY - MARKET STREET 428774 10340.00-2 4422.6710 EQUIPMENT REPLACEMENT TRAFFIC STUDIES 6,591.32 413661 4/20/2017 134925 STACON 1,008.40 TRANSDUCER 428707 IN00080579 5934.6530 REPAIR PARTS STORM LIFT STATION MAINT 1,008.40 413662 4/20/2017 101007 STAR TRIBUNE 1,092.72 428995 1000020750-3/17 5822.6122 ADVERTISING OTHER 50TH ST SELLING 1,092.73 428995 1000020750-3/17 5842.6122 ADVERTISING OTHER YORK SELLING R55CKR2 Check # LOGIS101 Date Amount Supplier / Explanation PO # Doc CITY OF EDINA Council Check Register by GL Council Check Register by Invoice & Summary 4/20/2017 — 4/20/2017 No Inv No Account No Subledger Account Description 4/19/2017 9:02:43 Page - 25 Business Unit 413662 4/20/2017 101007 STAR TRIBUNE Continued... 1,092.73 428995 1000020750-3/17 5862.6122 ADVERTISING OTHER VERNON SELLING 3,278.18 413663 4/20/2017 133068 STEEL TOE BREWING LLC 277.75 428674 15334 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 314.00 428683 15361 5862.5514 COST OF GOODS SOLD BEER VERNON SELLING 591.75 413664 4/20/2017 129409 STEEN, BARB 22.10 ART WORK SOLD 428929 041217 5101.4413 ART WORK SOLD ART CENTER REVENUES 22.10 413665 4/20/2017 136030 STEWART, ROBERT J. 353.61 NLC FOR CITY COUNCIL 2017 TRIP 428736 04112017 1100.6104 CONFERENCES & SCHOOLS CITY COUNCIL 353.61 413666 4/20/2017 140325 STOREY, JAN 123.39 REFUND 428897 100844-12008900 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 0 123.39 413667 4/20/2017 105874 SUBURBAN TIRE WHOLESALE INC. 2,720.40 TIRES 428759 10145781 1553.6583 TIRES & TUBES EQUIPMENT OPERATION GEN 2,720.40 413668 4/20/2017 135803 SUN LIFE FINANCIAL 6,643.60 APRIL LIFE INS INVOICE 428745 237716-001-4/17 9900.2033.05 LIFE INSURANCE - 99 PAYROLL CLEARING 121.90 APRIL LIFE INS-COBRA 428746 237716-901-4/17 6002.6043 COBRA INSURANCE RISK MGMT EMP SHARED SERVICE 6,765.50 413669 4/20/2017 117869 SUNICE USA INC. 55.16 MERCHANDISE 429168 U6047220 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 55.16 413670 4/20/2017 104932 TAYLOR MADE 304.10 MERCHANDISE 428726 32381098 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 300.81 MERCHANDISE 428727 32385721 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 305.81 MERCHANDISE 428728 32385838 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 910.72 R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page - 26 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 - Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413671 4/20/2017 101029 TESSMAN COMPANY, THE Continued... 377.54 SEED CADDIES 429013 S249321-IN 5422.6406 GENERAL SUPPLIES MAINT OF COURSE & GROUNDS 560.00 429181 S250111-IN TAX 1643.6103 PROFESSIONAL SERVICES GENERAL TURF CARE EXEMPT 65.00 429182 S250114-IN TAX 1643.6103 PROFESSIONAL SERVICES GENERAL TURF CARE EXEMPT 1,002.54 413672 4/20/2017 138283 TIN WHISKERS BREWING CO LLC 466.00 428941 E-92 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 466.00 413673 4/20/2017 139881 TOLEU, OLJAS 60.36 REFUND 428881 121939-12082500 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 9 60.36 413674 4/20/2017 123649 TOWMASTER 18.29 GREASE SEAL 429149 391182 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 18.29 413675 4/20/2017 140146 TRIVIA MAFIA 400.00 TRIVIA MAFIA PROMOTION 428991 03716 5410.6122 ADVERTISING OTHER GOLF ADMINISTRATION 400.00 413676 4/20/2017 101360 TWIN CITY HARDWARE CO. 135.00 STA. 1 LOCKSMITH (FISHER) 428794 861336 1470.6530 REPAIR PARTS FIRE DEPT. GENERAL 135.00 413677 4/20/2017 134220 U.S. DEPARTMENT OF AGRICULTURE 5,562.60 DEER REMOVAL 428750 3002320735 1509.6103 PROFESSIONAL SERVICES DEER CONTROL 5,562.60 413678 4/20/2017 101066 VIKING ELECTRIC SUPPLY INC. 204.45 WIRE FOR SENIOR CENTER LIB 429009 S000321857.001 1626.6406 GENERAL SUPPLIES SENIOR CITIZENS 47.39 WIRING MATERIALS 429020 5000332438.001 1322.6406 GENERAL SUPPLIES STREET LIGHTING ORNAMENTAL 49.74 MATT-TOOLS 429019 S000332438.002 1321.6556 TOOLS STREET LIGHTING REGULAR 376.36 HAND TOOLS/FISH TAPE 428775 V14355-4/17 1321.6556 TOOLS STREET LIGHTING REGULAR 677.94 413679 4/20/2017 101069 VOSS LIGHTING R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page - 27 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 - Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413679 4/20/2017 101069 VOSS LIGHTING Continued... 246.44 LAMP/BALLASTS 429186 15300433-00 1321.6530 REPAIR PARTS STREET LIGHTING REGULAR 246.44 413680 4/20/2017 140285 WALSER BLOOMINGTON TOYOTA 19,120.75 NEW PRIUS VEHICLE 428986 131690 421495.6710 EQUIPMENT REPLACEMENT INSPECTIONS EQUIPMENT 18,948.75 NEW PRIUS VEHICLE 428985 131698 421495.6710 EQUIPMENT REPLACEMENT INSPECTIONS EQUIPMENT 38,069.50 413681 4/20/2017 140326 WANG, JOE 20.05 REFUND 428898 109910-33278000 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 3 20.05 413682 4/20/2017 140329 WELLMANN, ERIC 26.77 REFUND 428870 115987-20208600 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 9 26.77 413683 4/20/2017 120816 WEST COAST TRENDS INC. 398.51 MERCHANDISE 428723 40462884 5440.5511 COST OF GOODS - PRO SHOP PRO SHOP RETAIL SALES 398.51 413684 4/20/2017 140238 WESTERN DETENTION 45.42 DETENTION DOOR SPRINGS 428713 20170872 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 40.92 DETENTION DOOR SPRINGS 428714 20170932 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 86.34 413685 4/20/2017 101312 WINE MERCHANTS 1,550.00 428947 7126288 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 121.16 428690 7127551 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 331.48 428950 7127600 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 991.46 428836 7128174 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,001.96 428963 7128175 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 2,083.44 428835 7128179 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,846.04- 428671 713222 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 4,233.46 413686 4/20/2017 118395 WITMER PUBLIC SAFETY GROUP INC. 35.94 UNIFORMS 429001 E1584540 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL 197.56 TOOLS, RADIO STRAP 429001 E1584540 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL R55CKR2 LOGIS101 CITY OF EDINA 4/19/2017 9:02:43 Council Check Register by GL Page- 28 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No 4/20/2017 — Inv No 4/20/2017 Account No Subledger Account Description Business Unit 413686 4/20/2017 118395 WITMER PUBLIC SAFETY GROUP INC. Continued... 233.50 413687 4/20/2017 140352 WOIT, STEVE 213.93 REFUND 428892 107542-16240200 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 2 213.93 413688 4/20/2017 101726 XCEL ENERGY 3,196.04 51-6840050-6 428660 541227348 5921.6185 LIGHT & POWER SANITARY LIFT STATION MAINT 57.75 51-8997917-7 428658 541260612 1321.6185 LIGHT & POWER STREET LIGHTING REGULAR 3,273.65 51-5888961-7 428659 541402339 1375.6185 LIGHT & POWER PARKING RAMP 552.30 51-5619094-8 428661 541436036 1552.6185 LIGHT & POWER CENT SVC PW BUILDING 3,079.43 51-6121102-5 428863 541598115 1646.6185 LIGHT & POWER BUILDING MAINTENANCE 21,233.81 51-5605640-1 428864 541945395 5911.6185 LIGHT & POWER WELL PUMPS 31,392.98 396,137.98 Grand Total Payment Instrument Totals Checks A/P ACH Payment Total Payments 373,310.94 22,827.04 396,137.98 R55CKS2 LOGIS100 Note: Payment amount may not reflect the actual amount due to data sequencing and/or data selection. Company Amount 01000 GENERAL FUND 89,072.85 02700 CONSERVATION & SUSTAINABILITY 4,350.00 04000 WORKING CAPITAL FUND 8,421.27 04200 EQUIPMENT REPLACEMENT FUND 38,069.50 05100 ART CENTER FUND 1,421.33 05200 GOLF DOME FUND 798.79 05300 AQUATIC CENTER FUND 1,408.73 05400 GOLF COURSE FUND 8,197.49 05500 ICE ARENA FUND 1,755.29 05550 SPORTS DOME FUND 2,499.00 05700 EDINBOROUGH PARK FUND 4,965.04 05800 LIQUOR FUND 122,835.17 05900 UTILITY FUND 44,585.46 05930 STORM SEWER FUND 6,065.90 05950 RECYCLING FUND 38,181.96 06000 RISK MGMT ISF 121.90 07400 PSTF AGENCY FUND 6,554.19 09232 CENTENNIAL TIF DISTRICT 5,636.08 09900 PAYROLL FUND 11,198.03 Report Totals 396,137.98 CITY OF EDINA 4/19/2017 9:02:53 Council Check Summary Page - 1 4/20/2017 - 4/20/2017 We confirm to the best of our knowledge and belief, that these claims comply in all material respects with the requirements of the City of Edina purchas'ngp a lici s and pro dures ?o 20(' lce flre _NA/ Ariali rage R55CKR2 LOGIS101 CITY OF EDINA 4/12/2017 9:53:18 Council Check Register by GL Page- 1 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 20170308 3/8/2017 129962 US BANK - CREDIT CARD 32.61 WELLNESS CHALLENGE KICKOFF 427462 AMANDA 1/31 268 1556.6218 EDUCATION PROGRAMS EMPLOYEE SHARED SERVICES 12.83 EASTER BASKETS (BUNNY BRKFAST) 427463 AMANDA 2/1 269 1627.6406 GENERAL SUPPLIES SPECIAL ACTIVITIES Supplier 130908 PARTY CITY - PCARD 22.37 PRINCESS WRAPPING PAPER 427309 AMANDA 2/21 270 1627.6406 GENERAL SUPPLIES SPECIAL ACTIVITIES Supplier 130750 WALGREENS - PCARD 49.00 STAMPS 427486 AMY 2/17 249 5410.6235 POSTAGE GOLF ADMINISTRATION Supplier 130548 USPS - PCARD 39.00 SCHEDULING CONTRACT 427485 AMY 2/17 250 5410.6230 SERVICE CONTRACTS EQUIPMENT GOLF ADMINISTRATION Supplier 135907 WHENIWORK.COM - PCARD 20.00 VERIZON WORK IPAD 427354 ANN 2/19 267 1600.6188 TELEPHONE PARK ADMIN. GENERAL Supplier 130880 VERIZON WIRELESS - PCARD 438.08 427594 BOB 1/26 101 1640.6104 CONFERENCES & SCHOOLS PARK MAINTENANCE GENERAL Supplier 140178 JNS GLOBAL-PCARD 1,400.00- 427849 BOB 1/27 102 1640.6104 CONFERENCES & SCHOOLS PARK MAINTENANCE GENERAL 1,400.00 427849 BOB 1/27 102 1640.6104 CONFERENCES & SCHOOLS PARK MAINTENANCE GENERAL 1,400.00 427849 BOB 1/27 102 1640.6104 CONFERENCES & SCHOOLS PARK MAINTENANCE GENERAL Supplier 139922 U OF M CONTLEARNING - PCARD 180.00 427575 BOB 2/22 103 1640.6104 CONFERENCES & SCHOOLS PARK MAINTENANCE GENERAL Supplier 130422 PAYPAL - PCARD 53.63 ADAPTER 427334 BRIAN 1/25 202 1280.6406 GENERAL SUPPLIES SUPERVISION & OVERHEAD Supplier 130424 MICRO CENTER - PCARD 32.40 APWA POSTERS 427335 BRIAN 2/21 203 1281.6104 CONFERENCES & SCHOOLS TRAINING Supplier 130656 AMERICAN PUBLIC WORKS - PCARD 28.00 PARKING 427336 BRIAN 2/22 204 1281.6104 CONFERENCES & SCHOOLS TRAINING Supplier 140197 XCEL PARKING - PCARD 5.31 MEETING WITH AFO 427276 CARY 2/1 309 1140.6106 MEETING EXPENSE PLANNING Supplier 131258 STARBUCKS-PCARD 600.00 APA & AICP MEMBERSHIP 427278 CARY 2/11 312 1140.6105 DUES & SUBSCRIPTIONS PLANNING Supplier 134077 APA- MEMBERSHIP ONLINE - PCARD 5.31 MEETING WITH AFO SOUTHDALE CON 427277 CARY 2/7 311 1140.6106 MEETING EXPENSE PLANNING Supplier 131258 STARBUCKS - PCARD 108.06 FOOD FOR PC - COMP. PLAN MEET. 427275 CARY 2/8 310 1140.6106 MEETING EXPENSE PLANNING Supplier 130523 DAVANNI'S - PCARD 62.39 EXIT SIGN CAGE 427327 CHAD 1/30 151 5553.6406 GENERAL SUPPLIES SPORTS DOME BLDG&GROUNDS Supplier 140191 THE EXIT STORE LLC - PCARD 114.64 TOT TIME EQUIPMENT 427328 CHAD 1/30 152 5552.6406 GENERAL SUPPLIES SPORTS DOME ADMINISTRATION Supplier 140032 FUN AND FUNCTION - PCARD 112.50 TOT TIME EQUIPMENT 427329 CHAD 2/1 153 5552.6406 GENERAL SUPPLIES SPORTS DOME ADMINISTRATION Supplier 136158 WALMART.COM - PCARD R55CKR2 LOGIS101 CITY OF EDINA 4/12/2017 9:53:18 Council Check Register by GL Page- 2 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 20170308 3/8/2017 129962 US BANK - CREDIT CARD Continued... 274.95 TOT TIME EQUIPMENT 427331 CHAD 2/1 154 5553.6406 GENERAL SUPPLIES SPORTS DOME BLDG&GROUNDS Supplier 130672 WAYFAIR - PCARD 165.00 SAFE FOOD TRAINING 427264 CHAD 2/17 157 5520.6103 PROFESSIONAL SERVICES ARENA CONCESSIONS Supplier 132336 SAFE FOOD TRAINING - PCARD 150.16 BOOK CASE 427333 CHAD 2/2 156 5510.6513 OFFICE SUPPLIES ARENAADMINISTRATION Supplier 131619 OFFICE DEPOT - PCARD 47.93 WALL CALENDAR 427265 CHAD 2/27 158 5510.6513 OFFICE SUPPLIES ARENAADMINISTRATION Supplier 133213 ACCO BRANDS DIRECT- PCARD 27.92 427332 CHAD 2/4 155 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS Supplier 138386 SAMS CLUB - PCARD 32.16 MATTRESS PADS 427342 CRAIG 1/30 132 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL Supplier 130362 TARGET- PCARD 18.39 ACLS RECERTIFICATION 427343 CRAIG 1/30 133 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL 135.53 RUN REVIEW 427345 CRAIG 1/30 134 1470.4760 DONATIONS - GOVT FUND FIRE DEPT. GENERAL Supplier 130411 JERRY'S FOODS - PCARD 117.92 ACLS RECERTIFICATION 427344 CRAIG 1/30 135 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL Supplier 130523 DAVANNI'S - PCARD 154.23 TARPS 427346 CRAIG 1/30 136 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL 154.23 TARPS 427347 CRAIG 1/30 137 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL Supplier 130430 HOMEDEPOT.COM - PCARD 20.00 NREMTP RECERTIFICATION 427348 CRAIG 2/2 138 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL 20.00 NREMTP RECERTIFICATION 427350 CRAIG 2/23 140 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL 20.00 NREMTP RECERTIFICATION 427351 CRAIG 2/24 141 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL 20.00 NREMTP RECERTIFICATION 427349 CRAIG 2/8 139 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL Supplier 136647 NATIONAL REGISTRY EMT- PCARD 69.40 HOBBLE RESTRAINTS 427286 DANIEL 2/15 265 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL Supplier 140187 RIPP RESTRAINTS INTER - PCARD 120.00 427289 DAVE 1/24 262 5913.6260 LICENSES & PERMITS DISTRIBUTION Supplier 130891 SECRETARY OF STATE - PCARD 171.50 427290 DAVE 1/31 263 5913.6104 CONFERENCES & SCHOOLS DISTRIBUTION Supplier 131915 OWPSACSTATE - PCARD 185.02 427291 DAVE 2/21 264 5913.6260 LICENSES & PERMITS DISTRIBUTION Supplier 133709 DEPT OF NATURAL RESOURCES-PCARD 178.95 LINDMAN - SAMSUNG E500 427449 DAVID 1/25 72 1400.6160 DATA PROCESSING POLICE DEPT. GENERAL Supplier 130424 MICRO CENTER - PCARD 79.50 BOOKS 427288 DAVID 1/27 302 1495.6405 BOOKS & PAMPHLETS INSPECTIONS Supplier 140168 AMERICAN CONCRETE INST - PCARD 79.98 LIMBECK RETIREMENT 427451 DAVID 1/31 73 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL Supplier 130411 JERRY'S FOODS - PCARD R55CKR2 LOGIS101 CITY OF EDINA 4/12/2017 9:53:18 Council Check Register by GL Page- 3 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 20170308 3/8/2017 129962 US BANK - CREDIT CARD Continued... 86.90 DUES FOR MEMBERSHIP 427292 DAVID 2/10 228 1325.6406 GENERAL SUPPLIES STREET NAME SIGNS 145.00 CLASS FEE 427293 DAVID 2/12 229 1325.6406 GENERAL SUPPLIES STREET NAME SIGNS Supplier 131751 ATSSA- PCARD 131.10 DETECTIVE EQUIPMENT-PEN MICR 427454 DAVID 2/16 75 1400.6160 DATA PROCESSING POLICE DEPT. GENERAL Supplier 140189 SOUNDPROFESSIONALS - PCARD 171.63 INVESTIGATIONS 427453 DAVID 2/2 74 1400.6160 DATA PROCESSING POLICE DEPT. GENERAL Supplier 130394 BEST BUY- PCARD 193.98 911 FUND GENERAL SUPPLIES 427455 DAVID 2/21 76 2310.6406 GENERAL SUPPLIES E911 Supplier 130358 AMAZON MARKETPLACE - PCARD 80.00 DUES FOR CERT 427287 DAVID 2/24 303 1495.6105 DUES & SUBSCRIPTIONS INSPECTIONS Supplier 131007 DEPARTMENT OF LABOR - PCARD 33.00 SANITIZER TEST STRIPS 427279 DAWN 1/26 239 5730.6511 CLEANING SUPPLIES EDINBOROUGH CONCESSIONS Supplier 133218 BAILEYS TEST STRIPS - PCARD 839.70 SOCKS 427280 DAWN 1/26 240 5720.5510 COST OF GOODS SOLD EDINBOROUGH OPERATIONS Supplier 130670 VISR - PCARD 4.99 ORANGES 427281 DAWN 1/27 241 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 38.54 BINS FOR STORAGE 427281 DAVVN 1/27 241 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 11.48 BOWL, BIN FOR CAFE 427283 DAWN 2/10 243 5730.6406 GENERAL SUPPLIES EDINBOROUGH CONCESSIONS 22.35 427283 DAWN 2/10 243 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 21.99 GOGURT/ORANGES FOR CAFE 427284 DAWN 2/17 244 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 11.79 PLANNER 427285 DAWN 2/18 245 5710.6513 OFFICE SUPPLIES EDINBOROUGH ADMINISTRATION Supplier 130362 TARGET - PCARD 48.26 SIGN HOLDERS 427282 DAWN 2/7 242 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS Supplier 130382 OFFICE MAX- PCARD 65.00 EMAIL MARKETING 427548 DEB 1/25 346 7410.6122 ADVERTISING OTHER PSTF ADMINISTRATION Supplier 137757 CTC*CONSTANTCONTACT.COM - PCARD 145.00 MEMBERSHIP DUES 427549 DEB 1/28 347 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY Supplier 138386 SAMS CLUB - PCARD 338.51 GATE OPENERS 427551 DEB 2/16 349 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY Supplier 131489 GATE HOUSE SUPPLIES - PCARD 29.97 RSO SAFETY CONTAINER 427552 DEB 2/17 350 7414.6406 GENERAL SUPPLIES PUBLIC PROGRAMS Supplier 134733 AMAZON.COM - PCARD 9.95 GENERAL EXPENSES 427550 DEB 2/2 348 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY Supplier 140179 NAICS ASSOCIATION LLC - PCARD 23.15 GENERAL EXPENSES 427553 DEB 2/21 351 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY Supplier 130362 TARGET - PCARD 65.00 EMAIL MARKETING 427554 DEB 2/23 352 7410.6122 ADVERTISING OTHER PSTF ADMINISTRATION Supplier 137757 CTC*CONSTANTCONTACT.COM - PCARD 1,076.00 GYM RENTAL 427854 ERIC 1/25 271 1621.6406 GENERAL SUPPLIES ATHLETIC ACTIVITIES Supplier R55CKR2 LOGIS101 CITY OF EDINA 4/12/2017 9:53:18 Council Check Register by GL Page- 4 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 20170308 3/8/2017 129962 US BANK - CREDIT CARD Continued-. 133225 EDINA COMMUNITY EDUCATION - PCARD 60.00 MN GFOA 426816 ERIC 1/26 284 1160.6105 DUES & SUBSCRIPTIONS FINANCE Supplier 133780 MINNESOTA GOVERNMENT-PCARD 25.00 427855 ERIC 1/27 272 1622.6406 GENERAL SUPPLIES SKATING & HOCKEY Supplier 135907 WHENIWORK.COM - PCARD 237.00 CPE 426817 ERIC 2/1 285 1160.6104 CONFERENCES & SCHOOLS FINANCE Supplier 131242 MNSOCIETYCPAS - PCARD 148.52 427857 ERIC 2/12 274 1622.6406 GENERAL SUPPLIES SKATING & HOCKEY Supplier 135907 WHENIWORK.COM - PCARD 290.00 MNCPA 426818 ERIC 2/2 286 1160.6105 DUES & SUBSCRIPTIONS FINANCE Supplier 131242 MNSOCIETYCPAS - PCARD 19.95 PAYPAL 426819 ERIC 2/2 287 1160.6155 BANK SERVICES CHARGES FINANCE 25.25 PAYPAL 426820 ERIC 2/2 288 5902.6155 BANK SERVICES CHARGES UTILITY BILLING - 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GENERAL Supplier 130422 PAYPAL- PCARD 475.40 TREE PESTICIDES 427384 TOM 2/16 18 5761.6540 FERTILIZER CENTENNIAL LAKES OPERATING Supplier 140185 RAINBOWTREECARE SCIENTI - PCARD 18.93 BED LINER 427385 TOM 2/17 19 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130404 MENARDS-PCARD 29.00 SCHEDULING PROGRAM 427386 TOM 2/17 20 5760.6105 DUES & SUBSCRIPTIONS CENTENNIAL LAKES ADMIN EXPENSE Supplier 135907 WHENIWORK.COM - PCARD 336.56 GENERAL SUPPLIES 427397 TOM 2/17 21 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING 129.82 CLEANING SUPPLIES 427376 TOM 2/2 8 5761.6511 CLEANING SUPPLIES CENTENNIAL LAKES OPERATING Supplier R55CKR2 LOGIS101 CITY OF EDINA 4/12/2017 9:53:18 Council Check Register by GL Page- 18 Council Check Register by Invoice & Summary Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 20170308 3/8/2017 129962 US BANK - CREDIT CARD Continued... 130421 THE HOME DEPOT- PCARD 25.00 BUILDING PERMIT 427498 TOM 2/21 211 5420.6180 CONTRACTED REPAIRS CLUB HOUSE 208.17 BUILDING PERMIT 427499 TOM 2/22 212 5420.6180 CONTRACTED REPAIRS CLUB HOUSE Supplier 140174 EDINA INSPECTIONS DEPT - PCARD 408.47 GENERAL SHOP SUPPLIES 427398 TOM 2/22 22 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130421 THE HOME DEPOT- PCARD 234.00 DUES 2017 427339 TOM 2/22 298 1470.6105 DUES & SUBSCRIPTIONS FIRE DEPT. GENERAL Supplier 140177 INT'LASSOC OF FIRE CH - PCARD 48.14 STATION SUPPLIES 427340 TOM 2/23 299 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL Supplier 130362 TARGET - PCARD 19.95 REHAB WATER 427341 TOM 2/23 300 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL 41.99 #92 SWEARING-IN 427338 TOM 2/23 301 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL Supplier 130411 JERRY'S FOODS - PCARD 4.49 SOCKET EXTENDERS 427396 TOM 2/4 10 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING 17.97 STICKERS 427377 TOM 2/4 9 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING 65.75 SAFETY SUPPLIES 427378 TOM 2/5 11 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING 26.50 PIPE TAGS 427379 TOM 2/7 12 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130358 AMAZON MARKETPLACE - PCARD 38.08 INSULATION 427495 TOM 2/7 208 5420.6406 GENERAL SUPPLIES CLUB HOUSE Supplier 130404 MENARDS - PCARD 34.50 SOCKET EXTENDERS 427389 TOM 2/8 13 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130358 AMAZON MARKETPLACE - PCARD 84.93 CLEANING SUPPLIES 427380 TOM 2/8 14 5761.6511 CLEANING SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130404 MENARDS-PCARD 214.46 MISC SUPPLIES 427381 TOM 2/8 15 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130421 THE HOME DEPOT- PCARD 55.21 INSULATION 427496 TOM 2/8 209 5420.6406 GENERAL SUPPLIES CLUB HOUSE Supplier 130404 MENARDS - PCARD 8.98- CREDIT 427382 TOM 2/9 16 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING 149.14 MISC. SUPPLIES 427383 TOM 2/9 17 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130421 THE HOME DEPOT- PCARD 46,729.24 46,729.24 Grand Total Payment Instrument Totals Checks EFT Payments Total Payments 46,729.24 46,729.24 procedures dat We confirm to the best of our knowledge and belief, that these claims comply in all material respects with the requirements of the City of Edina purchasing •olicies and Date: May 2, 2017 Agenda Item #: V.C. To:Mayor and City Council Item Type: Report / Recommendation From:MJ Lamon, Project Coordinator Item Activity: Subject:Appointments: Advisory Commissions Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approval of Commission appointments to fill unscheduled vacancies. INTRODUCTION: The following commission members have resigned: 1) Trevor Mohs - Parks and Recreation Commission 2) John Ellingson - Heritage Preservation Commission 3) Kandace Ellis - Arts and Culture Commission 4) Jennifer Christaansen - Heritage Preservation Commission Approve the following commission appointments: 1) P atrick Willette appointed to the Parks and Recreation Commission with a partial term ending on 3/1/20. 2) Rachel Mondry appointed to the Heritage Preservation Commission with a partial term ending 3/1/20. 3) Heather Isaacs appointed to the Arts & Culture Commission with a partial term ending 3/1/18. At this time, Jennifer Christaansen's seat will remain vacant. The second Arts and Culture alternate has signified they are no longer interested. The Heritage Preservation Commission will be asked to weigh in on the desire to fill the seat or leave it open until annual on boarding. This information will be brought back to Council at a later date. Date: May 2, 2017 Agenda Item #: V.D. To:Mayor and City Council Item Type: Report / Recommendation From:Dave Nelson, Chief of Police Item Activity: Subject:Special Permit to Use City Property: 50th and France Business Association Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve a special permit to use City property - June 2-4, 2017 in conjunction with the 50th and France Business Association. INTRODUCTION: 50th and France Business Association has applied for a Special Permit for the use of City property between 49 1/2 Street and West 50th Street for the Art Fair Event held on June 2-4, 2017. ATTACHMENTS: Description Staff Report: Special Permit to Use City Property 50th and France Business Association Operating Plan: Special Permit Art Fair Map: Special Permit Art Fair Signage: Special Permit Art Fair NO ALCOHOL BEYOND THIS POINT Edina Grill Craft Beer Garden Date: May 2, 2017 Agenda Item #: V.E. To:Mayor and City Council Item Type: Report / Recommendation From:Cary Teague, Community Development Director Item Activity: Subject:Resolution No. 2017-47: Ordinance No. 2016-19; Final Rezoning and Final Development Plan approval for Phase 2A & 2B and a Site Improvement Performance Agreement (Phase 2A) for the Avenue on France; 6600 France Avenue Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Adopt Resolution No. 2017- 47 approving final rezoning to PUD-11 and Final Site Plan for Phases 2A and 2B. Each future phase will require Final Site Plan approval and a Site Improvement Performance Agreement. Grant second reading of Ordinance No. 2016-19 adopting the Zoning Ordinance amendment to establish the PUD-11 Zoning District for the Avenue on France. Approve the Site Improvement Performance Agreement for Phase 2A. INTRODUCTION: On November 9, 2016, the Planning Commission unanimously recommended approval of the request. Vote: 8 Ayes and 0 Nays. On December 6, 2016 the City Council approved a Comprehensive Plan Amendment and Preliminary Rezoning. Vote: 4 Ayes and 1 Nay. The proposed plans have not changed from the Preliminary Approval for Phase 2A and 2B. The City Attorney has drafted the Site Improvement Performance Agreement for Phase 2A and the applicant is agreement. ATTACHMENTS: Description Resolution No. 2017-47 Ordinance No. 2016-19 Approved Preliminary Plans: Phase 2A & 2B Proposed Final Plans - Phas 2A & 2B (Part 1) Proposed Final Plans - Phase 2A & 2B (Part 2) Proposed Final Plans - Phase 2A & 2B (Part 3) Site Improvement Performance Agreement Site Improvement Performance Agreement - Attachments ORDINANCE NO. 2016-19 AN ORDINANCE AMENDING THE ZONING ORDINANCE TO ESTABLISH THE PUD-11, PLANNED UNIT DEVELOPMENT-11, THE AVENUE ON FRANCE DISTRICT AT 6600-6800 FRANCE AVENUE The City Of Edina Ordains: Section 1. Chapter 36, Article VIII, Division 4 is hereby amended to add the following: Sec. 36-504 Planned Unit Development District-11 (PUD-11) – The Avenue on France (a) Legal description: That part of the Southeast Quarter of Section 30, Township 28, Range 24 lying Easterly of the Westerly line of Valley View Road except that part thereof lying South of the North line, and its Westerly extension, of the plat of South Office Park First Addition. (b) Approved Plans. Incorporated herein by reference are the re-development plans, including the master development plan for the site received by the City on October 7, 2016 except as amended by City Council Resolution No. 2016-121 and 2017-47 on file in the Office of the Planning Department. (c) Principal Uses: All uses allowed in the POD-2 Zoning District All uses allowed in the PCD-2 Zoning District Multifamily Residential (d) Accessory Uses: All accessory uses allowed in the POD-2 Zoning District. All accessory uses allowed in the PCD-2 Zoning District (e) Conditional Uses: All conditional uses allowed in the POD-2 Zoning District. All conditional uses allowed in the PCD-2 Zoning District (f) Development Standards. In addition to the development standards per the POD- 2, and PCD-2 Zoning District, the following shall apply: 2 (g) Signs shall be regulated per the POD-2 Zoning District for the office uses and PCD-2 for retail uses, and PRD, for the residential uses. (h) Twenty percent (20%) of all dwelling units shall be reserved for occupancy by residents whose median family income is equal to or less than sixty percent (60%) of the median family income for the Minneapolis, St. Paul statistical area, and limited to the maximum rates established and reported by the Minnesota Housing Finance Agency. (i) There shall be a Site Improvement Performance Agreement for each phase of development. No phase may be built without a Site Improvement Performance Agreement. Overall Development Phasing Plan is an estimate. The specific phasing may not occur in the exact order identified on the phasing plan. Section 3. This ordinance is effective immediately, with the exception of Sec. 36-504 regarding Building Height; that Section shall be effective upon approval of the Comprehensive Plan Amendment from the Metropolitan Council. New Building Setbacks Front – France Ave Front – Valley View Front - 66th Street Parking Setbacks Front – France Ave Front – Valley View Front - 66th Street 45 feet 100 feet 50 feet 10 feet 10 feet 10 feet Building Height 8 stories and 96 feet (No building shall be taller than the existing building at 6800 France) Maximum Floor Area Ratio (FAR) 1.0 of the tract Parking Stalls (Site) 488 surface spaces 1,399 underground spaces 1,887 Total 3 First Reading: December 6, 2016 Second Reading: Published: ATTEST: ______________________________ _____________________________ Debra A. Mangen, City Clerk James B. Hovland, Mayor Please publish in the Edina Sun Current on: Send two affidavits of publication. Bill to Edina City Clerk CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina do hereby certify that the attached and foregoing Ordinance was duly adopted by the Edina City Council at its Regular Meeting of May 2, 2017, and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this ______ day of ____________, 2017. 4 ________________________________ City Clerk 192113v2 1 (reserved for recording information) SITE IMPROVEMENT PERFORMANCE AGREEMENT CITY OF EDINA THE AVENUE ON FRANCE AGREEMENT dated ____________________, 2017, by and between the CITY OF EDINA, a Minnesota municipal corporation (“City”) and SOUTHDALE OFFICE PARTNERS, LLC, a Minnesota limited liability company (“Developer”). 1. BACKGROUND. A. Developer has applied to develop Phase 2A OF The Avenue on France in the City of Edina, Minnesota, legally described as: That part of the Southeast Quarter of Section 30, Township 28, Range 24, Hennepin County, Minnesota, lying Easterly of the Westerly line of Valley View Road except that part thereof lying South of the North line, and its Westerly extension, of the record plat of South Office Park First Addition, described as commencing at the northeast corner of said Southeast Quarter of Section 30; thence on an assumed bearing of South 0 degrees 06 minutes 27 seconds West, along the east line of said Southeast Quarter of Section 30, a distance of 1763.76 feet to the point of beginning of the land to be described; thence North 89 degrees 59 minutes 23 seconds West 262.28 feet; thence North 00 degrees 00 minutes 59 seconds West 363.97 feet; thence South 89 degrees 53 minutes 33 seconds East 263.07 feet to said east line of the Southeast Quarter line; thence South 0 degrees 06 minutes 27 seconds West, along said east line of the Southeast Quarter 363.52 feet to the point of beginning. EXCEPT those portions taken as street or road. (hereinafter referred to as the “Subject Property”). 192113v2 2 B. The City has rezoned the Subject Property to Planned Unit Development (“PUD”). A Site Improvement Performance Agreement is required for each phase of the PUD. Phase 2A is a 25,748 SF Retail Building adjacent to Bank of America 2. RIGHT TO PROCEED. On the Subject Property, the Developer may not grade or otherwise disturb the earth, remove trees, construct public or private improvements, or any buildings until all the following conditions have been satisfied: 1) this agreement has been fully executed by both parties and filed with both the City Clerk and the Hennepin County’s Recorders office, 2) the required security has been received by the City, and 3) the required insurance has been received by the City. 3. PLANS. The Subject Property shall be developed in accordance with the following Plans which are on file with the City. The Plans shall not be attached to this Agreement. If the Plans vary from the written terms of this Agreement, the written terms shall control. The Plans are: • Pork Chop Modification and Phasing Plan (attached) • Phase 2A Sunde Lease Description Sketch (attached) • Proposed Retail Buildings Phase 2A and 2B DJR architectural plans dated April 12, 2017 • Master Plan Phasing Plan (attached) • Public versus Private Utilities Master Plan (attached) • Utility Infrastructure Phasing Master Plan (attached) • Public Improvements Phase 2A (attached) • Topographic Survey Plans Dated September 15, 2016 • Demolition and Erosion Control Plans Phases 2A and 2B dated April 12, 2017 • Grading, Drainage, Erosion Control Plans Phases 2A and 2B dated April 12, 2017 • Utility Plans Phases 2A and 2B dated April 12, 2017 • Paving and Geometric Plans Phases 2A and 2B dated April 12, 2017 • Civil Details dated April 12, 2017 • Stormwater Pollution Prevention Plans Phases 2A and 2B dated April 12, 2017 • Landscaping Plans Phases 2A and 2B dated March 17, 2017 The Developer may request changes to the Plans. For Plan changes deemed minor, pursuant to City ordinances, changes can be reviewed and approved by City staff. All other Plan changes shall require approval by the City Council. 4. EROSION CONTROL. Prior to initiating construction, the Erosion Control Plan shall be implemented by the Developer and inspected and approved by the City. The City may impose additional erosion control obligations if they would be beneficial. All areas disturbed by the grading operations shall 192113v2 3 be stabilized per the Minnesota Pollution Control Agency (“MPCA”) Stormwater Permit for Construction Activity. Seed shall be in accordance with the City's current seeding specification, which may include temporary seed to provide ground cover as rapidly as possible. All seeded areas shall be fertilized, mulched, and disc anchored as necessary for seed retention. The parties recognize that time is of the essence in controlling erosion. If the Developer does not comply with the MPCA Stormwater Permit for Construction Activity or with the Erosion Control Plan or any schedule of supplementary instructions received from the City, the City may take such action as it deems appropriate to control erosion. The City will endeavor to notify the Developer in advance of any proposed action, but failure of the City to do so will not affect the Developer's and City's rights or obligations hereunder. If the Developer does not reimburse the City for any cost the City incurred for such work within ten (10) days of receipt of notice thereof, the City may draw on the letter of credit to pay any costs. No development or utility construction will be allowed and no building permits will be issued unless the Subject Property is in full compliance with the approved Erosion Control Plan. 5. LICENSE. Developer hereby grants the City, its agents, employees, officers and contractors a license to enter the Subject Property to perform all work and inspections deemed appropriate by the City in conjunction with site development. 6. CONSTRUCTION ACCESS. Construction traffic access and egress must be in accordance with the Construction Management Plan. 7. PUBLIC IMPROVEMENTS. Public Improvements shall be installed in accordance with City standard specifications and ordinances. Grading, construction activity, and the use of power equipment is prohibited between the hours of 9 o’clock p.m. and 7 o’clock a.m. All Public Improvement Plans shall be prepared by a competent registered professional engineer and submitted to the City for approval by the City Engineer. The Developer shall instruct its engineer to provide adequate field inspection personnel to assure an acceptable level of quality control to the extent that the Developer’s engineer will be able to certify that the construction work meets the approved City standards as a condition of City acceptance. In addition, the City may, at the City’s discretion and at the Developer’s expense, have one or more City 192113v2 4 inspectors and a soil engineer inspect the work on a part-time basis. The Developer, its contractors and subcontractors, shall follow all instructions received from the City’s inspectors. The Developer’s engineer shall provide for on-site project management. The Developer’s engineer is responsible for design changes and contract administration between the Developer and the Developer’s contractor. The Developer or its engineer shall schedule a pre-construction meeting at a mutually agreeable time at the City with all parties concerned, including the City staff, to review the program for the construction work. Within thirty (30) days after the completion of the Public Improvements and before the security is released, the Developer shall supply the City with a complete set of reproducible “as constructed” plans and an electronic file of the “as constructed” plans that satisfy the City’s record drawings requirement which are attached. The Record Drawings shall be submitted prior to the Developer receiving an occupancy permit for any building on the Subject Property. 8. DEWATERING. Due to the variable nature of groundwater levels and stormwater flows, it is the Developer’s responsibility to satisfy itself with regard to the elevation of groundwater and to perform any necessary dewatering and storm flow routing. All dewatering shall be in accordance with applicable laws and regulations. 9. TIME OF PERFORMANCE. The Developer shall install all required Public Improvements by June 30, 2019. 10. CLEAN UP. The Developer shall clean dirt and debris from streets that has resulted from construction work by the Developer, subcontractors, their agents or assigns. Prior to any construction in the Subject Property, the Developer shall identify in writing a responsible party and schedule for erosion control, street cleaning, and street sweeping. 11. OWNERSHIP OF IMPROVEMENTS. Upon completion of the work and construction required by this Agreement and final acceptance by the City, the Public Improvements identified in the Plans lying within public easements shall become City property without further notice or action. Prior to acceptance of the improvements by the City, the Developer must furnish the following affidavits: • Contractor’s Certificate 192113v2 5 • Engineer’s Certificate • Developer’s Certificate certifying that all construction has been completed in accordance with the terms of this Agreement. All necessary forms will be furnished by the City. Upon receipt of affidavits and verification by the City Engineer, the City Engineer will accept the completed public improvements. Within thirty (30) days after the acceptance of the improvements, the Developer shall supply the City with a complete set of reproducible "record” plans, an electronic file of the “record” plans in accordance with the City’s Design and Construction Manual. 12. CITY ENGINEERING ADMINISTRATION AND CONSTRUCTION OBSERVATION. The Developer shall pay for in-house engineering administration. City engineering administration will include monitoring of construction observation, consultation with Developer and its engineer on status or problems regarding the Project, coordination for final inspection and acceptance, Project monitoring during the warranty period, and processing of requests for reduction in security. 13. SECURITY REQUIREMENTS. To guarantee compliance with the terms of this Agreement and all of the Plans, payment of the costs of all Public Improvements, and construction of all Public Improvements per Public Improvements Plan for Phase 2A and breakdown list of Securities attached, the Developer shall furnish the City with a Cash Deposit or Check ("security") for $67,500, plus a cash fee of $4,725 for City engineering administration. This breakdown is for historical reference; it is not a restriction on the use of the security. The bank shall be subject to the approval of the City Manager. The City may draw down the security, on five (5) business days written notice to the Developer, for any violation of the terms of this Agreement or without notice if the security is allowed to lapse prior to the end of the required term. If the required Public Improvements are not completed at least thirty (30) days prior to the expiration of the security, the City may also draw it down without notice. If the security is drawn down, the proceeds shall be used to cure the default. Upon receipt of proof satisfactory to the City that the Project has been substantially completed in accordance with the Plans and financial obligations to the City have been satisfied, with City approval the security may be reduced from 192113v2 6 time to time by ninety percent (90%) of the financial obligations that have been satisfied. Ten percent (10%) of the security shall be retained as security until all Public improvements have been completed, all financial obligations to the City satisfied, the required "as constructed" plans have been received by the City, a warranty security is provided, and the Public Improvements are accepted by the City Council. The City’s standard specifications for utility and street construction outline procedures for security reductions. 14. WARRANTY. The Developer warrants all Public Improvements required to be constructed by it pursuant to this Agreement against poor material and faulty workmanship. The warranty period for all Public Improvements is one year and shall commence following completion and acceptance by City Council. The Developer shall post maintenance bonds in the amount of twenty-five percent (25%) of final certified construction costs of the Public Improvements to secure the warranties. The City shall retain ten percent (10%) of the security posted by the Developer until the maintenance bonds are furnished to the City or until the warranty period expires, whichever first occurs. The retainage may be used to pay for warranty work. The City’s standard specifications for utility construction identify the procedures for final acceptance of utilities. 15. SPECIAL PROVISIONS. A. Developer shall comply with the requirements in the Director of Engineering’s memorandum dated November 2, 2016, and November 30, 2016 which are on file with the City. B. The Developer must cooperate and partner with the City to secure future funding sources for public roadway improvements and pedestrian crossings, serving the Project, but without creating additional financial obligations for Developer. 16. RESPONSIBILITY FOR COSTS. A. The Developer shall pay all reasonable costs incurred by it or the City in conjunction with the development of the site and installation of public improvements, including but not limited to legal, 192113v2 7 planning, engineering and inspection expenses incurred in connection with approval and development of the Subject Property, the preparation of this Agreement, review of any other plans and documents. B. The Developer shall hold the City and its officers, employees, and agents harmless from claims made by itself and third parties for damages sustained or costs incurred resulting from Developer’s development of the site and installation of Public Improvements. The Developer shall indemnify the City and its officers, employees, and agents for all costs, damages, or expenses which the City may pay or incur in consequence of such claims, including attorneys' fees. C. In the event the City is successful in litigation to enforce the terms of this Agreement, the Developer shall reimburse the City for costs incurred in litigation and subsequent enforcement of this Agreement, including reasonable engineering and attorneys' fees. D. The Developer shall pay in full all bills submitted to it by the City for undisputed obligations incurred under this Agreement within thirty (30) days after receipt. If the undisputed bills are not paid on time, the City may halt site development and construction until the bills are paid in full. Bills not paid within thirty (30) days shall accrue interest at the rate of eight percent (8%) per year. 17. MISCELLANEOUS. A. Third parties shall have no recourse against the City or the Developer under this Agreement. B. Breach of the terms of this Agreement by the Developer shall be grounds for denial of building permits, including lots sold to third parties. C. If any portion, section, subsection, sentence, clause, paragraph, or phrase of this Agreement is for any reason held invalid, such decision shall not affect the validity of the remaining portions of this Agreement. D. If building permits are issued prior to the acceptance of Public Improvements, the Developer assumes all liability and costs resulting in delays in completion of Public Improvements and damage to Public Improvements caused by the City, Developer, its contractors, subcontractors, material men, employees, agents, or third parties. No sewer and water connections or inspections may be 192113v2 8 conducted and no one may occupy a building for which a building permit is issued on either a temporary or permanent basis until the streets needed for access have been paved with a bituminous surface and the utilities are accepted by the City Engineer. E. The action or inaction of the City shall not constitute a waiver or amendment to the provisions of this Agreement. To be binding, amendments or waivers shall be in writing, signed by the parties and approved by written resolution of the City Council. The City's failure to promptly take legal action to enforce this Agreement shall not be a waiver or release. F. This Agreement shall run with the land and may be recorded against the title to the Subject Property. The Developer covenants with the City, its successors and assigns, that the Developer has fee title to the Subject Property or has obtained consents to this Agreement, in the form attached hereto, from all parties who have an interest in the property; that there are no unrecorded interests in the property; and that the Developer will indemnify and hold the City harmless for any breach of the foregoing covenants. G. The Developer and its contractors shall acquire public liability and property damage insurance covering personal injury, including death, and claims for property damage which may arise out of the Developer's work or the work of their subcontractors or by one directly or indirectly employed by any of them. Limits for bodily injury and death shall be not less than $100,000 for one person and $1,000,000 for each occurrence; limits for property damage shall be not less than $200,000 for each occurrence; or a combination single limit policy of $1,000,000 or more. The City shall be named as an additional insured on the policy on a primary and noncontributory basis, and the Developer and contractors shall file with the City a certificate evidencing coverage. The certificate shall provide that the City must be given ten (10) days advance written notice of the cancellation of the insurance. The Developer and contractors must provide a Certificate of Insurance which meets the following requirements: 1. The Description section of the Accord form needs to read “City of Edina is named as Additional Insured with respect to the General Liability and Auto Liability policies on a Primary and Non-Contributory Basis.” 2. Certificate Holder must be City of Edina. 192113v2 9 3. Provide copy of policy endorsement showing City of Edina named as Additional Insured on a Primary and Non-Contributory Basis. H. The Developer and its general contractor shall obtain Workmen’s Compensation Insurance in accordance with the laws of the State of Minnesota, including Employer’s Liability Insurance, to the limit of $100,000.00 each accident. I. Each right, power or remedy herein conferred upon the City is cumulative and in addition to every other right, power or remedy, express or implied, now or hereafter arising, available to City, at law or in equity, or under any other agreement, and each and every right, power and remedy herein set forth or otherwise so existing may be exercised from time to time as often and in such order as may be deemed expedient by the City and shall not be a waiver of the right to exercise at any time thereafter any other right, power or remedy. J. The Developer may not assign this Agreement without the written permission of the City Council. The Developer's obligation hereunder shall continue in full force and effect even if the Developer sells one or more lots, the entire Subject Property, or any part of it. K. Breach of the terms of this Agreement by the Developer, including nonpayment of billings from the City, shall be grounds for denial of building permits and certificates of occupancy, and the halting of all work on the property. L. The Developer represents to the City that the development complies with all city, county, metropolitan, state, and federal laws and regulations, including but not limited to: subdivision ordinances, zoning ordinances, and environmental regulations. If the City determines that the development does not comply, the City may, at its option, refuse to allow construction or development work in the development until the Developer does comply. Upon the City’s demand, the Developer shall cease work until there is compliance. M. From time to time, when requested by Developer, the City shall execute and deliver a recordable certificate confirming the satisfaction or completion of certain requirements contained in this Agreement. 192113v2 10 18. DEVELOPER’S DEFAULT. In the event of default by the Developer as to any of the work to be performed by it hereunder, the City may, at its option, perform the work and the Developer shall promptly reimburse the City for any expense incurred by the City, provided the Developer, except in an emergency as determined by the City, is first given notice of the work in default, not less than ten (10) days in advance. This Agreement is a license for the City to act, and it shall not be necessary for the City to seek a Court order for permission to enter the land. When the City does any such work, the City may, in addition to its other remedies, assess the cost in whole or in part. 19. NOTICES. Required notices to the Developer shall be in writing, and shall be either hand delivered to the Developer, its employees or agents, or mailed to the Developer by certified mail at the following address:Southdale Office Partners LLC, 6800 France Ave S. Suite #555, Edina, MN 55435. Notices to the City shall be in writing and shall be either hand delivered to the City Manager, or mailed to the City by certified mail in care of the City Manager at the following address: Edina City Hall, 4801 W. 50th Street, Edina, Minnesota 55424-1330. [The remainder of this page has been intentionally left blank. Signature pages follow.] 192113v2 11 CITY OF EDINA BY: __________________________________________ James Hovland, Mayor AND __________________________________________ Scott Neal, City Manager STATE OF MINNESOTA ) )ss. COUNTY OF HENNEPIN ) The foregoing instrument was acknowledged before me this ________ day of ______________, 20___, by James Hovland and by Scott Neal, respectively the Mayor and City Manager of the City of Edina, a Minnesota municipal corporation, on behalf of the corporation and pursuant to the authority granted by its City Council. ______________________________________________ NOTARY PUBLIC 192113v2 12 DEVELOPER:SOUTHDALE OFFICE PARTNERS LLC, a Minnesota Limited Liability Company BY: __________________________________________ Name: _________________________________ Title: ___________________________________ STATE OF MINNESOTA ) )ss. COUNTY OF ___________ ) The foregoing instrument was acknowledged before me this ________ day of ______________, 20___, by ____________________________, the _________________________ of Southdale Office Partners, LLC, a Minnesota limited liability company, on its behalf. ______________________________________________ NOTARY PUBLIC DRAFTED BY: CAMPBELL, KNUTSON Professional Association 860 Blue Gentian Road, Suite 290 Eagan, MN 55121 Telephone: 651-452-5000 [RNK] 192113v2 13 FEE OWNER CONSENT TO DEVELOPMENT AGREEMENT SOUTHDALE OFFICE PARTNERS LLC, A Minnesota Limited Liability Company fee owners of all or part of the subject property, the development of which is governed by the foregoing Development Agreement, affirm and consent to the provisions thereof and agree to be bound by the provisions as the same may apply to that portion of the subject property owned by them. Dated this _____ day of ____________, 20___. SOUTHDALE OFFICE PARTNERS, LLC BY: ______________________________________ Its: _________________________________ STATE OF MINNESOTA ) ( ss. COUNTY OF __________ ) The foregoing instrument was acknowledged before me this _____ day of _____________, 20___, by SOUTHDALE OFFICE PARTNERS, LLC, a Minnesota Limited Liability Company ______________________________________________________. ________________________________________ NOTARY PUBLIC DRAFTED BY: CAMPBELL KNUTSON Professional Association Grand Oak Office Center I 860 Blue Gentian Road, Suite 290 Eagan, Minnesota 55121 (651) 452-5000 RNK 192113v2 14 MORTGAGE CONSENT TO DEVELOPMENT AGREEMENT Associated Bank, a national banking association in their capacity as Agent/Lender which holds a mortgage on the subject property, the development of which is governed by the foregoing Development Agreement, agrees that the Development Agreement shall remain in full force and effect even if it forecloses on its mortgage. Dated this _____ day of ____________, 20___. ASSOCIATED BANK BY: ______________________________________ Its: _________________________________ STATE OF MINNESOTA ) ( ss. COUNTY OF __________ ) The foregoing instrument was acknowledged before me this _____ day of ________________, 20___, by Associated Bank, a national banking association in their capacity as Agent/Lender__________________________________________________________________________ . ________________________________________ NOTARY PUBLIC DRAFTED BY: CAMPBELL KNUTSON Professional Association Grand Oak Office Center I 860 Blue Gentian Road, Suite 290 Eagan, Minnesota 55121 (651) 452-5000 RNK Th e A v e n u e o n F r a n c e 27 PH A S E 1 Un d e r P e r m i t PH A S E 5 TB D PH A S E 2 A 20 1 7 / 2 0 1 8 PH A S E 6 TB D PH A S E 4 A TB D PH A S E 2 B 20 1 8 / 2 0 1 9 PHASE 3 TBD PH A S E 4 B TB D Ph a s i n g - T h e A v e n u e o n F r a n c e Th i s d i a g r a m b e l o w s h o w s c o n c e p t u a l p h a s i n g b a s e d o n pr o p o s e d b u i l d i n g s a n d d e m o l i t i o n o f e x i s t i n g b u i l d i n g s . A l l ph a s e s a r e e x p e c t e d t o b e g i n w i t h i n t h e n e x t 5 t o 1 0 y e a r s . N BA N K O F A M E R I C A 1F 7,1 9 0 S F Un d e r P e r m i t RE T A I L I I - A 2F 25 , 7 4 8 S F EX . 6 8 0 0 O F F I C E 7F To R e m a i n TA V E R N O N F R A N C E 1F To R e m a i n OF F I C E 6F 11 6 , 0 0 0 S F EX . 6 6 0 0 O F F I C E 6F To R e m a i n RE T A I L I I - B 2F 23 , 0 9 3 S F MEDICAL OFFICE BUILDING 6F 155,000 SF RE S I D E N T I A L 8F 10 5 , 2 8 0 S F 70 U n i t s RE T A I L 1F 6,5 0 0 S F HO T E L 4F 72 , 3 5 0 S F 10 0 R o o m s The Avenue on FranceDJRARCHITECTURE INC. 28 PHASE 1 Under Permit PHASE 5 TBD PHASE 2A2017/2018 PHASE 6 TBD PHASE 4A TBD PHASE 2B2018/2019 PHASE 3TBD Phasing of Interior Streets Flexible Depending on Surrounding Development PHASE 4BTBD PHASE 2ARRFB’S ADA RAMPS THERMOPLASTIC CROSSWALK MARKINGREFUGE ISLAND PHASE 2ACHIPPED & LIGHTED PATH PHASE 2AADA SIDEWALK ADA RAMPS PHASE 2A ADA SIDEWALK ADA RAMPS PHASE 2APUBLIC WATER MAIN PHASE 2A $40,000 DEVELOPER CONTRIBUTION TO- WARDS ENGINEERING REPORT ITEM #19 TO BE DONE DURING PHASE 3 VIA LETTER OF CREDIT PLUS YEARLY INFLATION TO FOLLOW 2017 ENGINEERS RECORD PHASE 2A CONSIDER REMOVAL OF PORK CHOP ISLAND PER ITEM #6 OF ENGINEERING MEMO DURING EITHER PHASE 2A OR PHASE 6 Phasing 2A - PUBLIC IMPROVEMENTS N BANK OF AMERICA 1F 7,190 SF Under Permit RETAIL II-A 2F 25,748 SF EX. 6800 OFFICE 7F To Remain TAVERN ON FRANCE 1F To Remain OFFICE 6F 116,000 SF EX. 6600 OFFICE 6F To Remain RETAIL II-B 2F 23,093 SF MEDICAL OFFICE BUILDING 6F 155,000 SF RESIDENTIAL 8F 105,280 SF 70 Units RETAIL 1F 6,500 SF HOTEL 4F 72,350 SF 100 Rooms PU B L I C V E R S U S P R I V A T E U T I L I T I E S MA S T E R P L A N Is s u e : Da t e : Pr o j e c t # : 1 6 3 5 2 Da t e : 4 / 7 / 2 0 1 7 TH E A V E N U E O N F R A N C E 66 0 0 F R A N C E A V E N U E S O U T H ED I N A , M N 5 5 4 3 5 ED I N A S K E T C H P L A N S U B M I T T A L 1 0 / 7 / 2 0 1 6 FI N A L R E Z O N I N G A N D RE D E V E L O P M E N T P L A N 4/ 1 2 / 2 0 1 7 PUBLIC WATER MAIN - NEW WATER MAIN TO BE PUBLIC. EXISTING WATER MAIN TO BE REVIEWED AFTER NON-DESTRUCTIVE TESTING. PUBLIC SANITARY SEWER - SEE COMMENT STORM SEWER - 90% PRIVATE, 10% PUBLIC. DISCUSSIONS ONGOING LEGEND TO BE EVALUATED IN PHASE 3 WHETHER PUBLIC OR PRIVATE. UT I L I T Y I N F R A S T R U C T U R E P H A S I N G MA S T E R P L A N Is s u e : Da t e : Pr o j e c t # : 1 6 3 5 2 Da t e : 4 / 7 / 2 0 1 7 TH E A V E N U E O N F R A N C E 66 0 0 F R A N C E A V E N U E S O U T H ED I N A , M N 5 5 4 3 5 ED I N A S K E T C H P L A N S U B M I T T A L 1 0 / 7 / 2 0 1 6 FI N A L R E Z O N I N G A N D RE D E V E L O P M E N T P L A N 4/ 1 2 / 2 0 1 7 STORM SEWER OPTION 1: MEET WATERSHED REQUIREMENTS STORM SEWER OPTION 2: AS SHOWN SEE STORM SEWER OPTIONS 1 & 2 PHASE 2A UTILITY PHASE 3 UTILITY PHASE 4A UTILITY PHASE 6 UTILITY PHASE 2B UTILITY PHASE 4B UTILITY PHASE 5 UTILITY PHASING LEGEND Date: May 2, 2017 Agenda Item #: V.F. To:Mayor and City Council Item Type: Request For Purchase From:Carter A. Schulze, PE, Assistant City Engineer Item Activity: Subject:Request for Purchase: Contract ENG 17-1 Parklawn Avenue and Nine Mile Creek Regional Trail Improvements and Xerxes Avenue Sanitary Sewer Extension and Nine Mile Creek Regional Trail Improvements Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve Request for Purchase for the Parklawn Avenue and Nine Mile Creek Regional Trail Improvements and Xerxes Avenue Sanitary Sewer Extension and Nine Mile Creek Regional Trail Improvements. INTRODUCTION: See attached detailed Request for Purchase. ATTACHMENTS: Description Request for Purchase: Contract ENG 17-1 Parklawn Avenue and Nine Mile Creek Regional Trail Improvements and Xerxes Avenue Sanitary Sewer Extension and Nine Mile Creek Regional Trail Improvements City of Edina • 4801 W. 50th St. • Edina, MN 55424 Request for Purchase Date: May 2, 2017 To: Mayor and City Council From: Carter A. Schulze, PE, Assistant City Engineer Subject: Request for Purchase – Contract ENG 17-1 Parklawn Avenue and Nine Mile Creek Regional Trail Improvements and Xerxes Avenue Sanitary Sewer Extension and Nine Mile Creek Regional Trail Improvements Purchase Subject to: ☒List Quote/Bid ☐State Contract ☐Service Contract The Recommended Bid is: ☒Within Budget ☐Not Within Budget SM Hentges & Sons, Inc. $2,556,959.37 Date Bid Opened or Quote Received: Bid or expiration Date: April 20, 2017 June 20, 2017 Company: Amount of Quote or Bid: SM Hentges & Sons, Inc. Geislinger & Sons, Inc. Minger Const. Co.Inc. $2,556,959.37 $2,680,697.50 $2,922,632.15 Recommended Quote or Bid: Page 2 City of Edina • 4801 W. 50th St. • Edina, MN 55424 Request for Purchase Department Director Authorization: ________________________________________ City Council Authorization Date: ______________________ (for purchases over $20,000 only) Budget Impact This project combines two 2017-2021Capital Improvement Plan (CIP) projects; Parklawn Avenue- #15-126 and the Sanitary Trunk Capacity Expansion along Xerxes Avenue – #15-147. This project will be funded by Municipal State Aid, Three Rivers Park District (TRPD), Metropolitan Council Environmental Services (MCES), special assessments, respective utility funds and the Pedestrian and Cyclist Safety fund. The City has entered into a cooperative agreement with both the MCES and TRPD to identify cost sharing responsibilities. Based on the low bid results, the Parklawn portion came in approximately 7% under the engineer’s estimate and the Xerxes Sanitary Extension came in approximately 18% over the engineer’s estimate. The overage on the Xerxes Sanitary Extension will be accounted for from savings on other 2017 CIP projects. Environmental Impact These combined projects involve rehabilitation and installation of sanitary sewer, upgrades to the storm sewer, localized rehabilitation of water main systems, construction of new concrete curb and gutter and sidewalks, construction of regional trails, and reconstruction of concrete and bituminous pavement surfaces. Alternative construction methods utilized within the City include reclamation of existing bituminous surfaces to reuse aggregate base material, implementation of utility pipe rehabilitation through trenchless technologies thus reducing greenhouse gases associated with open cut installations, and hydro-seeding restoration versus traditional sod placement when feasible. This project will reduce impervious surfaces and develop roads, bicycle and pedestrian facilities with low impact development techniques. Community Impact This project will provide premier, long term core service facilities and provide access and mobility for all transportation modes while enhancing safety and convenience. It is necessary to improve the infrastructure, and comply with the City’s Living Streets Policy as well as Vision Edina’s mission statement to “provide effective and valued public services and maintain a sound public infrastructure”. Date: May 2, 2017 Agenda Item #: V.G. To:Mayor and City Council Item Type: Request For Purchase From:Mark K. Nolan, Transportation Planner Item Activity: Subject:Request for Purchase: Authorize Consultant Services for Pedestrian and Bicycle Master Plan Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve Request for Purchase. INTRODUCTION: See attached detailed Request for Purchase. ATTACHMENTS: Description Request for Purchase: Authorize Consultant Services for Pedestrian and Master Bicycle Plan Proposal: Community Design Group City of Edina • 4801 W. 50th St. • Edina, MN 55424 Request for Purchase Date: May 2, 2017 To: Mayor and City Council From: Mark K. Nolan, AICP, Transportation Planner Subject: Request for Purchase: Authorize Consultant Services for Pedestrian and Bicycle Master Plan Purchase Subject to: ☐List Quote/Bid ☐State Contract ☒Service Contract The Recommended Bid is: ☒Within Budget ☐Not Within Budget Community Design Group, Inc. ($74,988) Information/Background: The recommended consultant will work with City of Edina staff and decision makers to conduct a public engagement process, review existing policy and plans, develop a vision and guiding principles, make recommendations and prepare a Master Plan document to guide the future development of non-motorized infrastructure in Edina. In particular, the City is asking the consultant to provide recommendations regarding location, type, management and maintenance of facilities; citywide policy; education, encouragement and outreach; and, implementation and funding opportunities. The project will include meetings with the public, City elected and appointed officials, and local pedestrian and bicycle experts. Consultant Selection Process City Staff received proposals from six consultant teams, and interviewed three (Alta Planning & Design with Zan Associates; Community Design Group with SEH; and Toole Design Group). Staff recommends approving the proposal with Community Design Group. Date Bid Opened or Quote Received: Bid or expiration Date: March 23, 2017 N/A Company: Amount of Quote or Bid: Community Design Group, Inc. $74,988.00 Recommended Quote or Bid: Page 2 City of Edina • 4801 W. 50th St. • Edina, MN 55424 Request for Purchase Department Director Authorization: ________________________________________ City Council Authorization Date: ______________________ (for purchases over $20,000 only) Budget Impact The project will be funded through the City’s Pedestrian and Cyclist Safety (PACS) Fund, and is listed in the Capital Improvement Plan under CIP #17-068 with a budget of $75,000. This project will update and replace the existing (2008) Comprehensive Bicycle Transportation Plan, and will incorporate planning for pedestrians into a non-motorized, “active” transportation plan. This Master Plan will fulfill key requirements of the transportation chapter of the 2018 Comprehensive Plan Update and will be incorporated into this Plan. Environmental Impact A primary goal of this project is to encourage walking and cycling as viable modes of transportation in Edina. As these non-motorized trips replace those often taken in automobiles, the resulting reduction of energy use and carbon emissions – as well as improved air quality in Edina – are net positive outcomes. Community Impact This project will result in improved walking and biking conditions in Edina, which will have short- term safety benefits, as well as short- and long-term health benefits for the residents of Edina. As some segments of the population either are unable or choose not to own an automobile, (i.e. children, the elderly and those with disabilities) these members of the community will particularly benefit from improved walking and biking conditions. SUBMITTED BY: Community Design Group (CDG)212 3rd Avenue North, Suite 515 Minneapolis, MN 55401612-354-2901 www.c-d-g.org Proposal for Planning and Design Services This page intentionally left blank. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN1 March 23, 2017 Mr. Mark K. Nolan, AICP, Transportation Planner City of Edina, 7450 Metro Blvd., Edina, Minnesota 55439 Re: Pedestrian and Bicycle Master Plan Dear Mr. Nolan, Community Design Group (CDG) is excited to present this proposal to provide planning, design and engagement services to develop the City of Edina Pedestrian and Bicycle Master Plan. We have enjoyed our past work with the City of Edina and are eager to offer the bicycle and pedestrian planning skills we have honed over the past decade since our development of the 2007 Comprehensive Bicycle Transportation Plan. Significant planning, policy and infrastructure improvements have been made in Edina, but there remain many complex challenges to improving bicycle and pedestrian mobility in the City. A collaborative process and an integrated plan are the key next steps to achieve a truly walkable and bikeable Edina. CDG is well-qualified to meet the needs of this exciting project and bring it to a successful, best-of-class completion. We offer a demonstrated trajectory of innovation in bicycle planning and design, with a portfolio that includes development of dozens of bicycle and pedestrian plans and studies, including recent plans for neighboring communities of Eden Prairie, Brooklyn Park, and Hopkins. In addition, we have completed over one hundred Safe Routes to School (SRTS) plans for urban, suburban and rural communities. Our work integrates technical expertise and dedicated commitment to improving conditions for walking and biking in communities of all sizes throughout the Midwest. We bring an Active Living/Community Health framework and a 5E's approach that incorporates the latest guidance and best practices from AASHTO, NACTO, and ITE, fully integrating both infrastructure and programming approaches to make walking and biking safer, more comfortable, more convenient and useful activities - for people of all ages and abilities, everyday - including through the winter months. We are please to also offer the participation of SEH on our team to strengthen our design and engineering capabilities. CDG and SEH have a successful history as partners, having worked together on the Saint Paul Grand Round Trail Master Plan and Rochester City Loop Pedestrian and Bicycle Trail. Thank you for the opportunity to submit this response. Please feel free to contact me if you have any questions or if you would like any additional information for evaluation of our submittal. Sincerely, Antonio M. Rosell, P.E., AICP Director, Community Design Group (CDG) 212 3rd Avenue North, Suite 515, Minneapolis, MN 55401 Email: arosell@c-d-g.org | Office: 612-354-2901 | Mobile: 612-234-7078 Community Design Group (CDG) | 212 3rd Avenue North, Suite 515, Minneapolis, MN 55401 | 612-354-2901 | www.c-d-g.org a people-centered, asset-based approach to urban planning, policy and design community design group City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 2 Table of Contents 1 Firm Information 5 2 Understanding and Approach 9 Approach to Engagement 13 Scope of Work 14 Project Timeline 19 3 Key Personnel 21 Project Team Structure 23 4 Qualifications and Experience 25 References 27 Project Experience 28 5 Fee Estimate 41 6 Appendix 43 Resumes 45 City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 3 Firm Information 1 City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN4 About Community Design Group Community Design Group (CDG) is a Twin Cities planning and design firm specializing in urban design and placemaking, sustainable transportation, and community visioning and engagement. Active since 2001, CDG is recognized for its people-centered, asset-based approach that infuses a community health and Active Living perspective through all of its work. CDG’s work responds to a community’s unique history, context and circumstances to offer cost-effective, implementable recommendations that respond to community needs and vision and help make cities and places more healthful, vital and prosperous places. CDG’s community-centered approach engages clients, residents and stakeholders in meaningful consultation and develops consensus toward solutions and implementation. CDG’s tools and approach expand resident participation in planning and design initiatives, and enrich solutions that improve our communities’ built environment. CDG has 9 staff members: 6 planners, 2 designers and 1 operations staff member. Vendor Outreach Statement CDG is a 100% Hispanic-owned small business, and holds current certifications as a Small Business Enterprise (SBE) and Minority Business Enterprise (MBE) with the Hennepin County Central Certification CERT Program, as well as the Minnesota Department of Administration Targeted Group Small Business (TGB) and Disadvantaged Business Enterprise with the Minnesota United Certification Program (DBE). Firm Services Transportation and Mobility Planning Our approach emphasizes sustainability and access, focusing on addressing the needs of pedestrians, bicyclists, transit users, and motorists in a safe and welcoming environment that prioritizes human scale and comfort. Community Engagement, Education and Visioning Honest, meaningful and ongoing community engagement is a foundation for our work. We believe that more ideas and opinions lead to solutions that address more issues, belong to more people, and that more fairly and sustainably resolve the problems at hand. We build participation frameworks that provide continuing opportunity for engagement beyond the project conclusion. Placemaking and Community Planning We work to create human-scaled places and spaces where people feel welcome and comfortable; places that are interesting, safe and vital, that are assets to our communities and that invite people to connect with each other and build the framework of community. Contact information: Antonio Rosell, PE, AICP Community Design Group 212 3rd Avenue North, Suite 515 Minneapolis, Minnesota 55401 Email: arosell@c-d-g.org Phone and Fax: 612-354-2901 Web: www.c-d-g.org City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 5 Short Elliott Hendrickson Inc. (SEH) is a Minnesota company providing engineering, architectural, planning, and environmental services to public and private clients throughout the country. With more than 800 employees, SEH delivers solutions in the Buildings, Energy, Environmental, Infrastructure, Transportation and Water markets. “Building a better world” embodies SEH’s commitment to improving quality of life through safer roads, bridges, parks and trails; renewable energy and sustainable design; and cleaner air, drinking water, rivers and lakes. For more information: www.sehinc.com •Airport Planning / Design •Architecture •Bridge Design and Inspections •Civil Engineering •Community Planning •Construction Services •Dams/Levees/Reservoirs •Drinking Water •Energy Sources •Community Development and Project Funding •Environmental Services •Flood Management •Geographic Information Systems •Geotechnical Engineering •Highway Design •Land Development •Landscape Architecture •Mechanical/Electrical •Municipal Services •Natural Resource Sciences •Planning •Protective Coatings Management •Right-of-Way Services •Site Design and Development •Solid Waste Management •Structural Engineering •Surveying •Traffic Engineering •Transportation Planning •Urban Design •Wastewater •Water Resources •Watershed Engineering •Wetland Services •Zoning Administration About SEH Firm Services SEH offers the following capabilities: City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN6 This page intentionally left blank. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 7 2 Understanding and Approach City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN8 This page intentionally left blank. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN9 The process and final deliverables for this new Pedestrian and Bicycle Master Plan will: •Thoroughly review current conditions and existing pedestrian and bicycle facilities to make full use of current assets and leverage strengths •Use a best practices approach and latest tools, methods, guidelines and standards •Offer best-practice planning and design for walking and biking facilities and intersections •Bring together a broad and diverse group of stakeholders to participate in the design process •Identify preferred routes within existing neighborhoods to encourage walking and biking, including consideration for connections to schools, parks, and other existing amenities •Provide concept designs for siting and for bike parking and other ancillary facilities •Offer a 5Es approach with a rich suite of programming (non-infrastructure) recommendations to extend the effectiveness of existing and planned investments •Increase the number of people bicycling and walking in the city Project Understanding Over the last decade, numerous planning studies and planning efforts have focused on pedestrian and bicycle mobility improvements in Edina. Many important Active Transportation assets have been added to the city as a result of these planning efforts led by the City and other partners. The 2007 Bicycle Transportation Plan provided a start towards the goals of improving safety, connecting to local and regional destinations, offering safe routes for all, and advancing the vision of Edina as a “progressive bicycle-friendly community where citizens can easily integrate cycling into their daily lives.” Recent improvements in the city include construction of 37 lane miles of bicycle facilities, eight miles of sidewalks, dedicated funding for the construction and maintenance of non-motorized infrastructure, a Living Streets policy and a Safe Routes to School Plan - all highlighting the city’s commitment to making lasting improvement to Edina’s walking and biking orientation. To continue on this trajectory, and take these efforts to the next level, the city is embarking on a new planning effort that will bring the latest tools, best practices and guidance to its approach to addressing the needs of people walking and biking within it today, and to growing use of these modes in the city by making these options more attractive and convenient for more people for more of their daily trips. We are proud of our work with Edina residents and staff in the 2007 Comprehensive Bicycle Transportation Plan. Today, we are eager to revisit that work, and to surpass it by updating its vision, leveraging recent new city and regional investments, bringing in the latest tools and methods, and capitalizing on the new understanding of Living Streets and Active Transportation, and the essential role they have in making our communities healthier, happier and more connected places to live in, work in and visit. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN10 Implementation-oriented CDG well understands that the purpose of plans is action: Before ... ... and after. Our recommendations guide, enable and facilitate success for communities as they move to turn ideas into reality. Our 2007 Bicycle Transportation Plan identified conditions at the then-existing York Avenue tunnel as an impediment to walking and cycling connectivity. Those recommendations, as well as numerous other conditions we identified throughout the city, opened the door to internal and external funds (including from the federal Non- Motorized Transportation Pilot) to fund lasting improvements in the city. Approach We believe the City of Edina is poised to achieve great success on its path to developing a first-class system of bicycle and pedestrian routes and connections. Our team’s experience, commitment, and vision will support the city’s continued success and fulfillment of the goals and vision that were first established in the 2007 Comprehensive Bicycle Transportation Plan, which we developed through close and productive collaboration with Edina residents, leaders and staff. We propose to develop a plan that: •Leverages the built assets and recommendations of previous and concurrent plans and projects, •Reflects current state-of-the-practice guidelines, innovations, recommendations and facilities, and •Reflects the future needs and aspirations of Edina residents, advocates, visitors, staff and other stakeholders Our work will offer an implementable, cost-effective and user- friendly concepts and network that support Edina’s ongoing evolution as a walk- and bike-friendly community. Collaboration is Key Successful, implementable projects are developed through a process that builds and distributes ownership throughout a community’s diversity of residents, advocates and stakeholders. As part of our work, we will bring together residents, business and property owners, transportation planners, advocates, City of Edina staff, and other business, agency and community stakeholders. This work will allow us to refine our understanding and access the community’s existing knowledge and expertise while building a framework for follow-through and implementation. Health Equity Planning, programming and infrastructure design for Active Transportation is an important tool to improve community health. Making sure that access to these benefits is available to all Edina neighborhoods and residents is a key consideration. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN11 Addressing health equity during the planning process and within the new master plan will require a holistic approach that ranges from community discussions and examination of current policies and plans to exploring current parameters of public health and reviewing available crash and injury data. Health equity will serve as one of the primary lenses through which we will engage and educate stakeholders, assess community needs, evaluate options, and craft policies and performance measures. Getting to a Master Plan - Efficiently and Effectively We have a strong foundation of knowledge about Edina - going back to our work on the 2007 plan and other more recent projects, including planning work for Metropolitan Council and Hennepin County, as well as work in the Grandview District. We will make good use of our foundation of knowledge to quickly assess current conditions and update vision and recommendations with a lens to the future. Our goal? To develop a robust and implementable Master Plan which will guide pedestrian and bicycle connectivity for many years to come. Quality Control We pride ourselves in the delivery of highest quality products. Both CDG and SEH will work to ensure successful, high-quality completion of tasks through careful attention to quality control details throughout all project phases through frequent communication with all project team members - constantly “being out in front of the project” - and leading internal team cross-check reviews to ensure that the ongoing work product meets Edina’s expectations. In our experience, effective project management is the key to a successful project. Both Principal- In-Charge Antonio Rosell (CDG) and Deputy Project Manager Heather Kienitz (SEH) will take on a well-defined role for highest attention to QA/QC. Cost Estimation The project team has a proven history of identifying practical cost-effective phasing plans as well as detailed and accurate cost estimation. Although not explicitly called out in the RFP, an understanding of relative cost is implicate to this work. The team is able to provide cost estimating “best practice” scenarios that will develop project support and confidence from stakeholders and agencies alike, and will also set expectations and standards for successful project implementation to follow. Safe, comfortable, convenient and inviting walk/bike accommodations for all are the foundation of our approach. Level of Traffic Stress (LTS): a method for following users’ needs to shape the walking and biking network Our approach is based on listening to users’ needs for safety, comfort and convenience to develop pedestrian and bicycle networks that address those needs and are useful. We will deploy “Level of Traffic Stress Analysis,” a GIS data-based methodology for network analysis that systematizes this approach and can efficiently identify the most useful and cost-effective improvements for a city’s network. The methodology is calibrated to respond to users’ needs and preference for direct routes between origins and destinations (school, shopping, parks) that do not include links that exceed their tolerance for traffic stress. Using existing data and GIS modeling, we’ll be able to develop an understanding of connected low-stress “islands” that can be, through strategic investments, joined with other low-stress locations in the city to quickly grow a network that is useful and inviting to a wider range of residents. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN12 Approach to Engagement We will develop and implement a robust set of in-person and online tools to engage members of the Edina community. We will include group walk and bike audits, Pop-Up Workshops, facilitated Project Management Team (PMT) conversations, in- person interviews and meeting, and extensive use of online tools like interactive online mapping to receive comments regarding intersections and site areas. The Bicycle and Pedestrian Plan process will involve extensive data collection and site analysis, which will include gathering information 'on-the-ground' as well as through mapping and analysis. All findings during this phase will be reported back to the PMT and the wider community for verification before moving to the next phase, which will involve the development of schematic design concepts. These concepts will again be verified and communicated with the public and the PMT and feedback from stakeholders will be integrated into the Final Study. Through our company’s 15-plus year history, we have had the opportunity to successfully and productively work in and engage with many types of communities, including with members of most of the ethnic and cultural communities that make Minnesota their home - including at all income levels, and urban, suburban and rural residents. We expand participation by intentionally seeking out and engaging with young people, seniors, ethnic and cultural communities, renters, landowners, small businesses and others to bring many different perspectives into the plan. We’ll go to the the city’s trails, events and places where Edina residents gather to bring engagement activities for the plan to them! Interactive, online tools will allows to connect with a broad cross-section of Edina residents to receive their ideas and comments about walking and biking routes, barriers and destinations. We believe engagement can (and should be) fun! Hands-on activities provide richer information and invite more residents to contribute to a community’s vision. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN13 Scope of Work Task 1: Prepare a Project Management Plan In this task we develop a Project Management Plan (PMP) and form a Project Management Team (PMT) to establish the information-sharing and communication infrastructure that will invite wide participation throughout the development of the Plan. Task 1.1: Overall project management CDG’s work will be led by CDG Director Antonio Rosell, who will provide overall project management, communication, and coordination for all project tasks, ensuring the highest quality of project products and services. He will be supported by Deputy Project Manager, Heather Kienitz of SEH. Antonio and Heather will work closely together and with the Project Management Team (PMT) to create a team environment that accomplishes the project goals and further establishes long-term mutual trust. Task 1.2: Project Kick-off Meet with Edina staff, review and finalize work plan, overall schedule, discuss communication and file- sharing methods, set dates for significant benchmarks, and establish a Project Management Team. Set schedule for project meetings for the duration of the project with the PMT. We recommend bi-weekly meetings to monitor project progress and receive guidance. We will work with Edina staff to identify stakeholder groups including specific local bicycling clubs and walking advocates. Task 1.3: Coordination meetings with city staff and officials •PMT meetings (approximately 16) •Edina Transportation Commission meetings (3) •Planning Commission work session (1) •City Council meetings (2) Task 1 Deliverables •Tech Memo: Project Management plan Task 2: Public Engagement Process In this task we engage residents using multiple approaches for meaningful conversations around walking and biking that will develop long-term relationships for the benefit of plan implementation. We’ll implement two rounds of open house workshops, "Pop-Up" events and ongoing online engagement opportunities. Task 2.1: Design public engagement and communications processes Develop a Public Outreach Strategy that outlines specific engagement goals, activities, intended audience and timeline. We’ll include innovative approaches to increase participation such as “Pop- Up” events and focused listening sessions. Task 2.2: Interactive online public participation •Develop a project website to provide access to online participation tools, disseminate project news and information, and serve as a repository of project documents and information. •Conduct online public engagement to provide additional opportunities for commenting for members of the public who are unable to attend an open house. •Develop and implement online surveys, including visual preferences for facility types. •Develop and implement online interactive mapping to receive public guidance on frequently-visited destinations, preferred routes, and choices for local investment or city routes. Task 2.3: Implement Engagement Events •Conduct open houses to learn from Edina residents. Open houses will likely be offered in neighborhoods and shopping areas throughout the community. •Open house activities will include interactive mapping, visual preference surveys, and ranking and prioritization exercises. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN14 In the first round of engagement, we will gather public input to understand conditions and residents ideas and preferences, including: •What issues exist today? •Which types of bicycle and pedestrian facilities do Edina residents prefer? •Where would residents like to travel to by bicycling or walking? In the second round of open houses, we’ll seek additional public input to refine options derived from previous public guidance. Questions may include selecting among route options, criteria for ranking candidates and implementation phasing, and others. Task 2.4: Listening sessions / Targeted engagement We’ll implement listening sessions with community organizations and hosts to dive deeper into specific issues and ideas from Edina communities. Task 2.5: Pop-Up engagement Implement “Pop-Up” events that set up project materials and offer quick opportunities for comment at popular public destinations. Task 2.6: Post-event analysis and reporting Summarize and report what was learned from the project’s engagement activities, including all in-person and online engagement. Task 2 Deliverables •Tech Memo: Public Outreach Strategy •Tech Memo: Summary of Public Outreach Findings CDG’s multifaceted engagement program includes local Pop- Up events in strategic locations to reach target audiences. Task 3: City Policy and Planning Document Review Many previous plans, policies and studies have focused on non-motorized and active transportation in Edina. We will conduct a thorough review of these documents and policies, and will summarize key elements, common themes and inconsistencies that may exist between them. Tasks in this phase include: •Task 3.1: Review existing documents •Task 3.2: Evaluation of current policies and strategies •Task 3.3: Summarize key commonalities and inconsistencies Task 3 Deliverables •Tech Memo: Summary of key commonalities and inconsistencies between current policy and planning documentation City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN15 Task 4: Existing Conditions Review and Analysis In this task we develop a thorough analysis of existing bicycle and pedestrian facilities in Edina. Research on existing resources, routes and activity zones along with evaluation of potential bicycling and pedestrian areas inform this task. Task 4.1: Inventory of existing bicycle and pedestrian facilities, conditions and activity •Review existing and proposed bicycling and pedestrian routes. •Identify typical ADA non-compliance issues and infrastructure. •Identify origins / destinations / trip generators for bicycle and pedestrian traffic, including local and regional destinations and destinations for recreational, commuter, visitors, through-travelers, and other types of non-motorized users. •Research existing conditions as needed through site visits and other field work, including detailed field review and inventory of existing bicycle facility dimensions, conditions, and constraints, using a GIS mobile application. •Review and validate non-motorized routes identified in previous planning efforts. •Inventory existing bicycle and pedestrian activity. •Coordinate with Edina staff to identify current data collection methodology. •Identify locations of reported bicycle and pedestrian crashes within the study area. •Identify gaps and barriers in the existing bicycle and pedestrian network. Task 4.2: Needs and Demand Analysis •Perform a user needs and demand analysis of bicyclists and pedestrians to ensure that the proposed systems and networks meet the needs and interests of bicyclists and pedestrians of all ages and abilities. •Perform field research of conditions identified to highlight hazards, barriers and constraints. Barriers include geographical, infrastructure, social and institutional barriers. •Evaluate existing programs to measure safety educations needs. •Evaluate crash data to identify high-crash intersections and infrastructure. •Perform a Level of Traffic Stress analysis on current street and trail network in selected localities to identify opportunities to develop a "low stress" bicycle and pedestrian network. •Provide an overview of issues related to the successful integration of bicycling, pedestrian and transit infrastructure. •Identify and provide improvement recommendations for bicycle routes and pedestrian infrastructure that aligns with transit opportunities, including at transit hubs, schools, downtown areas, and employment centers, among others. Task 4 Deliverables •Tech Memo: Diagnostic of Existing System, Facilities and Activities •Tech Memo: Needs and Demand Analysis Methodology •Tech Memo: Summary of Needs and Demand Analysis City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN16 Task 5: Vision, Principles, Strategies and Goals Based on the information gathered through public engagement, previous tasks and the review of the guiding principles articulated in the 2007 Bicycle Transportation Plan, we will develop a clear vision and revised set of guiding principles for a truly walkable and bikeable Edina. The vision and goals will guide the development of the plan recommendations in Task 6. We will also develop goals to guide the planning, funding and implementation of projects and increase the number of walkers and cyclists of all ages and abilities. Task 5.1: Develop plan vision and goals Develop a vision, goals and objectives from public and staff guidance. Comments and guidance from PMT, city staff, Pop-Up and early engagement efforts, including the first round of open house workshops and interviews with advisory committees and staff, will be used to develop a unifying vision for the plan purpose and preliminary goals and objectives for the plan. Goals and objectives will consider: •Community needs and desires; •The differing needs between pedestrians and cyclists; •County and local responsibilities and roles in planning and designing bicycle and pedestrian facilities. We will refine the vision, goals and strategies in consultation with the PMT and advisory committees to offer a firm foundation for the plan’s approach and recommendations, which will be completed as part of subsequent steps. Task 5 deliverables •Tech Memo: Vision, Goals and Objectives for the Edina Bicycle and Pedestrian Master Plan Task 6: Develop Plan Recommendations In this task we use information generated in the previous tasks to generate plan’s principal recommendations. These recommendations are shaped by and respond to the vision, goals and principles defined in Task 5. Task 6.1: Toolbox of best practices and design requirements Based on our analysis of existing conditions, Level of Traffic Stress (LTS) modeling, and conversation with PMT and city staff, we will develop a toolbox of treatments and Best Practices that are especially applicable to Edina and the plan’s goals. Activities include: •Research and summarize existing local, regional, national, and international trends in bicycle and pedestrian facility planning. •Define bicycle design requirements/guidance for facilities within the study area per City, County, State and national standards, including AASHTO, NACTO and ITE. •Define applicable standards and best practices for bicycling and walking infrastructure (e.g. pedestrian- friendly intersection design, signalization, bicycle parking and other ancillary bicycle infrastructure). Task 6.2: Identify potential routes, network and potential treatments Based on analysis of existing network and facilities, gaps/discontinuities and barriers, LTS analysis and location of potential origins and destinations (including neighborhoods, employment centers, parks and recreation areas, educational institutions, shopping destinations, cultural landmarks and others): •Pedestrian circulation network: -Develop a network of pedestrian routes -Identify key intersections -Identify potential issues -Identify potential, specific treatments for specific locations and intersections along the network City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN17 •Bicycle circulation network: -Develop a network of bicycling routes -Develop a two- or three-class hierarchy of routes based on connectivity and local / regional access criteria -Identify regional connections -Identify key intersections -Identify potential issues -Identify potential, specific treatments for specific locations and intersections along the network Task 6.3: Safety improvements •Based on best practices, recommend potential improvements and countermeasures to reduce risk of collisions at the crash locations identified in Task 4.2 •Identify pedestrian, cyclist and automobile driver education best practices Task 6.4: Operations, management and Maintenance recommendations •Define management and maintenance best practices walk and bike infrastructure in northern climates •Define general philosophy for maintenance of pedestrian and bicycle infrastructure, including year-round considerations •Define operations, management and maintenance considerations for the potential Edina network, including the currently existing and the proposed pedestrian and bicycle infrastructure network •Work with PMT, city staff and other partners to develop specific recommendations applicable to Edina Task 6.5: Transit integration •Provide an overview of issues related to the successful integration of walking, bicycling and transit operations •Identify and provide improvement recommendations for pedestrian and bicycle routes with high potential for successful integration with existing transit routes and infrastructure Task 6.6: Ancillary facilities •Describe locations for providing facilities related to pedestrian and bicycle networks, including (but not limited to) pedestrian lighting, pedestrian plazas and placemaking opportunities, and end of trip facilities for cyclists (bicycle parking, and bike lockers and showers, among others) •Provide guidelines, which may be adopted into zoning ordinances, for provision of ancillary facilities as part of development practices Task 6.7: Citywide policy recommendations and urban design guidelines •Recommend potential amendments to the City’s zoning code to enhance and support pedestrian and bicycle orientation •Prepare a set of urban design guidelines which may be adopted into zoning ordinances to enrich pedestrian environments and foster placemaking opportunities in Edina Task 6.8: Education, encouragement, promotions and outreach •Prepare a strategy to communicate with and invite Edina community members to become active users of potential improvements to the city’s pedestrian and bicycle infrastructure, including potential walk and bike routes, Safe Routes to School programs, and Walking / Biking School Bus programs •Develop educational materials that could be widely distributed to support plan goals •Promote connection with existing pedestrian and bicycle advocacy citizens’ groups •Identify opportunities for public art and arts- making as tools for placemaking and community engagement Task 6.9: Identify potential costs •Identify potential costs, and potential acquisition and construction issues for the routes and strategies identified in the Plan City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN18 Task 6.10: Implementation Action Plan (IAP) •Prepare an Implementation Action Plan (IAP) identifying steps and prioritization for implementing the proposed network •Prioritize recommended improvements over the short, medium and long-term, identifying potential relative costs associated with each recommended step •Identify discrete projects that could be funded individually as opportunities arise •Identify organizations, public officials, government agencies and other partners whose involvement would be needed for implementing each of the recommended steps •Identify funding and financing opportunities, at the local, State and Federal level (including grants and state aid funding), which may be used to implement the Plan •Identify methods to fund the maintenance of the existing and future non-motorized transportation network Task 6.11: Data collection methodology and benchmarks •Identify and recommend performance measures that may require additional data collection and analysis based on climate, conditions, and available resources •Develop a recommended methodology to measure use of bicycle and pedestrian facilities. Include consideration and recommendations for pedestrian and bicycle peak hour counts, for user-intercept surveys, for monthly / seasonal counts, and automated counts •Define locations for recurring counts and establish benchmarks to measure yearly progress; set goals for progress •Develop recommendations for tracking crashes involving users of non-motorized transportation and identifying locations with high crash rates •Develop a brief manual, and conduct a walkability audit to train local individuals on walkability audit methods and standards Task 6 deliverables •Tech Memo: Performance Measures and Recommendations for Data Collection •Tech Memo: Results and Summary of Data Collection •Best Practices Guide: Bicycle and Pedestrian Infrastructure Toolbox •Maps: Proposed Pedestrian and Bicycle Network •Tech Memo: Guidelines for Provision of Ancillary Facilities •Tech Memo: Potential Costs and Implementation Issues •Tech Memo: Recommended Bicycle Network •Tech Memo: Draft Recommendations and Preferred Alternatives •Tech Memo: Implementation Action Plan (IAP) Task 7: Prepare the Final Pedestrian and Bicycle Master Plan Document In this task we bring closure to remaining scope items, finalize preparation of final project materials, and provide tools for disseminating results of work produced. Task 7.1: Finalize renderings, maps and other graphics •Prepare renderings, maps and other graphics to illustrate project recommendations and final materials as needed Task 7.2: Complete Public Draft for review •Prepare a “Public Draft for Review” document and present to PMT, city staff and council, and stakeholder groups as requested •Make “Public Draft for Review” document available at online Plan site to maximize opportunity for public comment and review •Ongoing: Obtain comments from listening sessions and web tool, incorporate into Plan draft as appropriate City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN19 Task 7.3: Refine recommendations based on PMT, city staff and public comments •From comments obtained in Task 7.2, identify and address issues, modify recommendations as needed, and/or more clearly communicate rationale for recommendations Task 7.4: Complete Final Draft of Plan •Finalize Pedestrian and Bicycle Master Plan •Present Plan to PMT, city staff and council, stakeholder groups, and wider community •Include and respond to all comments provided to the Public Draft of the Plan •Submit all maps and related documents in hard copy and digital format. Work with City Staff to ensure all materials are submitted in appropriate formats •Complete Final Draft of Plan by November 2017 Task 7.5: Public Workshop#2: Open House and project closure •Present results of project plan and Implementation Action Plan (IAP) to wider community •Format is “open house” providing a wide time window where members of the public arrive and leave at their leisure. Can be part of a larger community event, or held at a stakeholder location Task7.6: Final meeting with Edina staff •Final meeting with city and other stakeholders •Verify all project tasks have been completed •Opportunity for feedback, project evaluation and comments Task 7 deliverables •Public Draft for Review of Plan document •Presentation: Key Points of Public Draft Document •Final Draft of Plan Document •Presentation: Key points of Final Draft of Plan Recommendations for improving safety for pedestrians and bicycle riders at a T intersection, from one of our recent plans. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 20 Project Timeline To make best use of time and resources, we would start work as soon as the project is awarded in April. Community Engagement efforts will begin in spring to maximize opportunity for public participation by engaging with stakeholders in outdoor settings. Draft recommendations and the final Plan will be presented to the City. The final Study will be presented by November 2017. Throughout the planning process, we will coordinate meetings with the Project Management Team. We will be responsible for facilitation and notes of all project meetings described in our scope of work. CDG has a proven track record of completing projects on time and within budget, delivering the highest quality products for our clients and partners. We are committed to working within a schedule and work program that meets the needs of the City and its partners. 2017 SPRING SUMMER FALL TASK 1 TASK 2 TASK 3 TASK 4 TASK 5 TASK 6 TASK 7 PROJECT TIMELINE Deliverable Task Time Periods City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 21 3 Key Personnel City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 22 For Community Design Group (CDG) CDG’s key leader for this project will be: Antonio M. Rosell, P.E., AICP Antonio M. Rosell, P.E., AICP is the founder and Director of Community Design Group. An Urban Planner and Civil Engineer with twenty years of experience, he integrates innovation and best- practices in community design, Active Transportation, and citizen participation to facilitate community learning, consensus-building and implementation. He has led numerous urban planning, design and community engagement projects throughout Minnesota, and serves as Adjunct Professor at the University of Minnesota’s Humphrey School, where he teaches a graduate course on Sustainable Transportation. Antonio was recognized as “2015 Planner of the Year” by the Minnesota Chapter of the American Planning Association. Antonio will lead the work of the project team. For SEH SEH’s key leader for this project will be: Heather Kienitz, P.E. - SEH Project Manager Heather Kienitz, P.E. has dedicated herself to developing highly inclusive, context-sensitive solutions for built environments for the past 18 years. Heather leads multimodal traffic engineering projects for area plans, preliminary designs and final designs. She’s particularly experienced with the retrofit, reconstruction or new construction of bicycle and pedestrian facilities and enhancements. A natural collaborator, Heather believes in working closely with agency and community stakeholders to develop multimodal transportation solutions. Project leadership Community Design Group (CDG) will serve as the Prime Consultant for the project. Short Elliott Hendrickson Inc. (SEH) will participate as subconsultant to CDG. The CDG / SEH Team offers Edina maximum value towards the successful achievement of the goals sought for the Pedestrian and Bicycle Master Plan. Our team offers broad and deep experience in multimodal transportation planning, with a rich history of successfully working with communities to envision, structure, develop and achieve their desired vision. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN23 Project Team Structure The CDG / SEH Team believes that successful plans follow a collaborative development process. We propose a team structure that combines local knowledge and technical and design expertise. We will work closely with the Edina Project Management Team, ensuring an inclusive process for all stakeholders, including the City, Public Works, Transportation Commission, Hennepin County, Metro Transit, neighboring cities, bicycle and pedestrian advocacy groups and other community representatives. We will provide leadership, support and expertise to develop an exemplary and implementable plan. Antonio Rosell, founder and Director of CDG, who led our firm’s work in the 2007 Bicycle Plan, will serve as Principal-In-Charge and Project Manager, and will serve as point of contact throughout all phases of the project. Heather Kienitz, SEH Project Lead, will serve as Deputy Project Manager, working closely with Antonio to ensure coordination across teams and completion of highest quality deliverables. Data Collection, Analysis, and Synthesis Jono Cowgill, MURP (CDG) Planner Britt Berner, MURP (CDG) Planner Scot Nortrom (CDG) Process Oversight Community Engagement Planning and Facilitation Kadence Hampton, MURP (CDG) Lead Community Facilitator Adrian Diaz (CDG) Community Outreach Specialist City of Edina Project Management Team Principal-In-Charge Antonio Rosell, PE, AICP (CDG) Principal-In-Charge / Project Manager Heather Kienitz (SEH) Deputy Project Manager Design & Documentation Bob Kost, PE (SEH) Senior Urban Designer Karl Weissenborn (SEH) Lead Designer Sarah Sularz Landscape Architect Stakeholders Edina Transportation Commission Planning Commission City Council Community Members Hennepin County Metro Transit Neighboring Cities Bicycle/Pedestrian Advocacy Groups City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN24 This page intentionally left blank. City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 25 Qualifications and Experience 4 City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 26 CDG is well qualified to meet the needs of this project and bring it to a successful conclusion. We have a rich history of productive collaboration and excellence in non-motorized transportation planning, community design, and stakeholder engagement. We offer innovative approaches, concepts and solutions that build community participation and buy-in, and that lead to implementation. Some of our recent bicycle and pedestrian planning projects include: •City of Fitchburg (WI) Bicycle and Pedestrian Plan •MnDOT Safe Routes To School (SRTS) Statewide Planning Assistance (four planning cycles, from 2012 to 2017) •City of Oak Creek (WI) Safe Routes to School Action Plan •Saint Paul Grand Round Trail Master Plan •Hennepin County Active Living Demonstration Project: Hopkins and Brooklyn Center •City of Brooklyn Park Pedestrian and Bicycle Plan •City of Bemidji Bicycle Plan •Regional Active Transportation Plan for Benton, Sherburne, Stearns, and Wright counties •Ramsey County Pedestrian and Bicycle Plan •MnDOT Statewide Bicycle System Plan •City of Eden Prairie Pedestrian and Bicycle Plan •City of Robbinsdale Pedestrian and Bicycle Plan •Nice Ride Minnesota Twin Cities Bikeshare System Planning •Metropolitan Council Regional Bicycle System Master Study •Hennepin County Bicycle Transportation Plan •City of Maple Plain Trail and Sidewalk Plan •City of Hopkins Pedestrian and Bicycle Plan •City of Edina Comprehensive Bicycle Transportation Plan •Hennepin County Pedestrian Plan •Wright County Trail and Bikeway Plan •Pedestrian and Bicycle Planning Services, Bike Walk Twin Cities, Federal Non-motorized Transportation Pilot (NTP) For additional project information, please visit our website at www.c-d-g.org community design group Foundations of Our Approach We believe that: Non-motorized transportation is a foundation for community sustainability and health, economic competitiveness, and household and community prosperity. A grand vision captures community imagination and fuels the hard work of implementation. Public participation leads to better solutions and builds support for implementation. Every community has assets in place; building on them supports long-term success. Expertise in Bicycle and Pedestrian Planning City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN27 References In addition to the references listed on our project examples, please feel free to contact the following client contacts to learn more about the quality of our team’s services: Edina Comprehensive Bicycle Plan Kirk Johnson, Former Chair, Bike Edina Task Force Email: kirk.johnson@loganlogic.com, Phone: 612-916-9966 Eden Prairie Bicycle and Pedestrian Plan Robert Ellis, Director of Public Works City of Eden Prairie Email: rellis@edenprairie.org, Phone: 952-949-8310 Hopkins Pedestrian and Bicycle Plan Kersten Elverum, Director Department of Economic Development and Planning City of Hopkins, MN Email: kelverum@hopkinsmm.com, Phone: 952-548-6340 Hopkins Active Living Demonstration Projects Karen R. Nikolai, Manager, Healthy Community Planning Hennepin County Email: karen.nikolai@hennepin.us, Office: 612-348-8089 community design group City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN28 City of Edina Comprehensive Bicycle Transportation Plan In 2007, CDG worked closely with Edina residents and staff to develop the city’s first Comprehensive Bicycle Transportation Plan, which has successfully guided its infrastructure implementation decisions for the last ten years. Prominently informed by a Public Health / Active Living approach, the Plan envisions a fine-grained network of bicycle routes throughout the city and aims to provide Edina’s citizens easy, safe and convenient connections to schools, parks, shopping and entertainment, as well as access to regional bicycle transportation and recreation routes. Focused on implementation, the Plan’s framework and recommendations support the city’s step-by-step, gradual transformation into a “progressive bicycle-friendly community where citizens can easily integrate cycling into their daily lives.” The Plan and its recommendations have facilitated the city’s successful application for several implementation grants to fund its well-recognized and ongoing improvements. Reference Kirk Johnson, Former Chair Bike Edina Task Force (BETF) Email: Kirk.Johnson@loganlogic.com Mobile: 612-916-9966 Dates of Service May 2007 to October 2007 community design group EDINA, MINNESOTA City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 29 CDG worked closely with a team of staff and residents of Brooklyn Park to develop the city's first Pedestrian and Bicycle Plan. Deeply informed by a community health and Active Living / Active Transportation framework, the plan seeks to make walking and biking in the city safer, more inviting, more useful and more convenient - for both recreation and transportation trips. Over a condensed timeline of six months, we completed all project activities - including planning, design and engagement. Deliverables included the plan and all corresponding network maps, design concepts, a best practices report detailing innovative treatments, and guidance for implementation. We also developed Safe Routes to School (SRTS) recommendations for all seventeen public schools within the city, and coordinated routes and improvements with ongoing transit planning efforts for Metro Transit's Blue Line LRT Extension. Reference Cindy Sherman, Planning Director, City of Brooklyn Park, MN Email: cindy.sherman@brooklynpark.org, Phone: 763-493-8051 Dates of Service April 2015 to October 2015 Final Planning Document http://bit.ly/2mpOZI9 community design group BROOKLYN PARK, MINNESOTA Brooklyn Park Pedestrian and Bicycle Plan City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 30 Eden Prairie and Pedestrian Bicycle Plan The Eden Prairie Pedestrian and Bicycle Plan responds to the city’s existing (and extensive) trail assets and to the planned implementation of the Southwest LRT/Green Line Extension, which includes five planned light rail stations within the city. CDG's detailed walking and biking network recommendations were informed by best-practices, site visits, network analysis, public comments, and guidance from city staff to develop useful and cost-effective recommendations for the city. Mapping analysis was completed throughout the planning process, showing existing conditions, networks, and barriers, and focus areas for improvements. Level of Traffic Stress (LTS) analysis informed recommendations for low-stress walking and biking network plans. Plan recommendations address safety, connectivity and comfort for users of the city's pedestrian, bicycle and public transportation networks. Additionally, the plan offers a range of policy and programming and implementation approaches. The Plan was adopted by the City in December 2014. Reference Robert Ellis, Director, City of Eden Prairie Public Works Email: rellis@edenprairie.org Phone: 952-949-8310 Dates of Service December 2013 to September 2014 Final Planning Document http://bit.ly/2nbVhiv community design group EDEN PRAIRIE, MINNESOTA City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN31 Fitchburg Bicycle and Pedestrian Plan CDG developed the 2017 update of the City of Fitchburg, Wisconsin’s Bicycle and Pedestrian Plan. CDG’s work included: •Designing and implementing a robust community engagement effort, connecting with a wide cross section of the Fitchburg community on the subject of bicycle and pedestrian infrastructure •Developing detailed route and infrastructure recommendations for future bicycle and pedestrian investments •Writing the plan document, including existing conditions, synthesized engagement findings, technical analysis materials, and recommendations •Working closely with the City of Fitchburg to get the plan passed, going above and beyond the project scope to ensure that the recommendations would be enacted CDG’s work is helping the City of Fitchburg to plan for a more healthy, active future for its citizens. Planned sidewalk and bicycle infrastructure will help spur economic development, connect neighbors, and attract a new generation of families to the city. Reference Wade Thompson Project Planner, City of Fitchburg, Wisconsin Email: wade.thompson@fitchburgwi.gov Office: 608-270-4258 Dates of Service June 2016 to March 2017 Draft Planning Document https://goo.gl/d2C7Zd community design group FITCHBURG, WISCONSIN City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN32 City of Hopkins Pedestrian and Bicycle Plan CDG developed the City of Hopkins first Pedestrian and Bicycle Plan. The Plan, which seeks to increase in the walkability and bikeability of the city, responds to the city-making and multi-modal potential offered by the upcoming development of the region’s third light rail transit line, the Southwest LRT / Green Line Extension, with three planned stations within Hopkins. The Plan features detailed recommendations for pedestrian and bicycle facilities and networks, with guidance for implementation and a robust framework for developing connections between the City’s existing downtown district, regional trails, neighborhoods, schools, and the planned light rail system stations. The Plan’s recommendations leverage current assets and planned investments to create the pedestrian- and bicycle-friendly city that Hopkins residents and community leaders have long envisioned. The Plan was adopted by the Hopkins City Council in June 2013. Reference Kersten Elverum, Director of Economic Development and Planning City of Hopkins, MN Email: kelverum@hopkinsmm.com Phone: 952-548-6340 Dates of Service August 2012 to June 2013 Plan Website http://bit.ly/2ns8n8j community design group HOPKINS, MINNESOTA City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 33 Saint Paul Grand Round Trail Master Plan The Saint Paul Grand Round is a visionary project to complete a 30-mile scenic parkway with off-street pedestrian and bicycle trails connecting neighborhoods across the entire city of Saint Paul. Community Design Group: •Led conversations and information-gathering from Saint Paul residents, visitors, and businesses for development of the plan. •Coordinated and carried out interactive, family-friendly, place- based activities - including "Pop-Up" workshops at key points along the proposed Grand Round trail. •Developed extensive and innovative materials for in-person and online engagement. •Developed and maintained the project's public website to disseminate background information, updates, and announcements, and online engagement tools. The project is moving forward with much momentum - construction of the first segment began in Summer 2016. Reference Kathleen Anglo Project Manager City of Saint Paul, MN Email: kathleen.anglo@ci.stpaul.mn.us Office: 651-266-6368 Dates of Service March 2015 to Present Project Website www.saintpaulgrandround.org community design group SAINT PAUL, MINNESOTA City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN34 Active Living Demonstration Project CDG worked with city staff and residents in Brooklyn Center and Hopkins to develop policies, plan programs and tactical urbanism demonstration projects to make walking and biking more accessible for their residents. Projects included: •Community design workshops to plan temporary changes to public spaces or roads so they’re more inviting to bicyclists and pedestrians •Education, awareness, and enforcement campaigns by the police departments to make biking and walking safer •Land use and transportation plans that improve the environment for biking, walking, and use of transit •Implementation guidance and support for tactical urbanism demonstration projects in each city Funding for the projects came through Hennepin County’s grant from the Minnesota Department of Health’s Statewide Health Improvement Program (SHIP). Reference Karen R. Nikolai, Manager Healthy Community Planning Hennepin County Email: karen.nikolai@hennepin.us Office: 612-348-8089 Dates of Service June 2014 to November 2015 community design group HOPKINS AND BROOKLYN CENTER, MINNESOTA City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 35 Hennepin County Bicycle Transportation Plan CDG designed and led a creative and inclusive process of community engagement for the Hennepin County Bicycle Transportation Plan. CDG developed the project’s Community Engagement Plan, developed workshop activities, and led and facilitated listening sessions with communities throughout the county, with special emphasis on connecting with ethnic, cultural and health disparity communities. In addition, CDG contributed framework approaches for design recommendations that expand use of bicycling by making it a more comfortable, safe and inviting activity for people of all ages, abilities and skill levels. The Plan, jointly managed by Hennepin County and Three Rivers Park District, will guide where, when and how the county and the parks district will build bikeways. The vision and network described by the Plan is expected to be developed through 2040. Reference Bob Byers Senior Transportation Engineer Hennepin County Public Works Email: robert.byers@hennepin.us Office: 612-596-0354 Dates of Service March 2013 to April 2015 Final Planning Document http://bit.ly/2nChnHm community design group HENNEPIN COUNTY, MINNESOTA City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 36 Ramsey County Pedestrian and Bicycle Plan In 2014-2015, Active Living Ramsey Communities led a planning effort to identify a countywide approach for increasing activity through biking and walking. The Ramsey County Pedestrian and Bicycle Plan provides a set of tools, policies and implementation actions to engage community members at all levels in supporting a place where people of all ages and abilities can safely and comfortably walk and bicycle. The plan is a resource and a framework for development of a connected Ramsey County where walking and biking are regular everyday parts of people's lives. CDG provided countywide community outreach, engagement and facilitation, including interactive family-friendly pop-up workshops and listening sessions, and innovative online tools, for the countywide non-motorized transportation plan. Reference Connie Bernardy, Director Active Living Ramsey Communities Email: connie.bernardy@co.ramsey.mn.us Office: 651-748-2500 Dates of Service December 2014 to September 2015 Final Planning Document http://bit.ly/2n7w5K3 community design group RAMSEY COUNTY, MINNESOTA City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 37 REFERENCES Joni Giese, Principal SRF Consulting Group Project Coordinator 651.333.4120 jgiese@srfconsulting.com Mitzi Baker, AICP Director of Rochester- Olmsted Planning Department 507.328.7100 baker.mitzi@co.olmsted.mn.us City Loop Pedestrian and Bikeway CLIENT SRF Consulting Group The Destination Medical Center (DMC) City Loop will provide a comprehensively banded, low stress, high-quality walking and biking facility along with an accompanying bike-share program that safely connects residents, employees, patients and visitors with places and spaces throughout Rochester’s DMC Development Districts. SEH is leading a team of multimodal planning and design professionals to examine the health benefits, technical feasibility, phasing, costs and maintenance and operations aspects of the facility. PROJECT LOCATION Rochester, MN SERVICES • Trail planning and design • Urban planning and design • Multimodal transportation planning • Traffic engineering City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 38 REFERENCE Kathleen Anglo Senior Landscape Architect/ Project Manager City of St. Paul 651.266.6368 kathleen.anglo@ci.stpaul.mn.us Grand Round North Loop CLIENT City of Saint Paul SEH led a multidisciplinary team of local and national firms for the 13-mile Grand Round North Loop project. This completed landscape architect H.W.S. Cleveland’s vision of a 29 mile continuous transportation corridor around the City – an urban greenway connecting the City’s network of historic parks, parkways and community destinations. With the south loop already constructed, the project encompassed off-street bicycle and pedestrian trail planning and construction of eight distinct segments for the north loop. The Design Guide developed identified trail alignments, cross sections, identity/branding, wayfinding and public art opportunities. Final design and construction of three of the eight segments included a dedicated trail along a portion of Pelham Boulevard, reconstruction of a segment of Wheelock Parkway (with a trail) and a dedicated trail along part of Johnson Parkway. The project involved extensive community and stakeholder engagement, including a three-day community charrette. SERVICES • Civil engineering • Bicycle and pedestrian enhancements • Multimodal transportation planning • Community engagement/ public involvement • Corridor planning and design • Planning and landscape architecture • Signage and wayfinding • Roadway design • Construction services PROJECT LOCATION Saint Paul, MN City of Edina PEDESTRIAN AND BICYCLE MASTER PLAN 39 FEATURES • On-street bike lanes and sharrows • Four-lane to three-lane roadway conversions • One-way roadways with one bike lane and only one motor vehicle lane • Enhanced and green colored sharrows • Advisory bike lanes • Bicycle traffic signal and detection • Green colored conflict zones and pedestrian crossings • Bicycle buffer zones • Lane widths less than State Aid Standards • Bicycle turn lanes Non-Motorized Transportation Pilot Program Bicycle Operations Project CLIENT City of Minneapolis SEH managed preliminary and final design as well as implementation of 15 on-street bicycle facilities projects in the City of Minneapolis. At the time, the project nearly doubled the City’s on-street bike system by adding approximately 26 miles to the system. The project aligned with the City’s goals to offer more multimodal transportation choices and become more sustainable and bicycle-friendly. Throughout, SEH worked closely with Minneapolis City staff, Hennepin County, Minnesota Department of Transportation (MnDOT), Transit for Livable Communities, public officials, residents, and bicycling advocates. SEH and City staff attended public meetings to obtain input and share design concepts with impacted neighborhoods. This project was funded through the federal Non-Motorized Transportation Pilot Program with the goal to increase biking and walking and decrease the need to drive. The 15 projects included a variety of features that earned seven successful Design Exception Requests to MnDOT and eight approved Federal Highway Administration Requests to Experiment. 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A = = =???=9>1?F= )!C3A2&(* %$)1#$ #$*$# $*$$ (%##$* %$) ? = = = =C?A=9>1>D= )!C3B2($) * $* (* %$ = = = = =CAA=9>1=F= )!C3C2$ ""(/ " * ) = = = = =CAA=9>1=F= )!C3D2 */- &%" /(%##$* %$)$+($) $ + " $) ?A = = = AAA=9>1DB= )!C3E2+* %$1$%+( #$*1&(%#%* %$)$%+*( ? = = == A?C=9>1>?= )!C3F2 $* /&%*$* "%)*) = A C E C ??A=9@1EC? )!C3>=2 #&"#$** %$* %$&"$6 7 = = = = =ACA=9>1=F= )!C3>>2*%""* %$#* %%"% /$$ #(!) = = = = =AE?=9>1>A= 6; 75 65 = ; 9= 89 9; 5 26<-:== <0%$% " &'% "#(!"' )!D3>2 $" 0($( $ )1#&)$%* ( (& ) ? >? = = A = A A = 9?1EB= )!D3?2%#&"*&+" ( * %((, - ? >? @ = A ACA=9@1EFD )!D3@2 $(%##$* %$))%$ 1 */)* $&+" %##$*) ? A ? = ?AAA=9?1?AE )!D3A2%#&"* $"( *% &"$ > = = = = = A >? ? 9>1@DB )!D3B2+" -%(!) %&:?2%&$ %+)$&(% *"%)+( ? A ?= C AAA=9?1B?E )!D3C $"#* $ - * > = = = = = A >? ? 9>1@DB > 87 < 5 6; 67 77 7= 7 267-=>= =5 =7 95 = 77 6;7 6;9 6=7 6; <6-9==2 @1B==9 <9->==2 %'+$"&#&'& " B==9 ( $* $ 6( *"$)$ + )7 A==9 ( $* $ 6 &)1&%)*()$%()7 ?1A==9 $ #$*)+&&" ) ?==9 8-:552 This page intentionally left blank. Appendix 6 This page intentionally left blank. ANTONIO M. ROSELL, PE, AICP Principal-in-Charge / Director Antonio Rosell is the founder and Director of Community Design Group. An Urban Planner and Civil Engineer with twenty years of professional experience, he integrates innovation and best-practices in community design, Active Transportation, and citizen participation to facilitate community learning, consensus-building and project implementation. He has led numerous planning, design and community engagement projects in Minnesota and beyond, and serves as Adjunct Professor in the Urban and Regional Planning Program of the University of Minnesota’s Humphrey School. He was recognized as “2015 Planner of the Year” by the Minnesota Chapter of the American Planning Association. Antonio has been with CDG for 16 years. REPRESENTATIVE PROJECTS Brooklyn Park Pedestrian and Bicycle Plan Pedestrian and bicycle plan, with Safe Routes to School recommendations for 17 schools in the city, with infrastructure and programming (5Es) recommendations to improve walking and biking conditions for residents of all ages and abilities. Eden Prairie Pedestrian and Bicycle Plan Planning, design and community engagement for Eden Prairie's city’s first non- motorized transportation plan, including connections to SW LRT and to other assets. Metropolitan Council Regional Bicycle System Master Study Public engagement and design recommendations for the identification and planning of regional bicycle corridors providing access to employment and residential concentrations across the Twin Cities metropolitan region. Saint Paul Grand Round Trail Master Plan Citywide community outreach, engagement and facilitation, including interactive family-friendly workshops and community pop-up events along the Grand Round route, for the City of Saint Paul Grand Round Design project. MnDOT Statewide Bicycle System Plan Public engagement and design recommendations for the identification and planning of regional bicycle corridors providing access to employment and residential concentrations across the Twin Cities metropolitan region. Ramsey Communities Countywide Pedestrian and Bicycle Plan Countywide community outreach, engagement and facilitation, including interactive family-friendly pop-up workshops and listening sessions, and innovative online tools, for a countywide non-motorized transportation plan. Edina Grandview District Development Framework Engagement and design recommendations for a master plan to guide development of the city’s largest redevelopment district. Edina Comprehensive Bicycle Transportation Plan Planning, design and community engagement for the City’s 2007 bicycle plan. AWARDS 2015 Minnesota Planner of the Year, Minnesota Chapter of the American Planning Association (APA) REGISTRATIONS •Licensed Professional Engineer (P.E.), Minnesota •Certified Planner, American Institute of Certified Planners (AICP) EDUCATION •Master of Urban and Regional Planning, University of Minnesota Humphrey Institute of Public Affairs •Coursework in Architecture, University of Minnesota •Bachelor of Science, Civil Engineering, Florida International University community design group Key Staff DEPUTY PROJECT MANAGER/MULTIMODAL TRANSPORTATION ENGINEER Heather will oversee SEH’s services and assignments. She will work with CDG’s principal in charge to manage the schedule and ensure product quality. Heather will also lead development of the plan recommendations. EDUCATION Bachelor of Science Civil Engineering University of Minnesota-Minneapolis REGISTRATIONS/ CERTIFICATIONS Professional Engineer in MN PROFESSIONAL ASSOCIATIONS Institute of Transportation Engineers, Member (1999-present) PREVIOUS COLLABORATION WITH CDG Heather and Antonio were members of a collaborative SEH-led team on the Grand Round project which completes Landscape Architect H.W.S. Cleveland’s vision of a 29-mile continuous green multimodal bicycle, pedestrian and auto transportation corridor around the City of St. Paul. Heather N. Kienitz PE Ms. Kienitz has dedicated herself to developing highly inclusive, context-sensitive solutions for built environments for the past 18 years. Heather leads multimodal traffic engineering projects for area plans, preliminary designs and final designs. She’s particularly experienced with the retrofit, reconstruction or new construction of bicycle and pedestrian facilities and enhancements. A natural collaborator, Heather believes in working closely with agency and community stakeholders to develop multimodal transportation solutions. EXPERIENCE Transportation Plan - Bicycle and Pedestrian Plan Element – City of Golden Valley, MN Multimodal traffic engineer currently working with the city on development of a bike plan including facility selection guidance, facility type by street and an intersection design toolkit. Grand Round North Loop – City of St. Paul, MN Multimodal traffic engineering lead who assisted in developing preliminary and final design for the eight distinct segments. The work included inventory, analysis, a design guide, alignments, concept development, traffic forecasting/operations analysis, construction documents and participating in community outreach events. Nine Mile Creek Regional Trail (Three Rivers Park District) – Edina, Minnetonka and Hopkins, MN Traffic engineering lead responsible for developing design concepts for trail crossings of the street network for the preliminary design phase of the 7.4-mile trail extension. Heather also reviewed signing and pavement marking plans for the trail corridor. West 54th Street Reconstruction – City of Edina, MN Design lead who assisted with final design of non-motorized facilities during the final design phase of the project. This Edina State Aid and local assessment project featured improvements to a busy corridor that included multimodal vehicle, bus, bicycle and pedestrian use. West Lake Street Multimodal Study – City of Minneapolis, MN Project manager and lead traffic engineer responsible for improving safety, access, connectivity and mobility for all modes of travel surrounding the West Lake LRT Station area near the popular area of Lake Calhoun. The team identified over 50 improvement projects for phased implementation. Lake Calhoun and Lake Harriet Trail Improvements – City of Minneapolis, MN Multimodal transportation lead assisting with concept design of new and realigned trail connections to enhance wayfinding and safety for visitors. The project implements key recommendations from the West Lake Multimodal Study led by Heather. Non-Motorized Transportation Pilot Program Bicycle Operations – City of Minneapolis, MN Project manager for the preliminary and final design/construction documents, implementation and construction engineering of 15 on-street bicycle facility projects for the federally funded project in Minneapolis that nearly doubled the on-street bike system. MnDOT Complete Streets Workshop (ZAN Associates/MnDOT) – Rochester, MN Heather provided the SEH Broadway Avenue Corridor Study project for the case study and assisted in the facilitation of the two-day workshop along-side MnDOT design flexibility staff and other complete streets experts. The workshop provided an overview of a complete streets approach to project planning and design, using real-world project examples. SENIOR URBAN DESIGNER Understanding that health equity aims for the attainment of the highest level of health for all people, Bob will apply this lens on strengthening access and quality of active transportation in Edina. EDUCATION Bachelor of Landscape Architecture Landscape Architecture University of Illinois at Urbana - Champaign REGISTRATIONS/ CERTIFICATIONS Landscape Architect in CO, IN, MN and WY LEED AP (2009), U.S. Green Building Council Charrette Facilitator (2007), National Charrette Institute Form Based Codes Certification (2007), Form Based Codes Institute Certified Planner (1999), American Institute of Certified Planners PREVIOUS COLLABORATION WITH CDG Bob is currently working with CDG on the DMC City Loop in Rochester. Robert M. Kost AICP, LA, LEED AP® Mr. Kost brings over 36 years of urban planning and multimodal design experience to assisting the City of Edina in preparing its Pedestrian and Bicycle Master Plan. He approaches active transportation with special emphasis on its benefits to improving public health and achieving the triple bottom line of sustainability. His commitment to design integrity and developing solutions based on community values has resulted in numerous planning and design awards. EXPERIENCE Destination Medical Center (DMC) City Loop Pedestrian/Bike Facility (DMC and City of Rochester) – Rochester, MN Project manager and lead urban designer for advancing the concept design of a 4.5 mile paired and uniquely branded walking and cycling facility supporting Rochester’s DMC development as America’s leading community for health, wellness and livability. Snelling Avenue Multimodal Transportation Plan (Minnesota Department of Transportation Metropolitan District) – St. Paul, MN Lead urban designer for assessing existing conditions and opportunities for land use, pedestrian/streetscape facilities, facilitation of a multi-day design workshop and development of final project recommentations. Lake Street and I-35W Transit Access Project (Hennepin County) – Minneapolis, MN Lead urban designer and public arts planner for the development of a new bus rapid transit station and supportive pedestrian and bike infrastructure for improving equity and neighborhood livability. Lakes at Lyndale Connectivity Plan – City of Richfield, MN Project manager and lead urban designer for the in-depth analysis of the pedestrian, cycling and transit facilities within an 8-square block mixed use area. The project includes recommendations for improving connectivity, safety and identity through enhancements in wayfinding, public art, streetscaping and biking facilities. Access Minneapolis, 10-Year Transportation Action Plan (Hennepin County) – Minneapolis, MN Project coordinator and lead urban designer for the development of a multimodal, citywide transportation action plan. The plan also focused on specific policies and strategies for improving downtown access and mobility and enhancing safety and access for walking, biking and transit service within the City. Non-Motorized Transportation Pilot Program – City of Minneapolis, MN Lead urban designer assisting in the preliminary and final design/construction documents and implementation of multiple on-street bicycle facilities projects for the City of Minneapolis. KADENCE HAMPTON, MURP Urban Planner Kadence Hampton is an urban and regional planner interested in creative community engagement practices, sustainable design, regional equity, and bicycle initiatives. Kadence has three years of community engagement experience with bike share, BRT, HSR, LRT, scenic byway, sewer, and streetcar projects throughout Minnesota. Kadence recently led the community engagement efforts for the City of Minneapolis’ Comprehensive Plan update. REPRESENTATIVE PROJECTS Minneapolis 2040 Comprehensive Plan Community Engagement City-wide community outreach, engagement and facilitation, including interactive family-friendly pop-up workshops for the 2040 comprehensive plan update. MnDOT Safe Routes to School (SRTS) Planning Assistance Community facilitation, design recommendations, and plan preparation for improving walking and biking conditions for more than one hundred schools throughout Minnesota. Oak Creek (WI) Safe Routes to School Site audits, infrastructure improvement recommendations, community outreach, graphic design, and SRTS Plan preparation support for schools across Minnesota. Outreach Team, Nice Ride Minnesota* Community outreach and engagement at city-wide festivals and events for the Twin Cities’ public bicycle share program. Green Line (Southwest) LRT Environmental Impact Statements (EIS)* Public engagement response for the Supplement Draft EIS document and written analysis for Final EIS sections. West Broadway Transit Study* Public engagement, research and analysis to inform recommendations for the West Broadway Transit Study route and mode determinations. Great River Road Scenic Byway Corridor Management Plan* Public engagement, including two rounds of interactive family-friendly community meetings across the state of Minnesota, and report of findings. Corridors of Opportunity* Project evaluation, written memos and high level corridor summaries to develop a regional toolkit for integrated economic development, housing, and transit projects. Sustainable Urban Housing and Public Health Costs Study* Independent academic study providing cost-benefit analysis for planning, public health and equity. *Projects completed prior to joining CDG AWARDS 2014 Jernberg Award, Humphrey School of Public Affairs 2013 Scholarly Excellence in Equity and Diversity (SEED) Award, University of Minnesota EDUCATION •Master of Urban and Regional Planning University of Minnesota, Humphrey School of Public Affairs •Bachelor of Science, Environmental Science and Policy, St. Edward's University MEMBERSHIPS •Association of Pedestrian and Bicycle Professionals (APBP) •American Planning Association •Women in Transportation Seminar (WTS)ASLA-MN Executive Committee community design group JONO COWGILL, MURP Urban Planner Jono Cowgill is an urban planner focused on creating more equitable places through inclusive planning, design, and analysis. He is especially interested in using creative engagement tools, including quantitative, qualitative and mixed- method approaches to capture community voices. REPRESENTATIVE PROJECTS MNDOT Safe Routes to School Technical Assistance Community engagement, with a variety of school stakeholders, pedestrian and bicycle circulation planning and analysis, and mapping for schools across Minnesota. City of Fitchburg Bicycle and Pedestrian Plan Update Project management, community engagement, site and data analysis and development of recommendations to update the Bicycle and Pedestrian Plan to address network connectivity, safety, and recreation. Grand Marais Community Visioning and Comprehensive Plan Update Leading a creative community visioning process to update the Comprehensive Plan and the Commercial Industrial section of the zoning ordinance for the City of Grand Marais. City of International Falls Comprehensive Plan Update Community engagement, visioning process, community analysis, technical evaluation, and recommendation development for the City. City of St. Joseph Comprehensive Plan Update Community engagement, visioning process, community analysis, technical evaluation, and recommendation development for the City. Dale Street Bridge Redesign, St. Paul District Council's Collaborative and Ramsey County Develop tools for community engagement efforts, support engagement , planning, and design charrette events. Work with an array of community stakeholders in working towards a final redesign concept for the Dale St. Bridge. St. Paul District 8 Small Area Plan* Support of community-led engagement planning and implementation. Synthesized community feedback from both traditional and nontraditional feedback models, developed plan framework and narrative. Investment and Gentrification Analysis of Bloomington & Lake Street, Minneapolis Lake Street Council * An extensive study of the Bloomington Lake business, arts, and community node in the Powderhorn neighborhood of Minneapolis, with a focus on developing tangible strategies to achieve investment without displacement. *Projects completed prior to joining CDG AWARDS Voted 2016 Resilient Communities Program Outstanding Student Project for City of Victoria Wayfinding Plan EDUCATION •Master of Urban and Regional Planning, University of Minnesota, Humphrey School of Public Affairs •Bachelor of English Literature Pacific Lutheran University MEMBERSHIPS •Association of Pedestrian and Bicycle Professionals (APBP) •Complete the Streets Coalition community design group BRITT BERNER, MURP Urban Planner Britt Berner is an urban and regional planner interested in ADA accessibility and pedestrian-scale design. She has experience working with both private and public agencies to address issues in access and mobility. Britt contributes her passion for equity through her work with campus minority communities and through her active living lifestyle. REPRESENTATIVE PROJECTS Ames, Iowa CyRide Transit Redesign City-wide community outreach, engagement and facilitation, including interactive family-friendly pop-up workshops, listening sessions and innovative online tools for a transit system redesign. City of Bozeman, Montana Corridor Design Guidelines Community engagement, policy recommendations supporting the Corridor Design Guideline Update. City of St. Joseph Comprehensive Plan Update Community engagement, visioning process, community analysis, technical evaluation, and recommendation development for the City. City of International Falls Comprehensive Plan Update Community engagement, visioning process, community analysis, technical evaluation, and recommendation development for the City. MNDOT Safe Routes to School Technical Assistance Site audits, infrastructure improvement recommendations, community outreach, graphic design, and SRTS Plan preparation support for schools across Minnesota. System Planning, Nice Ride Minnesota Station renderings and other design services for Nice Ride MN, the Twin Cities’ public bicycle share program. Olmsted County CSAH 22 Corridor Study* Public engagement, research and analysis to inform recommendations for Olmsted County CSAH 22 Corridor Redesign planning efforts. Metropolitan Council Principal Arterials Conversion Study* Research and analysis to inform recommendations for Metropolitan Council's Principal Arterials Conversion Study planning efforts, mapping and creation of visual aids and planning documents. Golden Valley Pedestrian and Bicycle Plan* Site audits, land use /demand modeling, pedestrian and bicycle suitability analysis, and infrastructure and improvement recommendations to improve walking and biking conditions for the city’s residents. *Projects completed prior to joining CDG AWARDS Konosioni Honor Sociaty (Colgate Univ.) Ally Award (Colgate Univ.) EDUCATION •Master of Urban and Regional Planning, University of Minnesota, Humphrey School of Public Affairs •Bachelor of English Literature Pacific Lutheran University MEMBERSHIPS •Association of Pedestrian and Bicycle Professionals (APBP) •American Planning Association community design group SCOT NORTROM Operations Manager Scot Nortrom serves as Operations Manager for CDG, providing project process oversight and quality control for the firm. He is an advocate for historic preservation of the built environment and looks for ways to use the existing assets of a community to its advantage. He is also an active supporter of incorporating art into communities. Scot is currently working with the CDG staff on comprehensive planning efforts for a number of communities throughout Minnesota. REPRESENTATIVE PROJECTS Minneapolis 2040 Comprehensive Plan Community Engagement City-wide community outreach, engagement and facilitation, including interactive family-friendly pop-up workshops for the 2040 comprehensive plan update. City of Bozeman, Montana Corridor Design Guidelines Community engagement, policy recommendations supporting the Corridor Design Guideline Update. MNDOT Safe Routes to School Technical Assistance Site audits, infrastructure improvement recommendations, community outreach, graphic design, and SRTS Plan preparation support for schools across Minnesota. System Planning, Nice Ride Minnesota Station renderings and other design services for Nice Ride MN, the Twin Cities’ public bicycle share program. City of St. Joseph Comprehensive Plan Update Community engagement, visioning process, community analysis, technical evaluation, and recommendation development for the City. City of International Falls Comprehensive Plan Update Community engagement, visioning process, community analysis, technical evaluation, and recommendation development for the City. EDUCATION •Bachelor of Arts Art History, Principia College •Leadership Saint Paul, Class of 2012 MEMBERSHIPS •Association of Pedestrian and Bicycle Professionals (APBP) •Art Shanty Projects, Boardmember and Communications Committee Chair community design group Community Design Group (CDG)212 3rd Avenue North, Suite 515 Minneapolis, MN 55401612-354-2901 www.c-d-g.org Date: May 2, 2017 Agenda Item #: V.H. To:Mayor and City Council Item Type: Request For Purchase From:Carter A. Schulze, PE, Assistant City Engineer Item Activity: Subject:Request for Purchase: Authorize Construction Administration Services for Xerxes Avenue Sanitary Sewer Extension and Nine Mile Creek Regional Trail Improvements Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve Request for Purchase. INTRODUCTION: See attached detailed Request for Purchase. ATTACHMENTS: Description Request for Purchase SEH Construction Admin SEH Proposal City of Edina • 4801 W. 50th St. • Edina, MN 55424 Request for Purchase Date: May 2, 2017 To: MAYOR AND CITY COUNCIL From: Carter A. Schulze, PE, Assistant City Engineer Subject: Request for Purchase : Authorize Construction Administration Services for Xerxes Avenue Sanitary Sewer Extension and Nine Mile Creek Regional Trail Improvements Purchase Subject to: ☐List Quote/Bid ☐State Contract ☒Service Contract The Recommended Bid is: ☒Within Budget ☐Not Within Budget Date Bid Opened or Quote Received: Bid or expiration Date: N/A N/A Company: Amount of Quote or Bid: Short Elliott Hendrickson (SEH), Inc. $77,036.00 Recommended Quote or Bid: Short Elliott Hendrickson (SEH), Inc. $77,036.00 Page 2 City of Edina • 4801 W. 50th St. • Edina, MN 55424 Request for Purchase Department Director Authorization: _________________________ City Council Authorization Date: ______________________ (for purchases over $20,000 only) Budget Impact The construction administration services for this project will be combined with the Parklawn Avenue and Nine Mile Regional Trail improvements. It will be funded through a combination of utility funds, Three Rivers Park District and Met Council cooperative agreements. The project is listed in the Capital Improvement Plan under CIP #15-126. The City will save money by combining construction administration services for both projects. The approval of the Parklawn Avenue construction administration services was approved on November 15, 2016. Environmental Impact Construction administration and on-site inspection is critical to ensure the contractor installs the appropriate infrastructure as detailed in the bid documents the first time. Community Impact This project will rehabilitate core utility facilities and provide improvements to the transportation system. This increases access and mobility for all transportation modes while enhancing safety and convenience. SEH has completed the design of this project and this proposal allows them to oversee the project through its construction phase while providing the community with a competent contact person to answer questions, provide assistance and act as a liaison between the contractor, the City and residents. Engineers | Architects | Planners | Scientists Short Elliott Hendrickson Inc., 10901 Red Circle Drive, Suite 300, Minnetonka, MN 55343-9302 SEH is 100% employee-owned | sehinc.com | 952.912.2600 | 800.734.6757 | 888.908.8166 fax SUPPLEMENTAL LETTER AGREEMENT April 24, 2017 RE: City of Edina Xerxes Avenue Sanitary Sewer Extension and Nine Mile Creek Regional Trail Improvements SEH No. EDINA140115 10.00 Mr. Chad Millner, PE Director of Engineering Engineering and Public Works Facility 7450 Metro Boulevard Edina, MN 55439 Dear Chad: Short Elliott Hendrickson Inc. (SEH®) is pleased to submit the attached proposal for the construction phase services of the referenced project. Our work plan is described in the attached task hour budget. We will provide these services in accordance with our Agreement for Professional Engineering Services dated June 4, 2013, herein called the Agreement for a not- to-exceed fee of $77,036.00. If accepted, we will bill the City monthly for reimbursable expenses and on an hourly basis for labor. In our opinion, the City will see savings in construction administration costs for the project because we can maximize efficiencies gained by completing it jointly with the Parklawn Avenue Reconstruction project. We will coordinate our work with key project stakeholders: Metropolitan Council Environmental Services (MCES), Three Rivers Park District (TRPD), and City of Richfield relative to the sanitary sewer pipe extension, Nine Mile Creek Regional Trail and Xerxes Avenue reconstruction, respectively. This Supplemental Letter Agreement, THB, and the Agreement represent the entire understanding between the City of Edina and SEH in respect to the project and may only be modified in writing if signed by both parties. We look forward to advancing this project with you and your staff. Please contact me at 952.912.2616 or tmuse@sehinc.com with questions regarding this proposal. Mr. Chad Millner, PE April 24, 2017 Page 2 Sincerely, Toby Muse, PE Project Manager c: Carter Schulze, City of Edina Ross Bintner, City of Edina Mike Ostendorf, SEH p:\ae\e\edina\140115\1-genl\10-setup-cont\03-proposal\construction phase services\sla ltr xerxes ave trunk ss nmcrti construction phase.docx Accepted on this ___day of________________, 2017 City of Edina, Minnesota By: _________________________________ Name _________________________________ Title PROJECT TASKS 1.0 Construction Staking 1.1 Provide Construction Staking Services (1)(2) Subtotal Labor Cost $11,117 2.0 Resident Project Representative (RPR) 2.1 Provide RPR Services (3)(4)(5)(6)(7) Subtotal Labor Cost $32,045 3.0 Construction Administration 3.1 Construction Administration (8)(9) 3.2 Provide As-built Drawings (10) 3.3 Prepare Final Construction Cost Splits Subtotal Labor Cost $32,324 ESTIMATED COST Subtotal Hours 701 Subtotal Labor Cost $75,485.70 Subtotal SEH Expenses (11)$1,550.30 Subtotal $77,036.00 $77,036.00 1 2 3 4 5 ESTIMATED COST PROJECT COST SUMMARY CONSTRUCTION PHASE SERVICES Task Hour Budget City of Edina Xerxes Avenue Sanitary Sewer Extension and Nine Mile Creek Regional Trail Improvements Project No.: City 17-1; Metropolitan Council Environmental Services 805634; Three Rivers Park District A-270 April 24, 2017 NOTES CONSTRUCTION PHASE SERVICES TOTAL COST ASSOCIATED WITH THIS PROPOSAL: P:\AE\E\Edina\140115\1-genl\10-setup-cont\03-proposal\Construction Phase Services\[SEH THB Xerxes Ave Trunk SS NMCRTI Construction Phase Council rev1.xlsx]THB Includes hours to verify the control used for the topographic survey and/or set new control if needed. Includes hours to gather as-built information. SEH will use the City’s format for a Daily Construction Report. This task assumes that the City will secure material inspection services and make these services available to SEH. Hours listed are estimated based on previous City reconstruction projects and assume similar construction timeframes. The actual effort required by SEH field staff will be dictated by the contractor's schedule during construction, however changes to this hourly not-to-exceed fee amount may only be modified if signed by both parties. Page 1 of 2 6 7 8 9 10 11 Task includes scheduling and conducting a pre-construction meeting, reviewing product shop drawings and material certifications, preparation of weekly construction meeting agenda and minutes, preparing applications for payments, preparing any necessary change orders and reviewing and approving final contractor payment, paperwork and project close-out documentation. As-built drawing requirements concerning labeling, required data, and submittal materials will follow the City of Edina and MCES record drawing requirements. Reimbursable expenses during construction include printing, auto allowances, mileage, and survey equipment. The construction contract requires the Contractor to complete major work operations within 9 weeks. The actual dates at which the work will occur are unknown. Accordingly, SEH will provide 1 RPR for 10 hours per week for 1 week (construction start up), 25 hours per week for 9 weeks (major work construction timeframe), 10 hours per week for 2 weeks (construction ending/punchlist coordination), 5 hours per week for 2 weeks (site reviews and punchlist follow-up), and 10 hours per week for 4 weeks (spring walkthrough and project finalization). Additional engineering support is required to conduct/complete MCES project work. Hours associated with this support are estimated based on previous projects with similar scope of work. SEH will track monthly quantities by each separate City/MCES/TRPD funding source, and utilize the City's application for payment form. Includes weekly preparation of City Extra email content as well as door hanger updates that are required during construction. Includes coordinating administrative aspects of construction with Agency partners including City of Edina, City of Richfield, TRPD and MCES. Page 2 of 2 Date: May 2, 2017 Agenda Item #: V.I. To:Mayor and City Council Item Type: Report / Recommendation From:Scott Neal, City Manager Item Activity: Subject:Request to Waive Building Permit Fees for Pamela Maintenance Building Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Waive the building permit fees for the Pamela Park maintenance building. INTRODUCTION: Please see attached staff report. ATTACHMENTS: Description Staff Report: Request to Waive Building Permit Fee for the Pamela Park Maintenance Building City of Edina • 4801 W. 50th St. • Edina, MN 55424 City of Edina • 4801 W. 50th St. • Edina, MN 55424 Mayor and City Council Scott H. Neal, City Manager ☒ ☐ ☐ May 2, 2017 Request to Waive Building Permit Fee for the Pamela Park Maintenance Building Approve the request to waive the building permit fee for the Pamela Park maintenance building. Information / Background: The city typically assesses and pays building permit fee for municipal building projects. I am recommending the City Council approve a request to waive the building permit and plan review fees for the Pamela Park maintenance building. The scope of this project includes the addition of a 24’ x 40’ maintenance garage in the southeast corner of the park. The building will be west of the south parking lot, adjacent to the hill. The building will replace a small onsite storage building used for athletic association equipment but, most importantly, will provide storage for field maintenance equipment which will reduce time and wear and tear of hauling equipment and supplies. The building permit fee for the project is $1,012.62. Waiving the fee makes the project more affordable by reducing the overall project cost. Date: May 2, 2017 Agenda Item #: VI.A. To:Mayor and City Council Item Type: Report / Recommendation From:Scott H. Neal, City Manager Item Activity: Subject:Introduction: Don Uram, Finance Director Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: The City's new Finance Director, Don Uram will introduce himself tonight. Date: May 2, 2017 Agenda Item #: VI.B. To:Mayor and City Council Item Type: Other From:Scott H. Neal, City Manager Item Activity: Subject:Report: Kelly Dumais, City Management Fellow Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: We'll have a brief report from Kelly Dumais at this evening's meeting. Date: May 2, 2017 Agenda Item #: VI.C. To:Mayor and City Council Item Type: Other From:Dave Nelson, Chief of Police Item Activity: Subject:Proclamation National Police Week Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Adopt the attached Proclamation of National Police Week in the City of Edina for the week of May 14-20, 2017. INTRODUCTION: In 1962, President John F. Kennedy signed a proclamation which designated May 15th as Peace Officers Memorial Day and the week in which that date falls as Police Week. Currently tens of thousands of law enforcement officers from around the world converge on Washington, DC to participate in a number of planned events which honor those that have paid the ultimate sacrifice. Let this be a time to thank and honor those who dedicate their lives to serving the public. It is a week that should be set aside so everyone can be made aware of their hard work and dedication of the officers of the Edina Police Department. ATTACHMENTS: Description Proclamation: National Police Week Date: May 2, 2017 Agenda Item #: VI.D. To:Mayor and City Council Item Type: Other From:Joyce Repya, Senior Planner Item Activity: Subject:Proclamation for Preservation Month May 2017 Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Adopt the Proclamation for Preservation Month - May 2017 INTRODUCTION: None ATTACHMENTS: Description 2017 Preservation Month Proclamation Date: May 2, 2017 Agenda Item #: VI.E. To:Mayor and City Council Item Type: Other From:Joyce Repya, Senior Planner Item Activity: Subject:2017 Edina Heritage Award: 5133 Mirror Lakes Drive Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Present plaque to award recipients INTRODUCTION: The 2017 Edina Heritage Award will be presented to recipients Nancy Johnson and Paul Anton, owners of 5133 Mirror Lakes Drive. A PowerPoint presentation will be followed by a commemorative plaque presented to the recipients. ATTACHMENTS: Description 2017 Heritage Award Nomination - Johnson/Anton Residence Date: May 2, 2017 Agenda Item #: VII.A. To:Mayor and City Council Item Type: Report / Recommendation From:MJ Lamon, Project Coordinator Item Activity: Subject:Race & Equity Task Force Facilitator Selection Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve the Race and Equity Task Force's facilitator recommendation. INTRODUCTION: The Race and Equity Task Force interviewed and made their facilitator selection on April 24, 2017. The Task Force would like to recommend the City partner with Citizen's league on the Race and Equity initiative. ATTACHMENTS: Description Staff Report: Facilitator Selection May 2, 2017 Mayor & City Council MJ Lamon, Project Coordinator Race & Equity Task Force Facilitator Selection Information / Background: The Edina Race and Equity Task Force consists of the following nine members: • Jessi Kingston, Co-Chair • James Pierce, Co-Chair • Katherine Bass • Thuy Anh Fox • Phil Godinez • Ramla Hasanali • Chris Smith • Leonel Dorvil • Michelle Meek The following is a summary of facilitator selection process by the Race & Equity Task Force: • Task Force crafted a Request for Proposal (RFP) for a facilitator • The RFP was distributed to ten organizations who contacted the City, posted on the City’s public notice webpage, and sent out a press release. • The City received four proposals: 1. Ethical Leaders in Action 2. YWCA Minneapolis 3. Citizens League 4. GrayHall • The Task Force reviewed and scored the proposals using a scoring criteria developed as a team and interviewed Ethical Leaders in Action, Citizens League, and GrayHall. • The Task Force interviewed the three organizations on April 24, 2017. Following interviews, the Task Force deliberated and decided to recommend Citizen’s League for the project facilitator; and recommends staff be directed to negotiate a service agreement with Citizen’s League. Date: May 2, 2017 Agenda Item #: VII.B. To:Mayor and City Council Item Type: Report / Recommendation From:Kelly Dumais, City Management Fellow Item Activity: Subject:Public Safety Staffing Analysis Report Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: See attached detailed Staff Report. ATTACHMENTS: Description Staff Report: Public Safety Staffing Analysis Novak Report: City of Edina Public Safety Staffing Study May 2, 2017 Mayor and City Council Kelly Dumais, City Management Fellow Edina Public Safety Staffing Analysis Information / Background: Edina has recently experienced increased development as well as an increase in population. This has resulted in an increase in the demand of the City’s public safety services. In the Summer of 2016 the City assembled a staff committee to begin a Public Safety Staffing Analysis in order to assess how changing community factors in Edina impacted public safety service demand and response. This committee was made up of City Manager Scott Neal, Assistant City Manager Lisa Schaeffer, Police Chief Dave Nelson, Police Sergeant Aaron White, Patrol Officer Morgan Piper, Fire Chief Tom Schmitz, Fire Captain John Schmitzer, Paramedic/Firefighter John Brooks, Human Resource Director Kay McAloney/Kelly Curtin and City Management Fellow Kelly Dumais. Public Safety Staffing Analysis Report In the Fall of 2016, the committee issued a Request for Information (RFI) to identify potential partners to assist in determining the impact that changing community factors have on the Edina Police and Fire Department’s call and service loads. The committee selected Novak Consulting as a partner to help review the City’s current public safety service demand and service levels and to help the City to identify any proposed adjustments to our operations Between January and April, Novak Consulting spent time with the Edina Police Department, Fire Department and Dispatch operation as a part of a comprehensive review of Edina’s public safety services. This report summarizes their findings and provides recommendations to the City of how to respond to their analysis. City of Edina Public Safety Staffing Study Project Report March 3, 2017 (This page intentionally left blank.) March 3, 2017 Mr. Scott Neal City Manager City of Edina 4801 W. 50th Street Edina, MN 55424 Dear Mr. Neal: We are pleased to present this project report regarding the Edina Police and Fire Departments’ staffing and operations assessment. This report includes observations and recommendations intended to improve the efficiency and effectiveness of the City’s public safety departments and maintain or enhance service levels offered to the community. Recommendations included in this report are guided by feedback and input from the City’s Police and Fire Department personnel and the framework of expectations defined by you and your executive leadership team. We are confident that the recommendations included in this report will augment the City’s ability to provide quality public safety services to the community. We remain available to you and your team to answer any questions you may have. Sincerely, Julia D. Novak President (This page intentionally left blank.) Table of Contents Executive Summary ............................................................................................................................. 1 Introduction and Methodology ............................................................................................................ 3 Police Department ............................................................................................................................... 4 Patrol Division ....................................................................................................................................... 6 Investigations Division ........................................................................................................................ 14 Facilities and Equipment ..................................................................................................................... 14 Historical Staffing ................................................................................................................................ 15 Department Budget ............................................................................................................................ 15 Analysis and Recommendations ............................................................................................................. 17 Patrol Staffing, Scheduling, and Operations ....................................................................................... 22 Investigative Staffing and Operations ................................................................................................. 34 Support Services Staffing .................................................................................................................... 39 Organizational Structure ..................................................................................................................... 44 Technology Issues ............................................................................................................................... 50 911 Communications Center Staffing ................................................................................................. 52 Fire-Rescue and Building Inspections Department .............................................................................. 60 Fire and EMS Division Budget ............................................................................................................. 62 Performance Measurement ................................................................................................................ 62 Analysis and Recommendations ............................................................................................................. 64 Fire and EMS Staffing and Deployment .............................................................................................. 64 Fire Prevention and Inspections ......................................................................................................... 77 EMS Power Shift Deployment ............................................................................................................. 82 Departmental Training ........................................................................................................................ 82 Recruitment and Retention ................................................................................................................ 87 Performance Measurement and Data Analytics ................................................................................. 88 Conclusion ......................................................................................................................................... 93 Attachment A: CAD Data Filtering Process ......................................................................................... 94 Attachment B: Fluctuations in Workload by Day and Month .............................................................. 96 Attachment C: Call Types Categorized as Reactive .............................................................................. 98 Attachment D: Officers Required ..................................................................................................... 101 Attachment E: Proposed Shift Schedules .......................................................................................... 105 (This page intentionally left blank.) City of Edina Page 1 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Executive Summary The City of Edina is an inner ring suburb adjacent to southwest Minneapolis in Hennepin County, Minnesota. The City is a relatively affluent community of 50,138 residents, with median household income of approximately $123,000 per year. While the City is a suburb, it is also an active employment center and the daytime population swells to approximately 68,000. The City is intersected by Minnesota state highways 62 and 100. In addition, the community is home to several commercial districts, health care facilities, residential areas, and recreation districts. This combination of features presents a number of public safety challenges from a fire, EMS, and police service delivery perspective. The community has responded to those challenges by setting clear expectations for high levels of public safety service and supporting the resource investments necessary to meet those expectations. This commitment is reflected in the organizational culture of the Police Department and Fire and EMS Division. Each department exemplifies a commitment to public service delivery and is staffed with highly dedicated and hard-working employees who value their work and the community they serve. The challenge for the City is to meet these internal and external service delivery expectations while the community evolves. Though the City of Edina is effectively “built out,” the City is experiencing population, demographic, and housing composition changes that are impacting the demand for service in its public safety functions. The Novak Consulting Group conducted an analysis of the City’s public safety workload within the context of these evolving conditions, as well as national best practice guidelines for public safety staffing and deployment. That analysis yielded several recommendations for the City to augment its capacity to maintain or advance service levels. In the Fire and EMS Division, there is a need to enhance EMS and fire prevention capacity with the addition of Paramedic/Firefighter positions. There is also a need to augment fire inspector staffing to enable the Fire and EMS Division to adequately respond to development patterns and meet best practice service standards for fire inspections. These staffing and deployment adjustments also offer the added value of creating the necessary organizational capacity to initiate significant training and process and technology improvements that will further enhance day-to- day efficiency. In the Police Department, there are opportunities to achieve best practice proactive policing targets by increasing Patrol Officer staffing and adjusting the patrol deployment schedule to better align staffing with the calls for service workload profile. It is also appropriate to enhance support services through the addition of personnel in emergency communications and the refinement of job duties among existing administrative and records management personnel. There are also significant opportunities to capitalize on best practice data analytics initiatives that are currently underway to create the structure for intelligence-led policing. The recommendations in this report offer opportunities for the City to maintain service levels in the face of evolving conditions or elevate service levels by implementing scalable best practices. In total, the recommendations call for several investments in technologies, processes, and personnel. Though they represent an additional cost for the community, it is important to keep in mind that they are intended to maintain or enhance service levels. Intentional discussions regarding targeted service levels and prioritization of investment are appropriate and these Page 2 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. recommendations offer a path that can be pursued, as resources allow, to elevate public safety services to the community. City of Edina Page 3 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Introduction and Methodology In September 2016, the City of Edina retained the services of The Novak Consulting Group to conduct a staffing and operations assessment of its Police and Fire Departments. The purpose of this study was to evaluate the City’s public safety staffing and deployment approach within the context of workload patterns and trends, and to determine what opportunities may exist to maximize the efficiency and effectiveness of the City’s public safety services. To accomplish these tasks, The Novak Consulting Group conducted extensive field work which involved members of the Edina Police and Fire Departments and the City’s executive and administrative support team. In total, nearly 50 City staff participated in individual interviews or focus group sessions. The Novak Consulting Group also requested and analyzed background information provided by staff from each City department. A thorough review of each department’s core functions and activities was accomplished by evaluating budget information, workload measures, performance indicators, and other salient data pertaining to operations and administration. This data was evaluated using a multi-faceted analytical approach that takes into account service expectations and goals, practical operational constraints, and data-derived issue analysis and validation. This process has resulted in a series of staffing, administrative, and operational recommendations that are unique to Edina’s specific operating environment. An overview of each public safety department, and the specific analysis and recommendations related to those departments, follows below. Page 4 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Police Department The City of Edina Police Department is responsible for all aspects of policing in the corporate limits, including patrol, response to calls for service, and investigation of crimes for a population of 50,138 residents in an area of 15.97 square miles. The City of Edina’s daytime population swells by approximately 42% to almost 68,000.1 The Department also oversees the Community Health Division, which is responsible for the licensing and inspection of food and beverage establishments, lodging facilities, temporary food events, and public swimming pools in the City. The Division’s purview includes restaurants, schools, day care facilities, hotels, apartment complex pools, the City-owned Aquatic Center, and food vendors at events. It performs plan reviews for new facilities, investigates foodborne illness complaints, reports waterborne illnesses, responds to disasters including fires and wastewater backups in regulated facilities, and performs public health nuisance complaint investigations, property inspections, and code enforcement. The Community Health Division is mentioned for informational purposes only as it was excluded from the scope of this study. The mission of the Edina Police Department is “the service and protection of the community within the scope of the law and the trusts and expectations placed in that department by the community.”2 To that end, it has established the following “Long Range Goals and Plans:” 1. The Edina Police Department will maintain the capability to respond to all emergency calls for service within the City of Edina and deliver the appropriate services at that time in coordination with other public safety activities. 2. The Edina Police Department will enforce city codes and statutes of the State of Minnesota and provide proactive programs increasing the safety and security of the citizens. 3. The Edina Police Department will provide services related to the identification and management of crime and safety hazards in coordination with other public safety activities. 4. The Edina Police Department will provide supervision to traffic as it moves through and within the city. Safety will be encouraged and action taken to correct problems. 5. The Edina Police Department will be developed as a resource in the community in the areas of security, protection, and other allied functions. 6. The Edina Police Department will strive to facilitate early identification of juvenile, family, and social problems, and attempt to coordinate with other professionals for the resolution of problems. 7. The Edina Police Department will sustain the capability to provide services to the community in non-criminal and non-emergency situations when other agencies are not equipped or available for that service. 8. The Edina Police Department will maintain a posture of emergency preparedness that would be capable of dealing with catastrophic situations in coordination with other public safety activities. 9. The Edina Police Department will solicit the advice of the community and encourage its involvement relative to decisions affecting the community. 10. The Edina Police Department will encourage participation by individuals in the organization and strive to create an environment conducive to excellence.3 1 U.S. Census Bureau, “Commuter Adjusted Daytime Population, Table 3,” 2006-2010 ACS, cites a daytime population of 67,512, a 42% increase over a base population of 47,445. The most recent data indicates an increase to 50,138 in base population. 2 Edina Police Department Operations Manual, “Mission Statement.” 3 Edina Police Department Operations Manual, “Long Range Goals and Plans” City of Edina Page 5 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. The Department employs 71 full time equivalent (FTE) employees. The current authorized sworn headcount is 52, including one Chief of Police, one Deputy Chief, three Lieutenants, eight Sergeants, four Detectives, and 35 Police Officers. The Department’s 28 non-sworn employees include one Lead Records Specialist, two full-time Records Specialists, one part-time Records Specialist, one Property and Evidence Specialist, one Administrative Support Specialist, one Administrative Assistant, one Crime Analyst, one Dispatch Supervisor, nine full-time Dispatchers, four part-time Dispatchers, one Animal Control Officer/Community Service Officer (CSO) Supervisor, and five CSOs. The Department also has 20 Reserve Officers who volunteered a total of 1,800 hours in 2015 assisting in coverage of special events and augmenting weekend patrols.4 In addition, three employees are assigned to the Community Health Division; as noted previously, that unit is not included within the scope of this study. The following figure illustrates the Department’s current organizational structure. Investigations Lieutenant 1.0 FTE Police Chief1.0 FTE Sergeant 2.0 FTE Administrative Assistant Administrative Lieutenant 1.0 FTE Patrol Lieutenant1.0 FTE Crime Analyst 1.0 FTE Patrol Officer 22.0 FTE Detective 6.0 FTE Deputy Chief 1.0 FTE Sergeant Support Services 1.0 FTE Dispatch Supervisor 1.0 FTE Dispatcher 9.0 FTE Part-Time Dispatcher 4 positions Lead Records Specialist 1.0 FTE Property Evidence Specialist 1.0 FTE Records Specialist2.0 FTE Receptionist1.0 FTE Sergeant Patrol 4.0 FTE K-9 Officer 2.0 FTE Comm. Health. Administrator 1.0 FTE Environmental Health Specialist 2.0 FTE SRO 2.0 FTE Animal Control Supervisor 1.0 FTE Community Service Officer 5 positions Part-Time Transcription 0.5 FTE Sergeant FLEX Team 1.0 FTE Traffic Officer 4.0 FTE Flex Officer 2.0 FTE Training Officer 1.0 FTE Figure 1: Police Department Organizational Structure, FY 2017 The Chief of Police is the “Department Head for the Police Department and for the Public Health Department, providing leadership and direction to all Police and Public Health operations and services within the City,”5 appointed by and under the direction of the City Manager. The Chief has two direct reports: the Deputy Chief of Police and an Administrative Assistant. 4 Five Reserve Officer positions are currently vacant. 5 Police Chief Job Specification, City of Edina. Duties of the Police Chief are not specified in the Department’s Operations Manual. Page 6 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. The Deputy Chief’s duties are “To assist and support the Chief of Police in the planning, coordination, and supervision of Police Department personnel. To insure police protection to the City at all times, assuring the Department carries out its duties and responsibilities in a manner consistent with stated goals and objectives.”6 The Deputy Chief has four direct reports: the Investigations Lieutenant, the Administrative Lieutenant, the Patrol Lieutenant, and the Community Health Administrator. Patrol Division The Patrol Division performs 12-hour shifts that begin and end at 6:00 am and 6:00 pm. The day shift follows a schedule of two days on, two days off, three days on, two days off, two days on, and three days off. The night shift follows a schedule of four days on, three days off, three days on, and four days off. Because the schedule results in officers working 84 hours every 14 days, they are granted four hours of leave, referred to as “Kelly Time,”7 for each two-week period. Kelly Time is credited to officers at the beginning of each quarter; they must use it within the quarter or it expires. The remainder of the Division works 10-hour shifts, with the exception of the command staff, who work 8.5-hour shifts. Officers assigned to the Patrol Division are allowed a 45 minute meal break and two additional 15 minute breaks during a 12-hour shift. Officers assigned to the Investigations or Administrative Divisions are authorized a 30 minute meal period and two 15 minute breaks during their eight or 10 hour shifts; however, they may combine one 15 minute break with their 30 minute meal break. Officers on break remain on duty; they are required to maintain contact with the Emergency Communications Center and respond to calls as needed. Each patrol shift is divided into two teams of one Sergeant and six Police Officers. Officers bid for their shifts annually. Probationary officers are not eligible to participate in the bid process; they are designated as “Rotators” during their probationary period, and are assigned to shifts and posts as needed in order to expose them to the variety of calls and conditions during the day and night shifts. During the night shift, one officer in each team is assigned to a “power shift” and works from 2:00 pm to 2:00 am. One K9 Officer is assigned to each of the night shift teams; they work from 6:00 pm to 5:00 am to account for required dog care time. In addition, they are assigned one training day monthly. K9 Officers cover patrol districts; statistics regarding their K9-specific calls are provided in the following table. Table 1: Annual K9 Calls/Assists Year K9 Diesel8 K9 Blade K9 Blitz Total Calls/Assists 2013 46 65 - 111 2014 47 48 - 95 2015 - 31 25 56 2016 - 43 68 111 6 Edina Police Operations Manual, Policy Number 200.00. 7 The origin of the term “Kelly Time” is uncertain; the most widely held theory is that it was named after a Chicago Mayor who awarded firefighters time off to account for unusually long hours. 8 K9 Diesel was retired in 2014. City of Edina Page 7 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. A lieutenant is assigned as the Patrol Division Commander, primarily working from 8:00 am to 4:30 pm, Monday through Friday.9 In addition to overall supervision of the Patrol Division, the lieutenant is responsible for the Special Weapons and Tactics Team (SWAT), the Crisis Negotiation Team (CNT), the Field Training program, and facilities maintenance. The Department’s minimum patrol staffing varies by the hour of the day, as depicted in the following table. Table 2: Minimum Patrol Staffing by Hour Hours Supervisor Police Officers 6:00 am – 11:00 pm 1 4 11:00 pm – 2:00 am 1 3 2:00 am – 5:00 am 1 2 5:00 am – 6:00 am N/A 2 The “power shift” scheduled from 2:00 pm to 2:00 am consists of one officer, who is part of the night shift complement; consequently, staffing drops by one at 2:00 am. K9 Officers’ dog care time is deducted from their shifts. They are scheduled for 11 hours, and complete their shifts at 5:00 am. Between 5:00 am and 6:00 am, the Supervisor is considered part of patrol staffing; therefore, minimum staffing can drop to one Sergeant and one Police Officer. For deployment purposes, the City is divided into eight Patrol Districts, five of which represent geographical patrol areas: • Zone 1, Northeast: primarily residential with a commercial area at France Avenue and 50th Street. • Zone 2 and Zone 3, Southeast: commercial, retail, and high density housing areas, and a hospital. Although designated as separate zones, both zones are combined into a single area patrolled by two cars. • Zone 4, Northwest: primarily residential with some businesses. • Zone 5, Southwest: primarily commercial, with a residential area and a golf course. When five officers are available, they are assigned to the above districts (Zone 1, Zones 2 and 3, Zone 4, and Zone 5). When only four officers are available, one officer covers Zones 4 and 5. If additional officers are available, they are assigned as follows: • Zone 6, East at large. • Zone 7, West at large. • Zone 8, City at large. A map of the districts is shown in the following figure. 9 The Command Staff -- the Chief, the Deputy Chief, and the three lieutenants – primarily work business hours, Monday through Friday. Page 8 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Figure 2: City of Edina Patrol District Map In addition to its paid staff, the Department has a Reserve Unit of 20 volunteer officers who assist with special events and provide supplemental patrol on weekends, focusing on parks and designated areas. In 2015, members of the Reserve Unit performed over 1,800 hours of service. The Edina/Eden Prairie Police Explorer Post 925 is open to young men and women ages 14 through 20, with an interest in learning more about careers in law enforcement. The program provides education on the mission and objectives of law enforcement, career orientation, leadership opportunities, and community service activities. In 2015, Explorers volunteered in excess of 300 hours in ride-alongs with Patrol Officers and assisting with special events. SWAT is a part-time assignment; members are mobilized from their regular assignments as needed. The team has 14 members: two Sergeants, eight Police Officers, and four Firefighter/Paramedics (from the Edina Fire Department). The team is part of a five-city consortium, which includes the cities of Hopkins, Eden Prairie, Minnetonka, and St. Louis Park. The teams are trained to the same standards, share interoperable radio channels, operate under similar protocols, and train monthly. The consortium can mobilize up to 60 SWAT operators, two field command post vehicles, two armored vehicles, and supervisors to a location within one hour. Table 3: Annual SWAT Callouts Year High Risk Warrants Barricaded Suspects Other Calls Total SWAT Call-outs 2013 5 6 2 13 2014 2 6 1 9 2015 7 1 4 12 The CNT includes one Sergeant and four officers who are trained to communicate with subjects holding hostages or threatening violence, such as barricaded suspects or emotionally disturbed City of Edina Page 9 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. persons. Like SWAT, the team is a part-time assignment, and members are mobilized from their regular assignments when needed. It also operates as part of the same consortium; however, since the City of Hopkins does not have a CNT, only four jurisdictions participate. Twenty CNT operators can be mobilized within one hour. CNT is mobilized along with SWAT. In addition to the CNT, 16 officers have completed Crisis Intervention Training, a 40-hour course to develop officers’ skills in de-escalation and gaining control of dangerous situations while minimizing the use of force and the associated risk to both subjects and officers. The Department’s field training program is a structured curriculum that lasts approximately four months.10 The Patrol Lieutenant supervises the Department’s four Field Training Officers while they are training probationary officers. Probationary officers cycle through each of the Field Training Officers, which provides them with the unique perspectives of each trainer. Daily observation reports are reviewed by the Patrol Lieutenant and the Deputy Chief. Field Training Officers receive a stipend of $5.00 per hour while performing training duties. Four Police Officers are assigned to traffic duty; they are assigned to the Flex Team, which reports to the Administrative Lieutenant. The name “Flex Team” derives from the fact that it is part enforcement-oriented and part administrative. These officers focus on speeding and other traffic violations, targeting high-hazard areas, community complaints, and nighttime DWI enforcement. They do not routinely handle calls for service, and are not considered part of the minimum patrol staffing. The officers work in semi-marked vehicles and on motorcycles, weather permitting. Their emphasis is on moving violations; parking enforcement is generally limited to several municipal parking garages (locally referred to as “parking ramps”), temporary “no parking” signs posted for construction activity, and on complaint. There are no parking meters in the City. The officers are scheduled as follows: • One traffic officer works Tuesday through Friday, 8:30 am to 6:30 pm. • One traffic officer works Tuesday through Friday, 6:00 am to 4:00 pm. • One traffic officer works Monday through Thursday, 6:00 am to 4:00 am. • One officer, who is assigned to a grant-funded Driving While Intoxicated (DWI) Enforcement position, works 6:00 pm to 4:00 pm with varying days off. The Administrative Lieutenant is responsible for the Department’s administrative functions, including special event planning, tracking of off duty employment overtime, management of the Department’s budget; purchasing; management of grant funded programs; training; policy manual updates; aspects of the hiring process; and representing the Department on a number of committees, including the Traffic Safety Committee, the Planning Commission, the Human Rights and Relations Committee, the Transportation Committee; and the EMS Commission. The Administrative Lieutenant also oversees the Flex Team; Animal Control; the Community Service Officers; and the Support Services Sergeant, who oversees the Administrative Support/Records Staff and Dispatch. The Flex Team is supervised by a sergeant, who normally works from 6:00 am to 4:00 pm, Monday through Thursday. The Sergeant covers the day shift when patrol supervisors are not scheduled. The Flex Sergeant supervises the four officers on traffic duty and tracks complaints 10 In the State of Minnesota, candidates for the position of police officer normally attend Police Academy basic training pre- appointment and at their own expense. Page 10 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. and coordinates speed measurement studies with the Engineering Department to direct the officers’ activity. Two Police Officers are assigned to retail and commercial crime, concentrating primarily on the 1.3 million square foot Southdale Mall, which was the first enclosed shopping center in the United States when it opened in 1956.11 They also cover other high-density retail areas such as the France Avenue/50th Street shopping district. They focus on fraud and theft cases, performing plainclothes patrol and follow-up investigations of retail crimes. The Training Officer, who works from 6:00 am to 4:00 pm Tuesday through Friday, coordinates training for the Department. The State of Minnesota requires all sworn officers to complete 48 hours of training during each three-year licensing cycle. Use of force training must be completed annually, and Emergency Vehicle Operation training must be completed every five years; aside from those requirements, the remainder of officers’ training is elective. However, the Department’s training goes well beyond the minimum. During 2015, the Department reported a total of 6,473 hours of training; 6,269 hours were completed by sworn members and 204 hours were completed by civilian members, for an average of 118.28 hours for each sworn member and 25.5 hours for each civilian member. Not all members receive that level of training -- SWAT trains monthly, for example, averaging more than 100 hours annually, and newly hired officers have extensive orientation and field training – but officers typically receive at least 20 hours of training per year. Classroom training includes firearms requalification four times annually, including shooting with cold weather gear, use of force (with an examination), Electronic Control Devices (TASER), handcuffing techniques, baton refresher, takedown tactics, pepper spray refresher, and use of “stop sticks” as a pursuit intervention tactic. An increasing amount of training is done on-line; the Department currently requires each officer to complete two hours of online training monthly. Topics include impartial/bias-free policing, legislative updates, firearms law updates, mental health issues, and traffic stops. Occasional five to 15 minute roll call training videos are used as well. When members attend training during on-duty time, they are normally assigned to an eight-hour shift, and must use four hours of leave time to account for their normal 12-hour shift. When they are off duty, they are assigned a different day off if the training is more than four hours. If it is less than four hours, they often receive overtime. The Department has access to the South Metro Public Safety Training Center, a public safety training facility in Edina. The Center is jointly owned by the cities of Edina, Bloomington, Eden Prairie, and the Metropolitan Airports Commission, and also partners with the City of Minnetonka Police and Fire Departments, the United States Veterans’ Administration, and the Department of Homeland Security. It is overseen by a Board of Directors composed of managers of the member organizations, and managed by a Director. The Training Center’s facilities include classrooms, a tactical gym, firearms simulator, two gun ranges, and a live fire training tower. Each member community pays an annual fee based on the number of personnel trained. The Animal Control Officer (ACO), whose title is Community Service and Animal Control Supervisor, is responsible for all issues involving animals, including removal of dead animals, implementation of bee hive and chicken regulations, and management of deer, coyote, goose, beaver, and turkey issues. In addition to basic animal removal (the ACO is equipped with a catch pole) the ACO liaises with the Minnesota Department of Natural Resources, hires trapping 11 New York Times, “The Mall Pall,” December 4, 1996. City of Edina Page 11 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. contractors, coordinates wildlife management initiatives with residences, and oversees dog licensing, including intake of applications, entering information into a database, and mailing renewal notices. The ACO also supervises five CSOs.12 CSOs work a maximum of 30 hours per week, normally between the hours of 7:00 am and 9:00 pm, and are required to be enrolled in a law enforcement training program. The maximum term of their employment is two years. They perform various functions that do not require the services of a sworn officer, such as: • Assisting with traffic control for disabled vehicles. • Standing by for tow trucks at accident scenes. • Delivery and retrieval of evidence from the State Bureau of Criminal Apprehension. • Delivery of case files to the City and County Attorney’s Offices. • Delivery of City Council agendas. • Parking enforcement. • Patrolling dog parks to ensure compliance with permit and collar regulations. • Patrolling parks. • Assisting the Animal Control Officer. • Assisting the Investigations Unit. • Staffing the front desk when the receptionist is unavailable. The Support Services Sergeant oversees Dispatch and the Administrative Support Staff/Records Unit, working day shifts Monday through Friday. In addition, the Sergeant is the primary liaison with the City’s Communications and Information Technology Department, which provides all IT support City-wide. Records The Administrative Support/Records Management staff is responsible for the Department’s records. Their duties include: • Receiving reports prepared by and citations issued by the Department. • Transcription of statements. • Assembling case files. • Following up with reporting officers regarding necessary amendments or updates. • Processing investigative case files. • Submitting case files to the City and County Attorney for prosecution. • Ensuring compliance with state reporting requirements. • Responding to requests for copies of recordings of 911 calls, in-car video, and related evidence. • Liaison between attorneys and officers regarding case files. • Resolving Bureau of Criminal Investigation “suspense files.”13 • Records retention and destruction. • Charitable gambling and massage license background checks. • False alarm billing. • Annual liquor license renewals. • Accounts payable and receivable. 12 One CSO position is currently vacant. 13 A suspense file is one in which a defendant’s name cannot be linked to a criminal history arrest record, often because of missing fingerprints or a mismatched identifier. Page 12 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. • Petty cash. • Coverage of the Police Headquarters front desk, the first point of contact for visitors to the Department, which includes several functions: o Dog license sales. o Block party and loudspeaker permits. o Equipment maintenance and service calls. o Ordering supplies and forms. o Maintenance of telephone and seniority lists. o Disseminating email communications received at the general email inbox. The unit is essentially paperless; reports are processed electronically and few paper files are maintained. The Administrative Support Staff works Monday through Friday, primarily on shifts of 7:00 am to 3:30 pm or 8:00 am to 4:30 pm. The front desk is staffed from 8:00 am to 4:30 pm. The staff consists of one Lead Records Specialist who is a working supervisor, two primary Records Specialists, and one part-time Records Specialist who works off-site and prepares statement transcripts as needed. The Department’s Property and Evidence Specialist is also under the supervision of the unit; the position is considered half-time and retains some records responsibilities. The Receptionist, whose job title is Administrative Support Specialist, staffs the front desk, but can only perform a limited number of records-related tasks due to the scope of that title. Records Specialists staff the desk in the Receptionist’s absence. The position of Administrative Assistant was created in 2011 to provide administrative support to the Chief and Deputy Chief. Since it was filled from the existing staff of Records Specialists, several tasks remained with the position, including preparation of City Council packets, oversight of the court docket, processing of City Attorney payables,14 processing of City Attorney requests for audio and video recordings, processing of firearms permits, entry of citations into the ViBES database (a citation management system utilized by the Minnesota Judicial Branch), and maintenance of the employee emergency contact list. The records management workload, which increased significantly between 2014 and 2015, is shown in the following table. Table 4: Administration Support Unit Workload Statistics, 2014 - 2015 Category 2014 2015 Incident Reports 2,893 3,750 Citations Processed 16,991 18,556 Arrest Reports 1018 1,446 Bookings 393 575 DWI Arrests 189 327 Expungements Ordered 31 26 14 Under Minnesota Rule of Criminal Procedure 6.01, a payable offense is a misdemeanor offense for which a set fine amount is attached to the violation, along with mandatory surcharges. When an individual is given a citation for a payable offense, that individual may choose to plead guilty by paying the designated fine amount and surcharges, see a hearing officer or set the case for a court appearance. If an individual pleads guilty to a payable misdemeanor offense by paying the fine, by operation of law, the charge is reduced to a petty misdemeanor on the individual’s record. City of Edina Page 13 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Category 2014 2015 Juvenile Arrests 194 208 Impound Service Fees $11,250 $25,890 Firearm Purchase Permits Issued 198 232 Solicitor Permits Issued 90 41 911 Communications Center The Edina 911 Communications Center is the City’s Public Safety Answering Point (PSAP), handling all 911 calls within the City and dispatching calls for service for Police, Fire, and EMS.15 Since 2014, the unit has also handled Police and Fire Department call taking and dispatching under contract for the City of Richfield. From 2011 through part of 2014, it handled Police and Fire dispatching for the City of Golden Valley. The 911 Communications Center processes in excess of 100,000 calls annually. The following table summarizes the source of calls for service between 2013 and 2015. Table 5: Edina Emergency Communications Center Calls for Service, 2013 – 2015 Calls for Service 2013 2014 2015 Edina Police 45,641 47,958 52,379 Edina Fire 4,741 4,858 5,181 Richfield Police 2,383 35,370 37,287 Richfield Fire 394 4,140 4,293 Golden Valley Police 23,415 18,409 --- Golden Valley Fire 850 690 --- Miscellaneous 1,984 3,768 3,026 Total 79,408 116,193 102,166 In the past, the 911 Communications Center provided Emergency Medical Dispatch (EMD) services. The Association for Public Safety Communications Officials (APCO), which is an international organization that acts as a best practices clearinghouse and training resource for emergency communications agencies, defines EMD as a systematic way of handling medical calls in which the Dispatchers “quickly and properly determine the nature and priority of the call, dispatch the appropriate response, then give the caller instructions to help treat the patient until the responding EMS unit arrives.” However, the Center no longer consistently provides that level of service to the Fire Department because only two Dispatchers have maintained the necessary certifications. The unit is staffed by a Supervisor, nine full-time and four part-time Dispatchers. The supervisor primarily works business hours, Monday through Friday. Most Dispatchers work 12-hour shifts, beginning and ending at 6:00 am and 6:00 pm; since their schedule results in working more than 80 hours in a two-week period, they accrue four hours of “Kelly Time” every two weeks. Four day shift Dispatchers work a rotation of three days on/two days off/two days on/three days off. Four night shift Dispatchers work a rotation of four days on/four days off/three days on/four days off. One Dispatcher works a 10-hour “power shift” from 10 am to 8:00 pm, Wednesday through Saturday. Part-time Dispatchers cover vacancies due to authorized leave, training, illness, etc. 15 Emergency Medical Service is provided by the City of Edina Fire Department. Page 14 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Two Dispatchers are normally on duty at all times, with the goal of having a third during the peak hours of 10:00 am to 10:00 pm. There are four work stations in the Communications Center. Investigations Division The Investigations Division is supervised by a Lieutenant and staffed by two Sergeants, four permanent Detectives, one “rotator” detective who is assigned to a three-year rotation as an investigator (the position is currently vacant), two School Resource Officers, and a non-sworn Crime Analyst. In addition, one investigator is assigned to the Southwest Hennepin Drug Task Force. The Task Force is supervised by the Hennepin County Sheriff’s Office and is based at the Eden Prairie Police Department. Although the four Detectives are permanently assigned to their positions, most other assignments to the Investigations Division are for fixed terms. One Sergeant is assigned for two years, and the second for three years, to provide overlap between rotations. The Drug Task Force position is for three years. School Resource Officers are assigned for three years, but can be extended for a fourth year if requested by the School District. As noted above, the rotating investigator is assigned for three years. All Detectives are considered to be general investigators, but have areas of specialization and are assigned cases primarily within those areas: • Street Crimes investigator (robberies, burglaries, violent crimes). • Financial/commercial crimes investigator. • Juvenile and sex crimes investigator. • Forensic investigator (computer and cell phone analysis). • The rotating Detective focuses on misdemeanors and lesser felonies as his or her investigative skills develop. The Sergeants’ roles are divided according to the specializations of the Detectives under their supervision. One oversees general investigations, while the other focuses on commercial and financial crimes. The two School Resource Officers are assigned to the Edina Public Schools from 7:00 am to 4:00 pm during the school year. One is assigned to Edina High School, and the second covers the elementary and middle schools. During the summer, they are reassigned to patrol coverage or investigative duties. The School District pays $90,000 for School Resource Officer coverage. The Edina Public Schools include six elementary schools, two middle schools serving grades six through nine, and one high school. The total student body, kindergarten through 12th grade, is approximately 8,500; there are 1,139 teachers and support staff. Detectives work 10 hour shifts covering the hours between 6:00 am and 5:00 pm, Monday through Friday. Half of the Detectives are on duty Monday through Thursday, and half on Tuesday through Friday. The Sergeants and the Lieutenant work business hours Monday through Friday. Facilities and Equipment The Police Department is housed in a separate wing of Edina City Hall at 4801 West 50th Street. Police Headquarters was built in 2004 and occupies approximately 25,000 square feet. The Department uses three off-site facilities: the South Metro Public Safety Training Facility, at 7525 Braemar Boulevard; the Southdale Precinct, a substation located in the Southdale Mall at 10 Southdale Center, that is a base of operations for the Commercial Crimes Officers; and the City of Edina Page 15 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Danens Building, a storage area for impounded vehicles at the City’s former Public Works garage at 5116 Brookside Avenue. The facility has a capacity of approximately 20 vehicles, and is also used to store found bicycles. The Department operates a fleet of 42 vehicles: five sedans, 30 sport utility vehicles, one mini- van, three trucks (two pickup trucks and one SWAT response vehicle), two motorcycles, and one Bearcat tactical vehicle. Take-home vehicles are assigned to the Chief of Police, the Deputy Chief, the Lieutenants, two K9 officers, and the DWI Enforcement Officer who operates a grant- funded vehicle and is authorized take-home usage because of his frequent court appearances. The average mileage of the fleet is approximately 31,922 miles, excluding motorcycles;16 the highest mileage is 83,684 and the lowest is 1,870. Vehicles are replaced under a long-range plan in the City’s Capital Improvement Plan, based on the category of vehicle. Typically, marked patrol vehicles are replaced after three years; unmarked vehicles after seven years; pickup trucks after four years; and heavy duty vehicles after 10 years. Vehicles purchased with grant funding (such as the Bearcat and the DWI enforcement vehicle) are not included in replacement planning. Patrol vehicles are equipped with Mobile Digital Terminals (MDTs) capable of filing reports from the field and accessing information through the Computer Aided Dispatch (CAD) system, as well as Automated External Defibrillators (AEDs). Maintenance is performed by the City Garage. Historical Staffing While the City’s overall staffing level increased from 278.0 to 287.0 FTEs17, or 3%, over the last 10 years, the Police Department’s staffing level decreased by three FTEs, or 4%. The following table summarizes the historical staffing level of the Department. Table 6: Historical Staffing Level, FY2008 - FY2017 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 % Change FTEs 74.0 75.2 74.2 71.7 72.2 71.2 73.0 71.0 73.0 71.0 -4% Department Budget For FY17, the Police Department budget is $12,331,502. Department operations are financed by the following funds: General, Police Special Revenue, Debt Service, Construction, Environmental Efficiency, and Utilities. The Department’s total budget has increased by 19% over the last five years. The following table includes historical expenditures for the General Fund and other funds, by expenditure type. Table 7: Historical General Fund and Other Fund Expenditures by Type, FY2013 - FY2017 Expenditure Type 2013 Actual 2014 Actual 2015 Estimated 2016 Budget 2017 Budget % Change Police Protection $8,740,113 $9,005,972 $9,624,937 $10,172,961 $10,542,555 21% Community Health $431,735 $508,764 $588,290 $571,535 $589,513 37% Legal Services $260,568 $283,519 $296,000 $301,050 $306,300 18% General Fund Subtotal $9,432,416 $9,798,255 $10,509,227 $11,045,546 $11,438,368 21% 16 The Department leases motorcycles annually for a fee of one dollar; expenses for the installation and removal of emergency equipment are funded by the Edina Crime Prevention Fund. 17 According to the FY2017 Budget. Page 16 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Expenditure Type 2013 Actual 2014 Actual 2015 Estimated 2016 Budget 2017 Budget % Change Police Special Revenue $96,775 $215,451 $328,000 $174,000 $113,000 17% Construction (Equipment) $374,634 $592,875 $905,000 $732,650 $272,410 -27% Recycling $460,602 $475,136 $491,133 $496,970 $507,724 10% Other Fund Subtotal $932,011 $1,283,462 $1,724,133 $1,403,620 $893,134 -4% Department Total Budget $10,364,427 $11,081,717 $12,233,360 $12,449,166 $12,331,502 19% The Department’s overtime expenditures increased substantially in the past two years, from $294,926 in 2013 to $312,811 in 2014 and $527,557 in 2015. Most of the increase can be traced to two factors. As a result of changes to the Minnesota Police Retirement Plan, retirements surged beginning in 2014. The Department typically hires one or occasionally two officers a year. In 2013 it hired two; in 2014, five; in 2015, seven, and in 2016, five. During the period between an officer’s retirement and a replacement officer’s hiring and completion of training – a period of at least four to six months – vacant shifts must be filled on overtime. In addition, two major details resulted in a large amount of reimbursed overtime. The City of Bloomington requested assistance during the holiday season at the Mall of America resulting in $62,000 in overtime. A major corporation requested an off-duty security detail for a number of executives during a labor issue, incurring $55,000 in overtime. A total of $117,000 was paid to the City for those two details, but the reimbursement is not reflected in the Department’s overtime line. Without those reimbursed details – but still including the expenses resulting from the vacancies caused by the spike in retirements – 2015 overtime expenses were approximately 3.3% of the Department’s total budget, which is a reasonable rate. City of Edina Page 17 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Analysis and Recommendations By all measures, the Edina Police Department is a high-functioning agency. Respondents to the two most recent citizen satisfaction surveys overwhelmingly rated police services as “excellent” or “good” – 97% of respondents in 2013 and 90% of respondents in 2015 – in a survey conducted in a different format that was expected to produce lower ratings.18 The Edina Crime Prevention Fund is an independent non-profit corporation organized in 1970. It was started to create a fund for reward money leading to the apprehension of criminals, which continues to be a core function of the group. It supports a number of Department programs, including holiday foot patrol in the retail districts, bicycle patrol, Explorer Post 925, the K9 Unit, the Motorcycle Unit, the Citizens’ Police Academy, the Edina Fall Into the Arts Festival, summer youth programs, the “Beyond the Badge” cable television program, and the Officer of the Year Award. It funds the purchase of equipment not otherwise possible within the City’s budget, such as replacement ballistic helmets for the SWAT Team, the Mobile Surveillance Unit (a trailer equipped with cameras that can be deployed and monitored remotely), and supplies for the Prescription Drug Disposal Program. In addition to the Edina Crime Prevention Fund, a number of residents have independently contributed funding to the Department for the purchase of equipment. Within the Police Department there is a similar level of support and fulfillment. Employees consistently cited a high level of satisfaction, a family atmosphere, and an overall sense of pride in the Department. They appreciate the support of the Department’s administration, the City’s administration, and the community. There is a positive union/management relationship.19 Edina is referred to as a “destination department” since many of its new hires are officers with experience in other departments. The Department also hires from the ranks of its Community Service Officers; the program affords CSOs an opportunity to learn about the profession and the culture of the agency, and it provides the Department an opportunity to observe the candidate in the work environment. The Department’s hiring process is comprehensive. It includes: • An initial review by Human Resources to ensure that candidates meet the basic requirements of the position. • A written test consisting of five essay questions designed to assess core competencies such as decision making and integrity. Officers score the examination. • Candidates are selected for a panel interview conducted by a Sergeant, a Police Officer, and a civilian employee (usually a member of the Human Resources Department staff). • Twelve to 15 candidates are selected for one-to-one interviews with Lieutenants. • The City’s Integrity/Quality/Service (IQS) Team – non-Police Department employees – serves on an interview panel to assess whether applicants would fit well with the City’s operating philosophy. • Background investigations are conducted on the top three candidates, a process that typically takes six to eight weeks. 18 City of Edina 2016-17 Budget, page 125. NOTE: the 2015 survey was conducted by a different vendor than prior surveys, and was done by mail rather than by telephone. Results were expected to be 5% to 10% lower than prior surveys due to the change in the process. 19 Patrol Officers and Detectives are represented by the Minnesota Teamsters Public and Law Enforcement Employees Union, Local No. 320; Dispatchers are represented by the Minnesota Public Employees Association. Sergeants and command staff are not represented by a union. Page 18 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. • A final interview is conducted by the Chief, the Deputy Chief, and the Director of the Human Resources Department. • Medical and psychological examinations are the final step in the process. The Department recently implemented a thorough performance evaluation system aimed at capturing a wider range of indicators beyond typical traffic citation activity to more equitably assess officers’ performance. The system records data on arrests, reports completed, self- initiated calls, citations and traffic warnings, and “Directed Patrol Initiative” activity – an area of focus that changes monthly and includes not only traffic enforcement, but a variety of directed patrol and crime reduction initiatives. It assigns different weights to each category, and factors in the amount of time the officer worked during the reporting period. The Department has been progressive in collaboration with other agencies and exploring opportunities for shared services. It is part of a consortium of nearby cities for joint SWAT and Crisis Negotiation Team training and deployment. Edina is a co-owner, with three municipal entities, of the South Metro Public Safety Training Center. Since 2011, the Department’s Communications Center has provided call taking and dispatch services for other cities: Golden Valley Police and Fire from 2011 through 2014, and Richfield Police and Fire from 2014 to the present. The Department has a robust community outreach program, which includes activities that involve an estimated 1,534 hours of staff time annually: • Beyond the Badge, a monthly cable television program produced by the City’s Communications staff highlights activities of the Police and Fire Departments. • The Citizens’ Police Academy, an 11-week program conducted every fall to provide approximately 20 participants with an in-depth understanding of the Police Department. • Drug Abuse Resistance Education (D.A.R.E.), an 11-week program to teach decision making skills, substance abuse resistance skills, anti-bullying education, and good citizenship to approximately 75 fifth graders at Our Lady of Grace School.20 • Explorer Post 925 is a joint effort with the Eden Prairie Police Department to develop law enforcement skills through training; regional, state, and national conferences and competitions; and volunteer services to approximately 25 students between the ages of 14 and 20. • Neighborhood Liaison Officers is a new program that involves Police Officers in regular, ongoing contact with high-density housing complexes, senior residences, and traditional neighborhoods to develop relationships with residents and property managers, and to provide a channel for exchange of information in areas with a high rate of calls for service. • Night to Unite is a national event sponsored by the Police Department aimed at bringing neighborhood residents together to become acquainted. The Police and Fire Departments send representatives to more than 80 social events during the three-hour event. • Safety Camp is a one-day camp, sponsored by the Police, Fire, and Recreation Departments every August to teach safety tips to third grade students. • Teen Driving Initiative is a program in partnership with Edina High School to teach high school students in their formative driving years to practice safe and responsible driving skills. The program includes high visibility education and enforcement events, an annual “Safe Driving Rodeo,” a bi-annual “DWI Mock Crash,” and a bi-annual safe driving symposium. 20 The Edina Public Schools have elected not to participate in the DARE program. City of Edina Page 19 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. • Public Speaking Requests occupy approximately 100 hours of officers’ time annually. Requests are received from a wide range of community organizations to address such topics as safety talks for children, workplace violence, and identity theft. • Tour Requests are accommodated from many groups, primarily involving youth, to provide a behind-the-scenes view of the Department. They typically involve a complete tour of Police Headquarters and a squad car. Performance measures maintained by the Department to track workload and enforcement data reflect a substantial amount of activity as shown in the table below. Table 8: Performance Measures, FY13-FY1521 Performance Measure 2013 2014 2015 Percentage of respondents rating police services as “Excellent” or “Good” 97% NA 90% Cost of police services per household $557.91 $565.68 $552.76 Total number of false residential and commercial alarms 1,150 1,096 827 Total number of traffic citations issued 17,000 16,991 12,848 Number of traffic and misdemeanor citable violations 17,954 18,733 13,621 Average response time for top priority calls (in minutes) 4.75 5.57 5.41 Number of DWI arrests 182 189 241 Number of K-9 cases or assists NA 122 47 Clearance rates for Part I and Part II crimes 52% 50% 61% Total number of animal impounds 52 39 57 Number of Summer Bike Patrol Shifts 30 27 35 Number of Summer Foot Patrol Shifts 14 22 28 Total number of 911 and non-emergency calls processed 79,324 111,425 82,929 Total number of solicitor permits/registrations 201 90 31 Rate of false alarm fee collection 88% 88% 85% Total number of gun permit to purchase applications processed 371 200 155 A basic indicator of a Police Department’s performance is its success in reducing and deterring crime. Although the FBI’s Unified Crime Reporting data shows some percentage increases in crime, the percentages do not properly reflect crime conditions, since they are based on small numbers. Despite spikes in certain categories in 2014, statistics for 2015 indicate a significant reduction and a return to numbers below the five-year average. The exception is Aggravated Assault, which showed a large percentage increase in 2015 vs. 2014; however, it represents an increase from six incidents to 12, which is equal to the number recorded for 2010, and appears to be a temporary spike rather than a trend. The most important data is found in the whole numbers; the City of Edina, with a population of more than 50,000, a daytime population of more than 68,000, and a large volume of daily visitors to its business and retail facilities, recorded only 20 violent crimes for 2015. Property crimes showed increases of 8% for the year and 7% for the five-year period, driven largely by an increase of 38.46% in burglaries for the year and 16% for the five-year period; theft by 3% and 5%; and Auto Theft by 58% for the year and even for the five-year period. For purposes 21 Performance Measures published in the City’s budget document Page 20 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. of context, larceny will always be an issue in a city with a large retail base, and the Department has its Commercial Crimes Unit in place to combat it. Likewise, burglaries tend to be a chronic issue in residential areas. Of the 2015 burglaries, 30 were commercial, an increase of 20%; 115 involved residences, an increase of 35%. 54% of the residential burglaries showed no evidence of forced entry. The following table shows the number of offenses in the City of Edina by category. Table 9: Crime Statistics, 2010-201522 Type of Crime 2010 2011 2012 2013 2014 2015 % Change 2010-15 % Change 2014-15 Murder 0 0 0 0 0 0 - - Rape23 - - - 7 11 5 - -55% Robbery 5 7 5 5 10 3 -40% -70% Aggravated Assault 12 3 8 4 6 12 - +100% Violent Crimes 17 10 13 16 27 20 +18% -26% Burglary 124 108 112 80 104 144 +16% +38.46 Theft 756 645 741 835 773 795 +5% +3% Motor Vehicle Theft 19 14 18 22 12 19 - +58% Arson 0 0 1 1 2 2 - - Property Crimes24 899 767 872 937 889 958 +7% +8% The City’s crime statistics show that although the overall numbers are low, maintaining that low crime rate requires constant diligence. Trends must be monitored and addressed aggressively. The recent addition of a Crime Analyst to the Investigations Unit should assist that effort. Edina is an affluent community that demands a high level of service. Its Police Officers are well- trained, well-equipped, and supported by their community. But maintaining that level of service is a challenge. Edina borders Minneapolis, so it is not far removed from the activity typical of a large urban center. It is bordered by two major highways, Highway 169 and Interstate 494, and bisected by two, Highway 100 and Highway 62, which lead to and from the Twin Cities. It has a sizeable population – over 50,000, rising to some 68,000 when adjusted for daytime commuters to its many businesses. Those figures do not include the daily visitors drawn to the City; in its marketing material, for example, the Southdale Center Mall cites a trade area population of 922,031, with a daytime workforce of 720,150.25 The adjacent Fairview Southdale Hospital draws some 89,300 outpatient visits annually.26 In addition to medical facilities associated with the hospital, the City has a number of other medical and mental health facilities, which staff cite as a factor in a reported increase in mental health calls – incidents that are hazardous, sensitive, and personnel intensive.27 22 FBI Uniform Crime Reports 23 Data not available for 2010-2012 24 Excludes Arson 25 http://business.simon.com/leasing/southdale-center 26 http://www.beckershospitalreview.com/hospital-profile/10-things-to-know-about-fairview-southdale-hospital.html 27 Although staff consistently cited an increase in mental health calls, data is not available for comparison. The Department began tracking mental health calls as a separate category in 2016; prior to that, they were carried under several different categories. City of Edina Page 21 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Edina’s population was relatively stable for many years. In 1990, it stood at 46,015, and increased to 47,397 in 2000. The population declined during the following decade, reaching a low of 45,040 in 2006. As of 2010, it reached 47,998, and has since grown at a more rapid pace, reaching an estimated 50,138 in 2015.28 Much of that growth has resulted from a shift in the City’s housing stock from primarily single- family residences to multi-family buildings. Single-family housing demolition permits increased from a previous high of about 50 in 2007 – followed by a low of less than 20 in 2009 – to nearly 140 in 2014.29 The trend in housing development can be seen in a comparison of new housing units permitted by the City of Edina since 2000 in the following table. Between 2000 and 2015, the number of single-family dwellings allowed increased by 296%. Table 10: New Housing Units Permitted by the City of Edina, 2000 vs. 201530 Year 2000 2005 2010 2015 Single-Family Homes 28 45 42 111 Multiple Dwellings31 0 51 76 472 As can be seen in in the following table, the growth in households has begun to outpace the population growth in Edina. Table 11: Population Increase vs. Increase in Number of Households, 2000 - 2015 Year 2000 2010 2015 % Change Population 47,397 47,998 50,138 6% Households 47,135 47,751 50,563 7% There are many ways to interpret the impact of the increase in population and the shift in the character of residential housing. It may reflect a “right-sizing” of the City’s housing stock to match perceived demand; it may reflect the changing age of the community; it may indicate changes in the affordability of housing; or many other factors. For the purpose of this analysis, the significance is that the population of the City has increased and the composition of the housing stock has changed. Some of the impact of such change can be imperceptible; response time, for example, can be increased since officers are less likely to be able to park their patrol vehicles in front of a house and walk in. They need to park in a lot, enter the complex, ride an elevator, and find the right unit. The point is that cities change. Even a city like Edina, incorporated in 1888 and largely “built out,” evolves, and municipal services must periodically analyze their workload, structure, staffing level, and capacity to be prepared to meet current and future demands. The Edina Police Department’s staffing has remained essentially unchanged since the 1990s. Three Traffic Officers were added in the 1990s, and recently, a DWI Enforcement Officer funded by a four-year grant and two School Resource Officers, largely funded by the School District, were added as well. However, overall headcount has decreased by one FTE since 2008, and patrol staffing has remained unchanged, with one sergeant and six Patrol Officers assigned to each team. 28 U.S. Census Bureau data. 29 City of Edina 2016-17 Budget, page 25 30 Data from the Metropolitan Council, regional policy-making body, planning agency, and provider of essential services for the Twin Cities metropolitan region. http://stats.metc.state.mn.us/profile/detail.aspx?c=02394621 31 More than five residential units Page 22 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. The analysis and recommendations that follow are intended to determine the appropriate staffing levels for the Department to meet its changing workload and to provide guidance for moving forward as an organization. Patrol Staffing, Scheduling, and Operations Determining an appropriate staffing level for a municipality is challenging. Staffing levels should be based on calls for service and community expectations for enforcement and service, which may be impacted by the following: traffic patterns; business versus residential concentration; population; density; socioeconomic character; daytime population increase; presence of educational, religious, medical, and cultural institutions; and planned development. Governing bodies face the challenge of ensuring that their public safety agencies are staffed, equipped, and trained to respond to any contingency, while funding them within the locality’s ability to pay, and in a way that ensures the future affordability of government services. The core responsibility of a police department is the work done by its patrol division: basic patrol and response to emergency calls for service, traffic enforcement, preliminary investigation, and suppression of crime. Every community handles these core functions in a slightly different way; there are a wide of variety of shift schedules, minimum staffing goals, and deployment schemes. The goal in analyzing patrol staffing is to identify staffing levels and deployment practices that provide adequate coverage for response to calls for service while also enabling officers to engage in the level of proactive policing desired by the community – that is, to be proactive as well as reactive. Proactive policing affords an agency the opportunity to strategically deploy personnel to focus on identified trends and high crime areas, thereby preventing and reducing crime. Whether it is referred to as Community Policing, Problem Solving Policing, Data-Driven Policing, or by some other term, the goal is largely the same: provide sufficient time for Patrol Officers to identify problem areas or conditions; develop and implement strategies to address those conditions; establish relationships with members of the community to partner in developing long-term solutions to issues; gather intelligence; and show police presence through interaction with residents and businesses as well as team-led enforcement initiatives. It includes targeted patrols, narcotics enforcement, traffic enforcement, and community outreach. It is also important to note that additional factors must be considered in determining the appropriate level of staffing for a police department that do not lend themselves to such data- driven analysis; they are based on a community’s unique needs and tolerances, and are ultimately dependent on policy decisions. An initial example is the determination of the community’s desired level of service. Although the IACP guidelines cited previously call for a minimum of 33% proactive time, many communities choose to staff to a higher level to allow for greater community interaction, quicker response time or additional patrol capacity, such as business district foot patrol. Geography is a second major consideration. Although a certain number of officers may be sufficient to meet the average calls for service workload, additional officers may be required to provide adequate coverage, visibility, backup, and availability for emergency response. The Edina Police Department, for example, is responsible for an area in excess of fifteen square miles, with major highways on multiple sides. It borders a major City. Policy determinations regarding staffing should account for sufficient staffing to ensure that adequate and timely backup is available, given the size of a community and the presence of any geographical barriers. Edina’s commuter- adjusted daytime population swells to nearly 68,000. The City’s population has been growing as City of Edina Page 23 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. large apartment complexes replace single family homes, and its commercial and retail centers draw large numbers of shoppers from outside the City. These factors should be used as an overlay to the statistical staffing model when determining a final staffing level. RECOMMENDATION 1: Adopt proactive policing target for the Edina Police Department. While a community’s proactive policing level of service standard is a policy decision, the International Association of Chiefs of Police recommends that at least 33% of an officer’s time be allocated to proactive policing; the remaining two-thirds is divided equally between response to calls for service and administrative duties. Put differently, an officer should, in theory, spend 20 minutes of each hour on calls for service; 20 minutes on the resulting administrative tasks (preparation of reports, etc.); and 20 minutes on proactive policing. However, while the IACP sets a guideline target of 33% proactive, some communities may wish to establish a higher proactive service level. The City of Edina Police department operates with an expectation of high service levels. The Department has historically exceeded the IACP proactive policing guidelines. The importance of proactive policing as a strategic priority in the department is further apparent in the Department’s new Directed Patrol Initiative, a performance measurement system launched in 2016 that encourages officers to engage in various proactive policing activities. However, although the Department has historically excelled at proactive policing, it has not established formal proactive service targets that reflect Department and community service level expectation. As a result, it has been difficult to quantify the impact of evolving patrol workload trends on the Department’s ability to maintain a high commitment to proactive policing. Before determining a target proactive policing service level, it is first necessary to identify the current proactive policing experience. This is accomplished by analyzing Directed Calls for Service (DCFS) data. Directed Calls for Service are the primary driver of patrol activity. To identify a department’s current proactive policing experience, call data must be exported from the Computer Aided Dispatch (CAD) system and then analyzed to determine how much of officers’ time is absorbed responding to DCFS by hour of the day and day of the week. The Department provided three years’ worth of call data to support this analysis (2013 through 2015). The Edina Police Department tracks an impressive amount of data regarding staff activities in its CAD system, including many proactive and administrative activities that do not involve responding to calls for service. As such, the amount of time officers spend responding just to DCFS could not be identified without the application of a data filtering process. Therefore, in order to assess the volume of calls for service and time spent responding to calls for service, the raw data provided by the Department had to be reviewed and filtered. Attachment A summarizes the steps that The Novak Consulting Group took to distill the data provided by the Department. However, in summary, the process involved a detailed review of the DCFS call profile and call type with Department staff and the assignment of proactive, reactive, and administrative categorization for each call record. Based on The Novak Consulting Group’s analysis of the filtered call data, the Department currently dedicates a significant amount of time to proactive policing activities, achieving a 44% proactive policing standard in 2015. However, this also represents a decline in historical service levels. Over the previous three years the number of emergency calls for service fielded by the Department has increased by 25% without significant adjustment to patrol staffing levels. As such, the increase in emergency calls for service has had resulted in a corresponding decrease in the Page 24 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. amount of patrol officer time dedicated to proactive policing, dropping from 49% to 44% between 2013 and 2015. The following table shows how the Department’s proactive policing availability has decreased as the workload has increased. Table 12: Reactive Workload and Average Proactive Policing Availability, 2013-2015 2013 2014 2015 Reactive Events 13,742 14,347 17,221 Average Proactive Policing Standard Achieved 49% 48% 44% It is important to note that the achieved proactive policing standards are aggregate rates. As such, they are weighted with late night hours where there are few calls and, as a result, extensive proactive capacity. Unfortunately, although there is work to be done – both reactive and proactive – late night hours are not when proactive policing is the most effective. Much of what is considered proactive policing involves interaction with residents, business owners, public institutions, government agencies, and other segments of the community – all of which cannot be done effectively during overnight hours. To develop a true picture of proactive policing availability, it is necessary to evaluate peak workload periods and trends. In general, the summer months are the busiest time for the Department and Tuesdays and Fridays tend to be the busiest days. Overall, the Department’s workload increased significantly between 2014 and 2015. See Attachment B for a detailed evaluation of the Department’s workload profile by day and month in recent years. Fluctuations in the workload profile impact the proactive policing rate the Department is able to meet at different times. The following figure shows how the Department’s workload breaks out between reactive, administrative, and proactive time compared with the proactive policing guideline of 33% and the Department’s 2013 proactive rate of 49%. Reactive time is based on the minutes spent responding to calls for service; administrative time is based on an estimate that reflects the officer’s absorption with reactive and proactive policing duties. All remaining time is considered available for proactive policing activities. As can be seen in the figure, the Department is (with its current staffing level) able to meet a proactive policing standard of 33% – the widely- accepted industry guideline – throughout an average day. Moreover, the Department consistently exceeds that target and in 2015 achieved a proactive policing experience of 44%. This trend appears to have continued in 2016 with the Department registering a 20% increase in CAD events, a portion of which reflect increases in emergency calls for service. Though the Department exceeds the IACP guideline, this service level is the historical expectation established in the community and the Department’s ability to meet that high service standard has declined without the addition of patrol officers. City of Edina Page 25 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Figure 3: Breakout of Officer Time between Reactive, Administrative, and Proactive Activities Relative to 33% guideline and 49% target, 2015 Attachment D provides a detailed table showing the number of officers necessary each hour of the day to meet the 33% IACP guideline and the 2015 rate of 49% proactive. Though the Department currently exceeds the industry guideline for proactive policing, this level of service is the standard experienced and expected by the community. Ultimately a community’s proactive policing level of service standard is a policy decision that must reflect the needs, experience and service expectations of the community in question. Given the increase in emergency calls for service and the associated decline in proactive policing rates, it is appropriate for the Department and the City to identify a formal proactive policing standard for the Department. This standard, which can meet or exceed the 33% IACP guideline as a reflection of the City’s historical service level, can serve as a performance measurement benchmark that can be monitored by the City to inform decisions about staffing adjustments as workload changes in the future. The following analysis demonstrates the impact of various proactive service level targets within the context of patrol workload trends. RECOMMENDATION 2: Staff the Department to meet the adopted proactive policing target. Once the Department’s proactive policing standard has been established, the Department should be staffed at a level that enables it to consistently meet that standard. It is important to note that unlike many professions, 100% utilization is not an appropriate measure of efficiency for a patrol officer. An officer's call workload should include adequate time for completion of the substantial amount of paperwork associated with calls. Because of the stressful nature of many calls for service, it should allow for sufficient time between such calls to dissipate some of that stress and to avoid burnout. Most importantly, ideal utilization does not involve only response to calls. It must include time for routine patrol of an officer's assigned area to show a visible police presence, to observe conditions and investigate unusual items or suspicious activity, to engage residents and merchants and establish relationships in the community, and to engage in proactive outreach and problem solving. That time, which does not readily lend itself to measurement, is often the most effective part of policing. 0 50 100 150 200 250 300 350 Av e r a g e M i n u t e s Reactive Activities Administrative Activities Proactive Availability 33% Proactive Guideline 49% Proactive Rate Page 26 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. As was previously mentioned, the workload of the Department is increasing and the workload profile is changing. At the same time the proactive policing rate achieved by the patrol function is decreasing. These trends are likely to continue due to the fact that Edina is growing and, as previously discussed, the nature of the community is changing. For example, single family homes are being converted into multiple dwellings while hotels and commercial properties are also being constructed. Assuming the demand trend of 2013 through 2015 continues into the future, the proactive policing standard the Department achieves can also be expected to decrease. Based on current trends, the Department’s proactive policing rate can be expected to decline to 39% in 2017 and fall below the IACP proactive policing guideline of 33% in 2020 and will. The following figure projects demand for services (minutes spent responding to calls for service) and the proactive policing standard the Department can be expected to achieve with current staffing levels. Figure 4: Projected Demand for Services and Proactive Policing Availability, 2013-2022 Though the straight line projection of calls for service workload indicates the need for at least two officers per year to maintain proactive service levels in the face of growing call volume, more than two officers is required to staff those positions and account for leave. This is because to staff one position for every shift of the year, more than one FTE must be available to cover for leave. To determine the total number of positions that must be established to create a new shift position it is necessary to calculate a staffing factor. The following table shows the amount of leave used each year by Edina Police Department patrol officers. Over the past three years, patrol officers have taken an average of 166 hours of leave equating to approximately 14 shifts per year. The average leave amount per officer has decreased in recent years. This is due to recent retirements of more senior officers and the hiring of new officers with less accrued leave. Therefore, as employee tenure increases, leave usage should be expected to increase, impacting the Department’s staffing factor in the future. 336,637 357,626 438,224 484,038 529,852 575,666 621,480 667,294 713,108 758,922 49%48%44%41%39%36%34%31%29%26% 0% 10% 20% 30% 40% 50% 60% 0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 2013 2014 2015 2016 Estimate 2017 Estimate 2018 Estimate 2019 Estimate 2020 Estimate 2021 Estimate 2022 Estimate Pr o a c t i v e P o l i c i n g S t a n d a r d A c h i e v e d Mi n u t e s S p e n t R e s p o n d i n g t o Ca l l s f o r S e r v i c e Minutes Spent Responding Proactive Availability City of Edina Page 27 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Table 13: Leave Usage by Patrol Officers, 2013-2015 Leave Type 2013 2014 2015 Vacation 2,613 2,228 1,979 Military 24 210 113 Sick 2,514 1,763 1,215 Workers' Comp 0 19 26 Unpaid FMLA 1,744 60 0 Total 6,894 4,279 3,333 Average per Patrol Officer 265 130 104 In addition to taking an average of 166 hours of leave each year, patrol officers are required to complete 48 hours of mandatory training every three years and receive 88 hours of holiday leave. Therefore, each patrol officer can be expected to work 1,822 hours per year (2,196 less 166 hours of leave, 104 hours of Kelly Time, 88 hours of holiday time, and 16 hours of training). Consequently, the patrol function’s staffing factor is 1.2, meaning that to staff one additional position on a 12-hour shift, three officers would be necessary (one position on two teams, multiplied by 1.2 FTE equals 2.4 FTE or three officers). In summary, the Department should seek to add officers in groups (as three officers basically equates to one additional officer on a shift). The following table shows the number of officers necessary to increase a shift’s staffing level. As shown in the table, by having twelve officers assigned to each shift, the Department is adequately staffed to meet a minimum staffing level of five officers on duty. Given the call volume trends and leave considerations, additional officers will be necessary to maintain or exceed historic proactive policing service levels. The following table estimates the number of officers necessary to meet the Department’s 2013 proactive rate of 49% proactivity, its 2015 rate of 44% proactivity, and the IACP guideline of 33% proactivity, based on straight line projections of call volume. It is projected that the Department will need to begin adding officers in 2018: five officers to achieve a proactivity rate of 49%, three officers to maintain a proactivity rate of 44%, and zero officers to continue to meet the IACP guideline. Table 14: Number of Officers Necessary to Meet Various Proactive Policing Standards Based on Projected Demand Officers Necessary 2017 2018 2019 2020 2021 2022 Current Staffing Total Officers 24 24 24 24 24 24 49% Proactive Availability Total Officers 27 29 31 34 36 38 Difference from Current 3 5 7 10 12 14 44% Proactive Availability Total Officers 24 27 29 31 33 35 Difference from Current 0 3 5 7 9 11 33% Proactive Availability Total Officers 21 22 24 26 28 30 Difference from Current -3 -2 0 2 4 6 It is important to note that the staffing needs identified above are based on straight line projections of call volume growth. However, it is likely that call volume increase trends will level off in the future so staffing needs should be evaluated annually within the context of evolving workload. Furthermore, as staffing levels are increased, different shift schedule configurations become more or less efficient and, as a result, deployment approaches will also warrant revaluation by command staff. Page 28 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. However, The Novak Consulting Group evaluated several schedule and staffing configurations, within the context of existing workloads patterns, that will allow the Department to adapt to changing conditions and meet the desired service level in the most efficient way possible. Depending on how quickly demand increases and how the workload profile of the Department changes, different deployment options will be more efficient. To compare the efficiency of each schedule, the average minimum staffing level achieved during the peak workload period (10am- 10pm) was compared. For example, under the current staffing level and schedule, the Department is able to meet an average staffing level of 5.3 officers on duty during the peak workload period. Attachment E includes a visual summary of each schedule option. If the City adopts a service level standard of 44% proactive availability (the rate achieved in 2015), the Department will need to add three officers in 2018. The Department has three options when it comes to scheduling those additional officers. The best choice for the Department will depend on how the workload of the Department evolves and final determination should rest with the Police Chief so that a real time assessment of current conditions and deployment priorities is taken into account. • The first option is to maintain the Department’s current schedule and increase the minimum staffing level on the early night shift (2:00pm-2:00am) from one officer to two officers. This option would enable the Department to meet an average peak workload staffing level of 6.0 officers, with a minimum of five officers until 2:00pm, seven officers until 6:00pm, and six officers until 10:00pm. Increasing the minimum staffing level of the early night shift would require a total of 27 officers, which is an increase of three officers over the current staffing of 24 officers. • If the peak workload period continues to be between 10:00am and 10:00pm, the most efficient option is to create a new 12-hour power shift (10:00am-10:00pm) in place of the existing early night shift (2:00pm-2:00am). Under this schedule, both the day and night shifts would have minimum staffing levels of four officers and a power shift with a minimum staffing level of two officers would provide supplemental coverage. This schedule would enable the Department to meet an average peak workload staffing level of 6.0 officers with 27 officers, which is an increase of three officers over the current staffing of 24 officers. • If the Department’s peak workload period shifts more toward business hours, then the most efficient option would be to keep the current schedule and add an 8.5 hour weekday power shift. The minimum staffing level of the current night (6:00pm-6:00am) and day (6:00am-6:00pm) shifts would be five officers while the minimum staffing level of the weekday power shift (11:00am-7:30pm) would be two officers. This is an efficient way to address a peak workload period that occurs only five days per week. The start and end time of this shift would be based on the highest workload period. Some officers might appreciate having this schedule available to them. This schedule would enable the Department to meet an average minimum staffing level between 10:00 am and 10:00 pm of 6.35 officers (despite only providing supplemental coverage for 8.5 hours) with 27 officers, which is an increase of three officers over the current staffing of 24 officers. If the City adopts a service level standard of 49% proactive availability, the Department will need a total of 29 officers in 2018. The Department has three options when it comes to scheduling those 29 officers, which is an increase of five over the current staffing of 24. Again, the best choice for the Department will depend on how the workload of the Department is changing and the deployment priorities of the Police Chief. City of Edina Page 29 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. • If the Department chooses to maintain its current schedule, it could increase the minimum staffing level on the early night shift (2:00pm-2:00am) from one officer to three officers. This option would enable the Department to meet an average peak workload staffing level of 6.7 officers, with a minimum of five officers until 2:00pm, eight officers until 6:00pm, and seven officers until 2:00am. A total of 29 officers would be necessary, which is an increase of five officers over the current 24 officers. • If the peak workload period continues to be between 10:00am and 10:00pm, the most efficient option is to create a new 12-hour power shift (10:00am-10:00pm) in place of the existing early night shift (2:00pm-2:00am). Under this schedule, both the day and night shifts would have minimum staffing levels of five officers and the power shift would have a minimum staffing level of two officers would provide supplemental coverage. This schedule would enable the Department to meet an average peak workload staffing level of 7.0 officers with 29 officers, which is an increase of five officers over the current 24 officers. • If the Department’s peak workload period shifts more toward business hours, then the most efficient option would be to keep the current schedule and add an 8.5 hour weekday power shift. The minimum staffing level of the night shift (6:00pm-6:00am) would be six officers, day shift (6:00am-6:00pm) would be five officers, and weekday power shift (11:00am-7:30pm) would be one officer. This is an efficient way to address a peak workload period that occurs only five days per week. The start and end time of this shift would be based on the highest workload period. Some officers might appreciate having this schedule available to them. This schedule would enable the Department to meet an average minimum staffing level between 10:00am and 10:00pm of 6.77 officers (despite only providing supplemental coverage for 8.5 hours) with 29 officers, which is an increase of five officers over the current 24 officers. The following table summarizes the some of the most efficient schedule and deployment alternatives available to the Department under each of the proactive policing scenarios. Table 15: Most Efficient Patrol Shift Alternatives for Meeting Projected Demand Alternative FTE Impact Salary and Benefit Cost32 Strengths/Weakness Current Schedule 44% Proactive Availability +3 FTE $259,785 Strengths • Officers are comfortable with current schedule • Provides weekend coverage • Meets a peak period (10am-10pm) minimum staffing level of 6.0 officers Weaknesses • Provides unnecessary capacity during non-peak hours 49% Proactive Availability +5 FTE $432,974 Strengths • Officers are comfortable with current schedule • Provides weekend coverage • Meets a peak period (10am-10pm) minimum staffing level of 6.7 officers 32 Assumes starting salary of $57,493, 16.2% pension contribution, and fixed benefit cost of $19,788 Page 30 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Alternative FTE Impact Salary and Benefit Cost32 Strengths/Weakness Weaknesses • Provides unnecessary capacity during non-peak hours Additional 12-Hour Power Shift 44% Proactive Availability +3 FTE $259,785 Strengths • Provides additional capacity during long peak workload periods • Provides weekend coverage • Meets a peak period (10am-10pm) minimum staffing level of 6.0 officers • Provides overlap coverage during the busy period coinciding with evening shift change Weaknesses • Requires an additional shift change 49% Proactive Availability +5 FTE $432,974 Strengths • Provides additional capacity during long peak workload periods • Provides weekend coverage • Meets a peak period (10am-10pm) minimum staffing level of 7.0 officers • Provides overlap coverage during the busy period coinciding with evening shift change Weaknesses • Requires an additional shift change Additional 8.5-Hour Weekday Power Shift 44% Proactive Availability +3 FTE $259,785 Strengths • Provides additional capacity if weekday workload is heaviest • Meets a peak period (10am-10pm) minimum staffing level of 6.35 officers • Can provide overlap coverage during the busy period coinciding with the evening shift change Weaknesses • Provides for smallest portion of peak workload period coverage • Does not augment capacity on weekends • May require an additional shift change 49% Proactive Availability +5 FTE $432,974 Strengths • Provides additional capacity if weekday workload is heaviest • Meets a peak period (10am-10pm) minimum staffing level of 6.77 officers • Can provide overlap coverage during the busy period coinciding with the evening shift change Weaknesses • Provides for smallest portion of peak workload period coverage City of Edina Page 31 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Alternative FTE Impact Salary and Benefit Cost32 Strengths/Weakness • Does not augment capacity on weekends • May require an additional shift change It is important to note, however, that annual staffing increase projections are based on straight projection of calls for service increases using prior year trends. These call increases are likely to level off so it will be important to evaluate call volume and the Department’s proactive policing experience to determine if staffing adjustments are warranted each year. The City can accomplish this by exporting calls for service data on an annual basis, categorizing each call using the same filtering process described in Attachment A, and dividing the total number of hours engaged in proactive activity by the total number of patrol officer labor hours deployed to patrol functions over the same period. This will produce an aggregate proactive policing rate for the Department. The data can also be further filtered by shift to identify the proactive policing rate of each shift, thereby providing the Department with the level of information necessary to determine whether deployment adjustments are warranted. RECOMMENDATION 3: Increase overnight minimum staffing level to four officers. Typically, departments adopt minimum staffing targets for each shift. The Edina Police Department is unique in that its minimum staffing levels fluctuate throughout the night shift, starting at four patrol officers and decreasing to three and then two. This approach has the benefit of allowing the Department to staff a shift in order to handle peak workload periods and then enabling some officers to leave when the workload decreases. However, as was previously mentioned, the current minimum staffing levels do not provide a comfortable level of coverage during certain hours in light of the City’s geography and population. While the Department’s current minimum staffing levels are sufficient to meet the average calls for service workload during the overnight shift, two officers cannot adequately cover the City’s 15 square mile area and there are officer safety concerns when only one other officer is available for backup. Many calls require the assignment of at least two officers when a single call is being handled, and the current overnight minimum staffing levels can result in no coverage for the remainder of the fifteen-square mile area, no officers to respond to a second priority call, and no backup officer if an incident occurs. Keeping the night shift’s staffing level steady at four officers (with the option of allowing the K9 officer to leave one hour early to see to dog care), would ensure the safety of those officers on duty while improving the Department’s response during the early morning hours. RECOMMENDATION 4: Implement an intelligence-led, proactive policing strategy. The Department recently hired a Crime Analyst who monitors trends and patterns and shares criminal intelligence information with members of the Department, largely through a video loop that plays constantly on a monitor in the shift briefing room. The Crime Analyst is also called in to brief the SWAT Team on local criminal intelligence information prior to operations. Since the Crime Analyst recently joined the agency, this is an opportune time to take the Department’s information sharing to the next level. The Department has been quite successful in reducing crime; as noted earlier, only 20 violent crimes were reported in 2015. But given the City’s proximity to an urban area, its retail establishments, and the highways that bring Twin Cities traffic through it, achieving a low crime rate has taken considerable effort, and maintaining it will require a similar or greater level of effort. The Department will continue to face challenges in the areas of theft and Page 32 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. burglary, largely due to its retail traffic. It is also of sufficient size to warrant formal means of sharing intelligence information, and has some staff capacity to do so. Many municipalities have adopted and found success with programs based on the Compstat model. Compstat relies on four basic principles: • Timely and accurate intelligence • Effective tactics • Rapid and effective deployment • Relentless follow-up and assessment The implementation of these principles can differ significantly in each jurisdiction, but the basic components of the process are the same: efficient collection and analysis of crime statistics; transmittal of relevant information to supervisors and line personnel to form the basis for personnel deployment and enforcement initiatives; and assessment, often in the form of command-level meetings that ensure that appropriate information has been shared, that all units within the agency are coordinating their efforts and providing necessary support, and that all members of the agency are actively engaged in its mission. A publication by the Police Executive Research Forum (PERF) summarized the impact of Compstat: “…instead of merely responding to calls and investigating crimes after they were committed, police gathered accurate, timely information to identify emerging crime trends, held regular meetings to discuss countermeasures, and deployed resources to break up crime patterns and prevent crimes. (And they succeeded; the national violent crime rate in 1994 was 66 percent higher than the comparable figure for 2009; and the property crime rate was 53 percent higher in 1994 than in 2009, according to the FBI.)”33 Compstat is not a “one size fits all” solution; it must be adapted to the needs and operating practices of each agency, and may not be an appropriate tool for all. However, intelligence-driven policing appears to be an appropriate and adaptable concept for the City of Edina. It is recommended that the Police Department implement a proactive, intelligence-led crime reduction strategy based on the principles of the Compstat model that includes: • A formal crime analysis component to identify crime trends and put relevant intelligence into the hands of the staff who can apply it in the field through deployment of personnel and enforcement initiatives • Assessment, in the form of command-level meetings or other methods most suitable to the needs of the Department, to ensure that appropriate information has been shared, and that all units within the agency are coordinating their efforts and providing necessary support • Accountability, to ensure that all members of the agency are actively engaged in its mission The strategy should include not only analysis of crime statistics, but processes for monitoring data that tracks patrol and investigative performance, and should incorporate tracking and evaluation of community outreach efforts. Community outreach plays as important a role in the crime reduction process as does enforcement, particularly in developing information about conditions of concern to the residents. It must be recognized equally, and subject to the same level of accountability and analysis, as traditional enforcement. The Department’s positive relationship with the community it serves will be an asset in this area. 33 Police Executive Research Forum, “Subject to Debate,” Vol. 25, No. 2, March/April 2011 City of Edina Page 33 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. As part of this process, it is necessary to assign personnel with appropriate rank and position within the agency to coordinate the implementation of strategies and accountability for the performance of personnel and cooperation between units, as well as personnel capable of performing Crime Analysis duties. The Department has a Crime Analyst; adequate supervisory staffing in the Investigations Division; and administrative staff – the Administrative Lieutenant and the Support Services Sergeant – to coordinate the flow of information under the oversight of the Deputy Chief. RECOMMENDATION 5: Pursue accreditation of the Department. Accreditation – a process by which an outside agency evaluates and certifies an agency’s compliance with specific operating standards – is a valuable tool for validating the proper operation of a police department. It can also serve to reduce an agency’s insurance premiums and can assist in defending against liability in civil litigation. The accreditation process provides a framework to ensure that the Department is, and remains, in compliance with best practices in a series of standards that cover critical operational and administrative areas. Periodic reaccreditation assessments ensure ongoing maintenance of such standards. Many states have individual accreditation programs that are available at little or no cost; the State of Minnesota unfortunately does not. The Commission on Accreditation of Law Enforcement Agencies (CALEA), therefore, is the only available option, despite the cost associated with the program. Obtaining accreditation can be a challenging task for a police department, and requires leadership and perseverance on the part of the Chief of Police and key staff, as well as the support of the City’s administration. It is in the City’s best interest to pursue it for the benefits that derive from the ongoing operational review it requires. RECOMMENDATION 6: Track ongoing community relations efforts and diversity training. As noted at the outset of this report, the Edina Police Department enjoys a positive relationship with the community; overall, its Police Officers maintain a close connection with the people they serve, and the community has publicly shown its support for the Department. Consequently, there has not been an emergent need to emphasize formal community relations programs or initiatives. The Department maintains a robust array of such programs. However, in light of national events, community outreach has become a timely issue for all police departments, and the need for an even more proactive approach may need to be considered. Many Police Officers have a natural affinity for interaction with the public, especially those who have families and the natural community social network that parenthood brings. Not all officers have such innate skills; many younger officers, in particular, can benefit from guidance in this area. At the same time, diversity training has become a critical issue in policing. Although its level of diversity has increased over the past two decades, Edina is not a particularly diverse community; 88.4% of the population reports as White, 3% African American, 6% Asian, 0.5% Native American, 6% Hispanic or Latin American of any race, and 1% other races.34 In the current climate, this makes formal diversity training, and the documentation thereof, even more important. The Department should track indicators of its performance regarding community relations. It should also maintain vigorous training programs regarding the use of force and the importance of eliminating bias from policing. The Minnesota Peace Officer Standards and Training Board has established an online training program in this area that has been incorporated into the 34 U.S. Census, 2010 population data Page 34 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Department’s training curriculum and should continue to be a routine subject of in-service training. Training must recognize implicit bias – that all humans, police officers or civilians, have conscious and unconscious biases that can impact their perceptions and behavior. The curriculum should teach officers how bias in policing can impact officers, their departments, and the community they serve, and assist them in developing tactics to reduce its influence. The Department currently has an impartial policing policy in its Operations Manual. The Department should also ensure that demographic data is recorded regarding traffic stops, investigative stops, and other interactions with members of the public as a basis for ongoing analysis of the Department’s performance in this area, and to identify trends and emerging training needs. Useful background regarding these issues can be found in the Report of the President’s Task Force on 21st Century Policing, including an implementation guide for recommended strategies.35 Investigative Staffing and Operations The Investigations Division is staffed by a Lieutenant, two Sergeants, four permanent Detectives, two School Resource Officers, and a Crime Analyst. A rotating Detective position, filled for a three year term, is currently vacant. One additional detective is assigned outside the agency to the Southwest Hennepin County Drug Task Force. The Investigations Division Sergeants review all criminal incident reports taken by patrol to ensure that cases that merit further investigation have been properly referred, and that trends and patterns are not missed. Cases that are amenable to investigation are assigned to Detectives; cases determined to have no viable potential for successful investigation are assigned to the Administrative Support Unit to be placed in inactive status. Staffing levels for investigative units do not lend themselves to the same sort of analysis as other department functions which have recognized national standards that can be applied as general guidelines. Caseload and clearance rates are frequently used valid metrics, although they cannot be used as raw numbers without further scrutiny. The workload of a detective specializing in the investigation of violent crimes may show a relatively small number of cases, but each is a labor- intensive major investigation. Conversely, some property crimes with no significant leads may be routinely closed based on a quick telephone call to the victim, so a higher caseload may not reflect a significantly higher workload. However, other factors impact even that analogy. Property crime investigations, for example, have become more numerous and complex with the advent of identity theft and cybercrime. In addition, the increasing availability of surveillance video and digital evidence from computers and cell phones has increased both the solvability and the scope of investigations. Computer forensic examination – tracking information on cell phones, laptops, and social media – has become almost a routine part of the investigative process. The standard of customer service set by the agency and expected by the community also impacts the workload by raising or lowering the standards for accepting cases for investigation and determining when they are to be closed. The assignment of cases is essentially a triage process that evaluates a number of factors: the level of the crime; the presence of a willing complainant; the availability of evidence or witnesses; the extent to which the suspect is or can be identified; and the availability of investigative resources. A segment of cases are not amenable to successful investigation and should be closed; there is a segment that clearly merits further investigation; 35 https://cops.usdoj.gov/policingtaskforce City of Edina Page 35 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. and there is a cutoff point between cases that are investigated and those that might be solvable if additional resources were available, but must be closed based on a cost-benefit analysis. RECOMMENDATION 7: Enhance data collection regarding Investigations Division workload indicators. Data regarding basic indicators such as investigative caseload and clearance rates, properly interpreted, is invaluable. It provides police and municipal administrators an empirical basis for evaluating performance, making staffing and deployment decisions, and submitting budget, grant, and other funding requests that are supported by facts. It enables elected officials and other decision makers to make informed choices, and validates to residents and businesses the return on their investment of tax dollars. Two measures generally used to assess investigative work are clearance rates and caseload. The clearance rate – essentially the percentage of cases that are solved -- reflects individual performance, as well as the overall performance of a unit in successfully completing investigations. Caseload is a measurement that provides a snapshot of the workload of a detective at a given point in time: the number of open cases for which he or she is responsible. Both metrics should be immediately available and reviewed on both a monthly and an annual basis, in order to track short term needs for deployment adjustment and long term performance. Although these are basic indicators, the amount of effort required by a particular case or category of investigation can vary widely. For example, a complicated homicide or serious assault investigation can require numerous interviews and canvasses, invoicing of evidence, surveillance, multiple search warrants, coordination with outside agencies, repeated conferrals with prosecutors, and production of witnesses for multiple hearings. A simple theft case may require little beyond an interview with the victim and perhaps review of security video. Consequently, a single-digit caseload for one detective may be equally or more demanding than another detective’s caseload that numbers in the dozens. Analysis of the staffing level of the Investigations Division is limited by the availability of data. The following statistics were provided regarding clearance rates for 2013, 2014, and 2015. Table 16: Clearance Rates Reported by Minnesota Bureau of Criminal Apprehension Uniform Crime Reports, 2013 - 2015 Year Offenses Reported Total Cleared Percent Cleared Part 1 Crimes Total Cleared Percent Cleared Part 2 Crimes Total Cleared Percent Cleared 2013 1,594 580 36% 954 182 19% 640 398 62% 2014 1,571 675 43% 918 229 25% 653 446 68% 2015 2,01536 1,037 51% 980 275 28% 1,035 762 74% Statewide clearance rates for 2015 were 43% for Total Crimes, 31% for Part 1 Crimes, and 53% for Part 2 Crimes. By comparison, the City of Edina was above the statewide average for Total Crimes cleared, slightly below average for Part 1 Crimes cleared, and above average for Part 2 Crimes cleared. The statistics reflect the nuances of analyzing clearance data and investigative workload. Although the data shows a larger number of offenses – an increase of 421 incidents since 2013 -- the increase is driven by Part 2 crimes, which increased by 395 during the period. That figure is driven largely by fraud cases (98 vs. 46, an increase of 52), drug complaints (220 vs. 125, an increase of 95), and most significantly, Driving Under the Influence (DUI); 296 offenses were recorded in 2015 vs. 125 in 2013, an increase of 171. That is largely attributable to the 36 2,015 is the number reported in the BCA source document. The fact that it is the same as the year appears to be coincidental. Page 36 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. assignment of a Police Officer specifically to DUI enforcement; consequently, it represents not an increase in crime, but an increase in proactive enforcement. Most importantly, however, these statistics do not reflect the performance of the Investigations Division; they reflect all cases cleared by the Department, by the Investigations Division or by the Patrol Division, whether by arrest following investigation, summary arrest immediately following an offense, or exceptional clearance.37 Although these general clearance rates are readily available from the Minnesota BCA database, the more effective practice is to maintain specific annual clearance rates by investigator and for the Investigations Unit as a whole as a tool to assist in assessment of the unit’s performance. Likewise, caseload data provided by the Department is limited to the number of cases assigned per detective on an annual basis – essentially the number of investigations opened divided by five detectives. Table 17: Cases Assigned Per Detective, 2013 - 2015 Year 2013 2014 2015 3 year Average Cases Assigned per Detective 119 121 132 124 Cases Opened by Investigations Division 597 607 661 622 It is not possible to determine an actual workload from this data. Caseload is a constantly changing total as cases are assigned and closed. It is essentially a balance sheet of debits and credits, reflecting the net of newly assigned cases and cases that have been closed. Annual figures do not provide sufficient information, since cases are often opened in one year and closed in another. Based on the information currently available, Detectives have been assigned an average of 10 cases per month during the past three years. Detectives are reported to average seven open cases, although statistics that would inform a more thorough assessment of the caseload, such as nature of cases, length of time opened, and the nature of the caseload assigned to particular investigators (i.e., violent crimes vs. property crimes) are not available. These are not unusually high numbers, and do not by themselves support an increase in investigative staffing. More detailed data will facilitate ongoing assessment of staffing levels. The Department should work with its software vendor to update the records management system to ensure that it provides ready access, in a user friendly manner, to up-to-date case closure and caseload statistics, and that it accounts for the time invested in investigations by detectives. Access to that information on both a daily snapshot basis and on an annual basis would assist in the assessment of both short term and long term staffing and deployment needs. The data available at this time does not support a reliable assessment of Investigations Bureau staffing needs. It is important to acknowledge that the investigative process is not linear; cases are not received, investigated, and closed in an assembly line fashion. Based on workload, witness availability, and the occurrence of priority incidents, detectives work on cases as time allows, frequently touching on multiple cases during a shift. Detectives do not do interviews or apprehend suspects alone; 37 “Exceptional Clearance” refers to situations in which sufficient evidence has been developed to support the arrest and prosecution of an offender, but the agency is unable to make the arrest due to circumstances beyond its control. City of Edina Page 37 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. although a case may be assigned to a particular detective, several others may be involved in the investigation, and that time is not necessarily reflected in their own caseloads. Precise accounting for every minute of a detective’s time is virtually impossible; however, a reasonable estimate of investigators’ activity in a user-friendly system can yield valuable results that will inform decisions regarding performance, staffing, and allocation of resources. It will also assist in documenting that time spent assisting cases that are officially assigned to other detectives, which can consume a substantial portion of an investigator’s time. RECOMMENDATION 8: Monitor impact of computer forensic investigation workload on investigative staffing and funding. As noted, the limited caseload and clearance rate data that is available makes it impossible to thoroughly assess Investigations Division staffing, and does not support an increase in personnel based on overall workload. However, as changes in the profession, the Department, and the City are reviewed, and as the Department looks toward future needs, at least one emerging need has become clear: the importance of computer forensic investigations. Developments in technology- based investigation are likely to require future staffing and funding enhancements in order to maintain the current level of service. Many developments in recent years have made investigations more labor intensive. Courts and prosecutors increasingly require search warrants rather than subpoenas for virtually all evidentiary seizures. Preparation of search warrant applications, particularly the initial application on a case, can take many hours; staff indicates that it takes 2.5 hours to prepare the average search warrant. Certain areas, such as sex crimes investigations, are less dependent on search warrants. However, the enhanced initial response to such cases, including extensive examination, evidence collection, and interviews, is time-consuming. Property crimes now routinely require obtaining and processing surveillance video and other digital evidence. Analysis of cell phones and computers has become part of most cases; it requires expertise and considerable time. The reality is that in recent years the investigative process has become gradually more labor-intensive. The analysis of digital evidence is a need that must be recognized, from both financial and staffing perspectives. The Department has benefitted from extensive training received by a Detective formerly assigned to a federal task force, who brought back to the Department not only training and experience, but a wealth of equipment. The Department has continued to augment the Detective’s training. However, federal funding in this area has decreased, as has the availability of no-cost equipment. The Department and the City will need to allocate funding for the maintenance and upgrade of the specialized hardware, software, and training that will be needed in the future. Virtually any case that involves a device that stores information – computers, cell phones, vehicle systems, GPS units – requires technical forensic examination, which restricts staff availability for general investigations. The Department has recognized a need and developed capacity to respond to it; the result, however, is that it has lost a portion of one investigator’s time, and consequently, may find itself less able to meet the previously existing demand for service. Looking toward the future, the Department should monitor this growing need for forensic technical investigation and the fact that it is a significant workload added to the Investigations Division, occupying staff time otherwise dedicated to routine investigative duties. Computer forensic investigation is an additional investigative workload that will require the Department to adapt by monitoring its impact and making staffing and funding adjustments at the appropriate time. Page 38 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. RECOMMENDATION 9: Establish guidelines and an audit process for investigations completed by Patrol Division personnel. The Investigations Division does not investigate all offenses reported to the Department. Patrol Officers are expected to follow up on reported crimes to the fullest extent possible prior to submitting incident reports, and are generally responsible for the investigation of misdemeanors and gross misdemeanors.38 Misdemeanor cases involving extensive investigation, sensitive cases, and felonies are investigated by the Investigations Division. In cases in which the Patrol Division completes the investigation of a felony (for example, through summary arrest at the scene or as a result of follow-up during the shift), Detectives will be assigned to draft felony charges and sign the associated complaints. The following table shows the number of investigations opened by the Patrol Division. Table 18: Investigations conducted by Patrol, 2013 - 2015 Year 2013 2014 2015 Investigations Conducted by Patrol 305 375 503 Cases Opened by Investigations Division 597 607 661 During the past three years, an average of 1,727 offenses have been reported to the Department annually. An average of 1,016 investigations have been opened annually. Consequently, the Department investigates approximately 59% of reported crimes. 61% of those investigations are conducted by Detectives, and 39% by Patrol Officers. Patrol Officers having the opportunity to investigate appropriate cases broadens their professional horizons, increases the number of cases that are investigated despite limited Investigations Division resources, and allows detectives to focus on more complex investigations. Investigations Division Sergeants review all incident reports received by the Department when assigning cases to Detectives, which provides a level of review that ensures that cases receive the appropriate level of investigation and are assigned to Detectives due to their complexity, sensitivity, or inclusion in a trend or pattern. However, there are no written guidelines in the Department’s Operations Manual that establish criteria for the referral of cases or required steps to be completed in the course of a Patrol investigation. Guidance regarding Patrol Supervisors’ decisions on notification of Detectives is included in the Field Training Manual and the Officer In Charge Manual, but not in the Operations Manual. Although Investigations Unit Supervisors work closely with their Detectives to monitor their work, there are no formal quality control processes in place to review the quality of investigations by either patrol or investigative personnel. The Department should include general criteria in the Operations Manual for cases that require immediate notification to the Investigations Bureau; cases that must be referred for investigation by a Detective (e.g., homicides, major sex offenses, child abuse requiring immediate medical treatment or placement, kidnappings and abductions, certain categories of missing persons, robberies and felonious assaults with aggravating factors); and cases that may be referred to the Investigations Bureau under appropriate circumstances. There should also be a quality assurance process by which samples of cases are routinely audited to ensure that appropriate investigative measures have been taken. Although as a general rule case referrals are properly made by shift supervisors and investigations are well supervised by both patrol and investigative supervisors, 38 Minnesota classifies misdemeanors as offenses punishable by a fine of up to $1,000.00 and imprisonment up to 90 days; they are typically processed by issuance of a ticket. Gross misdemeanors are punishable by a fine of up to $3,000.00 and imprisonment up to one year; they are generally initiated by means of a formal complaint. City of Edina Page 39 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. the goal in implementing such procedures is to minimize the potential for error when there may be gaps. RECOMMENDATION 10: Establish standards for timeliness of investigations. There is currently no established standard for the timeliness of investigations. Supervisors interact with Detectives routinely and essentially monitor their progress on a daily, weekly, and monthly basis, and the Division meets as a unit every Tuesday. However, there are no formal procedures to establish general target dates and periodic updates. The Department should establish guidelines for case progress and follow-up. For example, assigned cases should have a general target date for completion, such as 30 days from receipt, and there should be routine calendared follow-ups by supervisors at set intervals, such as 30, 60, and 90 days. As indicated earlier, each case has its own timeline based on numerous factors, such as availability of witnesses, the number of interviews to be conducted, the availability of evidence, and the amount of labor required in the preparation and execution of search warrants. Flexibility is important. The goal is not to impose hard deadlines that will discourage thorough investigation, but to ensure that case progress is monitored and kept on track. Support Services Staffing Modern policing includes a significant administrative workload. Training, scheduling, record keeping, statistical analysis, updating of policies, evidence management, review of reports, legal updates, human resources administration, information technology, recruitment and retention, compliance with Freedom of Information/Open Records Law requirements, and similar tasks apart from routine patrol and investigation continue to grow in both complexity and importance. The “back office” operation of any law enforcement agency is a critical – and sometimes underestimated – component. The bulk of the Department’s administrative and records management tasks are handled by the Administrative Support Unit (often referred to as the Records Unit), under the supervision of the Support Services Sergeant and the Administrative Lieutenant. The chain of command of the administrative staff has changed several times in recent years. At one point, an Administrative Sergeant supervised an Office Manager, who supervised the Records Unit. Later, the Deputy Chief supervised a Civilian Services Manager, who oversaw Records and Dispatch. Currently, the Administrative Lieutenant oversees a Support Services Sergeant, who supervises Dispatch and Records; Dispatch is run by a Dispatch Supervisor, and Records by a Lead Records Specialist. The staff consists of one Lead Records Specialist, who assumed some of the duties of the former Civilian Services Manager; two primary Records Specialists; and one part-time Records Specialist, who works off-site and prepares statement transcripts as needed. The Department’s Property and Evidence Specialist is also under the supervision of the unit; the position retains some records responsibilities. The receptionist, whose job title is Administrative Support Specialist, staffs the front desk, but can only perform a limited number of records-related tasks due to the scope of that title. Records Specialists staff the desk in the receptionist’s absence. The following recommendations provide alternatives to augment administrative staffing and reallocate some administrative duties to provide greater synergy. However, ultimately, the assignment of duties and responsibilities should be determined by the Chief of Police and his or her designee. It is important to recognize that managerial flexibility in determining duties and assignments is necessary and must consider current workload and the practical skills, strengths and abilities of existing staff. Page 40 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. RECOMMENDATION 11: Consider designating the Property and Evidence Specialist as a full-time assignment reporting to the Investigations Unit. The Department’s Property and Evidence Specialist is a full-time employee, but the property and evidence management responsibilities of the position are considered only part-time, so the position retains a workload in the Administrative Support Unit, primarily as a backup to the receptionist. The Property and Evidence Specialist sometimes provides support covering the reception desk and performs additional administrative tasks. The amount of property invoiced by the Department is not overwhelming, as shown in the following table. Table 19: Property and Evidence Items Invoiced and Disposed of, 2014 - 2015 Year 2014 2015 Property Invoiced 2,407 2,422 Property Disposed 703 7,04839 However, it is substantial, and there is no room for error in the custody of evidence and property. In addition, the Property and Evidence Specialist is responsible for the production of video evidence, including in-car, booking facility, and interview room video recordings. An average of three to five requests are received daily, each taking approximately one hour to fill – effectively, half of the employee’s day. This does not include the production of video evidence requested by the City Attorney, which is currently handled by the Administrative Assistant. The workload associated with this position is expected to grow as the demand for not only physical evidence, but for electronic evidence, has been increasing. The anticipated introduction of body cameras is likely to increase workload, both in the volume of evidence retained and in the production of recordings for litigation. Most body camera systems are now using cloud storage and there are options regarding where responsibility for the data will be fixed. However, in light of the sensitivity of the material, it would be appropriate for it to be part of the Department’s evidence custody function. It also is appropriate for the Property and Evidence Specialist to return to the oversight of the Investigations Bureau. Although the position can be housed either under Investigations or Administrative Support, it is a job that normally involves routine interaction with a Department’s investigative personnel. In fact, the Property and Evidence Specialist sometimes accompanies Detectives on the execution of search warrants to process recovered evidence in the field. Reassignment of the position to the Investigations Unit would also provide the unit with some level of clerical support, which it does not have at this time. RECOMMENDATION 12: Consider reassigning records management tasks handled by the Administrative Assistant to the Administrative Support Unit. The position of Administrative Assistant was created in 2011 to provide administrative support to the Chief of Police and the Deputy Chief. The employee selected for the position was a Records Specialist, and therefore retained several duties. As a result, the potential of the Administrative Assistant position has not been fully realized. The retained records duties have limited expansion of more traditional Administrative Assistant duties, such as management of the Chief’s correspondence, scheduling and coordination of meetings, preparation of presentations for the City Manager and City Council, taking minutes of meetings, and following up on resulting issues. 39 A major cleanup/purge of the property room was conducted in 2015 (a retired member of the Department was hired temporarily to assist). City of Edina Page 41 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. While some functions are appropriately handled under the auspices of the Chief’s office, such as the preparation of City Council packets, maintenance of the employee emergency contact list, maintenance of the court docket, and the issuance of gun permits, several, such as City Attorney payables, ViBES citation entries, and City Attorney evidence requests could be reassigned to the Administrative Support Unit and/or the Property and Evidence Specialist. It is important to note that this will require additional administrative support personnel to be available to take on this workload, as discussed below. RECOMMENDATION 13: Upgrade the position of Lead Records Specialist to Records Supervisor. The Lead Records Specialist was designated following the elimination of the position of Civilian Services Manager, and paralleled the supervisory structure of the 911 Communications Center. It combined the existing workload of a Records Specialist with some of the duties formerly performed by the Civilian Services Manager. It should be noted that the Administrative Sergeant position was created when the Civilian Services Manager position was eliminated. The Lead Dispatcher has been elevated to the position of Supervisor, and it would be appropriate to do the same in the Administrative Support Unit in order to provide an appropriate level of attention to the supervisory and training needs of the unit. Although some high-level administrative duties, such as Freedom of Information requests, may be retained, the bulk of routine records tasks should be reassigned to a Records Specialist. This recommendation would cost an estimated $20,000.40 RECOMMENDATION 14: Add one additional FTE to the Administrative Support Unit. As mentioned previously and illustrated in the following table, the duties of the Administrative Support Unit have increased in recent years. From 2014 to 2015, Incident Reports increased 29.6%; Arrest Reports have increased 42%; and citations have increased 9.2%. Table 20: Administrative Support Unit Workload Statistics, 2014 - 2015 Category 2014 2015 Incident Reports 2,893 3,750 Citations Processed 16,991 18,556 Arrest Reports 1018 1,446 Bookings 393 575 DWI Arrests 189 327 Expungements Ordered 31 26 Juvenile Arrests 194 208 Impound Service Fees $11,250 $25,890 Firearm Purchase Permits Issued 198 232 Solicitor Permits Issued 90 41 Duties change routinely in administrative units: new technology automates certain tasks, new legislative mandates create other tasks, duties are discontinued, and others are added. The effect of such developments is sometimes imperceptible, but can either increase or streamline the 40 Assumes a starting salary of $70,000. Page 42 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. workload. The impact of the changing volume of work requires routine assessment and adjustment of staffing levels as needed. Prior recommendations have suggested the realignment of duties and titles within the Administrative Unit: reclassifying the Lead Records Specialist position to a supervisory level; reassigning the Property and Evidence Specialist to the Investigations Unit; and reassigning duties currently performed by the Administrative Assistant. The impact of these changes on the workload of the Administrative Support Unit is illustrated in the following table. The table is for illustrative purposes only; positions should be configured in the manner that most effectively meets the Department’s needs, and tasks allocated to ensure equitable distribution of existing and future workload. Table 21: Administrative Support Unit Duties, Current and Proposed Employee Current Duties Proposed Duties Lead Records Specialist • City Attorney eCharging • Expungements • Unit Scheduling and Time Cards • Scanning backup • Management of Transcription Module and Assignments • BCA Error Reports • Maintain Records Retention Schedule/Documentation • Data Practices Designee • Projects as assigned • Unit Supervision • Unit Scheduling and Time Cards • Management of Transcription Module and Assignments • Maintain Records Retention Schedule/Documentation • Data Practices Designee • Projects as assigned Records Specialist • DWI eCharging • Accounts Receivable/Payable/Petty Cash • Daily Records Review/State Submission • Skeleton Report Maintenance • Property/Evidence Backup • Data Practices Designee/Backup • Pager Ordering • DWI eCharging • Accounts Receivable/Payable/Petty Cash • Daily Records Review/State Submission • Skeleton Report Maintenance • Property/Evidence Backup41 • Data Practices Designee/Backup Pager Ordering Records Specialist • Juveniles • Alarm Billing • Annual Liquor License Renewals • Suspense File/LiveScan • Scanning • Data Practices Designee/Backup • Charitable Gambling/Massage License Background Checks • Juveniles • Alarm Billing • Annual Liquor License Renewals • Suspense File/LiveScan • Scanning • Data Practices Designee/Backup • Charitable Gambling/Massage License Background Checks Receptionist • Front Counter Staffing • Dog License Sales • Block Party and Loud Speaker Permits • Equipment Maintenance/Service Calls • Front Counter Staffing • Dog License Sales • Block Party and Loud Speaker Permits • Equipment Maintenance/Service Calls 41 Since the Property and Evidence Specialist would be reassigned to the Investigations Unit, the Department would have the option of retaining the backup function within the Administrative Support Unit or developing a backup within the Investigations Unit. City of Edina Page 43 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Employee Current Duties Proposed Duties • Ordering Supplies/Forms • Maintain Phone/Seniority/Pager Lists • Disseminate email requests from City and Police Department email addresses • Ordering Supplies/Forms • Maintain Phone/Seniority/Pager Lists • Disseminate email requests from City and Police Department email addresses Property Evidence Specialist • Property and Evidence • County attorney Evidence Requests • MWRAP Booking Photos • Records Specialist/Front Counter backup Transferred to Investigations Unit • Property and Evidence • County attorney Evidence Requests • MWRAP Booking Photos • City Attorney Audio/Video Requests • Management of body-worn camera footage and evidence requests (when implemented) • Administrative Support to Investigations Unit Administrative Assistant42 • Assistant to Chief and Deputy Chief • City Council Packets • City Attorney Payables • City Attorney Audio/Video Requests • ViBES (Citation) Entries • Gun Permits • Maintenance of Employee Emergency Contact List • Assistant to Chief and Deputy Chief • City Council Packets • Gun Permits • Maintenance of Employee Emergency Contact List Records Specialist (New Position) N/A • City Attorney eCharging • Expungements • Scanning backup • BCA Error Reports • City Attorney Payables • ViBES (Citation) Entries • Additional duties to be determined Part-Time Transcription • Transcription (part time, off site • Transcription (part time, off site) Shared Duties • Solicitor Processing • Transcription • Name Candidating • PDF for Detectives (DocShop) County • New Liquor and Massage License Checks • Assist Investigators with Background Packets • Front Desk Relief and Backup • Solicitor Processing • Transcription • Name Candidating • PDF for Detectives (DocShop) County • New Liquor and Massage License Checks • Assist Investigators with Background Packets • Front Desk Relief and Backup As shown by this table, the addition of one FTE Records Specialist would absorb the reassignment of tasks currently performed by the Lead Records Specialist, the Administrative 42 The Administrative Assistant is not assigned to the Administrative Support Unit, but has retained certain duties originally performed by the Unit. Page 44 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Assistant, and the Property and Evidence Specialist, provide some capacity for the reallocation of the unit’s current workload (including Front Counter support), and meet clerical needs to be identified in the future. It would cost approximately $73,000.43 In addition, the Department should maximize its ability to meet long- and short-term increases in its administrative workload by leveraging the additional Emergency Communications Center personnel proposed elsewhere in this report. While that recommendation is designed to provide the dispatch operation with a staffing level appropriate to meet its service demands, the additional personnel should have some capacity to take on additional tasks, particularly during the normally slower overnight hours, and the Department should explore transferring appropriate data entry functions to that unit. The addition of three dispatchers has been proposed to meet the Emergency Communications Center’s needs at an annual cost of $217,000. The assignment of additional administrative duties to them, such as routine scanning of documents or data entry of citations, would result in no additional cost. This option addresses dispatch staffing needs, utilizes potential idle time in the dispatchers’ shifts, and provides additional resources to assist the Administrative Support Unit. RECOMMENDATION 15: Implement a self-inspection/internal audit program for the Evidence and Property Room. There is currently no routine self-inspection or internal audit program for the Evidence and Property Room. Although such a program has been planned, it has not been implemented. Best practices for evidence and property control management, frequently included in law enforcement accreditation standards, require sample inventories of invoiced property to be conducted annually or whenever a new evidence or property custodian is designated. The inventory should include multiple samples of general property, currency, firearms, and controlled substances, and should be conducted by a person other than the evidence and property custodian. The procedure should be incorporated into a written directive. RECOMMENDATION 16: Install a locked cage in the Property Room for storage of firearms and narcotics ready for disposal. The Department’s evidence and property storage facilities appear to be adequate for current needs. In addition to the main Property Room, a room on the lower level of Police Headquarters is available for storage of large items, and a cage for the storage of invoiced bicycles is maintained at the City Garage. The SunGard bar code and tracking software works well. Best practices for evidence and property management call for the segregation of firearms, narcotics, and currency from general property. It would be advisable to install a locked area to further separate firearms and narcotics that are marked for disposal, since this is an area that has the potential for error. Organizational Structure RECOMMENDATION 17: Fill supervisory absences with a supervisor on all patrol shifts. One Sergeant is assigned to each of the four patrol teams, overseeing six Police Officers. When the Sergeant is not present due to authorized leave, illness, injury, training, or for other reasons, the position is not filled. Although the Flex Unit Sergeant will cover the patrol shift during regular work days, on most other shifts a Police Officer is designated as “Officer In Charge” (OIC). Typically it is the most senior officer assigned to the shift. The OIC is paid an additional $8.00 per hour while serving as Acting Supervisor. 43 Assumes a starting salary of $45,760. City of Edina Page 45 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. The Department recently implemented a mandatory training program for officers eligible to serve as acting supervisors. Twelve officers have completed the six-hour program, which is POST- approved44 and includes tabletop exercises and a guide book. The program was a significant step toward improving the quality of the program. The Department supports the OIC program, which is believed to be consistent with the overall Department philosophy of trusting its employees with heightened responsibility and avoiding micromanagement. It is considered a good means of succession planning, since it affords potential candidates for supervisory rank an opportunity to experience some of the duties and responsibilities of supervision, and it provides an opportunity for command staff to assess the performance of future supervisors under actual working conditions. Given the opportunity to step up to such a position, Police Officers generally take on the mantle of responsibility and perform well, and there is value by allowing them the chance to demonstrate their capabilities. However, there are significant drawbacks to such a program, described below. First line supervision in policing is far more than the routine management of a shift. Critical incidents can happen at any hour of any day, requiring immediate decisive action by a trained and experienced supervisor. The increasing number of mental health calls cited by staff is a good example; such calls are extremely sensitive, hazardous, personnel-intensive, and frequent. Tactical decisions must be made. The activity of responding personnel – including officers and supervisors from other agencies on a mutual aid response – must be coordinated. Critical action must be taken long before command personnel can arrive on the scene. Police activity is under increasing public scrutiny. Police/citizen contacts in which the actions of the police are challenged are routinely filmed, publicized, and litigated. The first line supervisor has multiple roles: ensuring that the law is enforced in compliance with statute and policy; ensuring that the rights of both citizens and police personnel are protected; ensuring that the interests of the Department, its members, and the City are protected; ensuring that incidents are adequately documented to ensure that a fair and truthful account of police action is presented; and intervening when police conduct is questionable. An OIC does not have disciplinary authority, and must continue to work side-by-side with colleagues on the following shift. The impact of this is most significant during long-term supervisory shortages or absences; lack of effective first line supervision is often cited as an underlying factor in major scandals involving police departments.45 An additional concern results from the current demographics of the Department. Largely due to changes in pension regulations that took effect in 2014, the Department experienced a surge in retirements during the past three years. A total of 20 of the Department’s 52 sworn members – 38% – have been hired since June 2012. As a result of the annual shift selection process, it is quite possible that the senior officer who would serve as the OIC on a shift will have less than three years’ of experience. 44 The Minnesota Board of Peace Officer Standards and Training (POST) is the agency charged with oversight of police training in Minnesota. 45 For examples, see Department of Justice-sponsored reports on incidents involving the San Diego and New Orleans Police Departments, https://www.sandiego.gov/sites/default/files/legacy/police/pdf/perfrpt.pdf and https://www.justice.gov/sites/default/files/crt/legacy/2011/03/17/nopd_report.pdf. Both are large agencies, but the underlying concept is relevant. Page 46 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. All of these factors support the argument that routinely staffing shifts without the presence of a supervisor in a City the size and complexity of Edina, and particularly in the current nationwide climate of heightened scrutiny of police officers, is not in the City’s best interest. Although designating an OIC has worked well for the Edina Police Department and clearly provides certain benefits, it is not an ideal practice, particularly as the City looks to the future. Although an OIC may be used in those circumstances when it is not possible to fill a shift with a supervisor, it should not be the normal routine. The Department has multiple options regarding this matter, including: • Assign a sufficient number of Sergeants to the patrol schedule to cover all vacant slots. Ideally, Sergeants would be available for assignment on all shifts. Unfortunately, although the Department’s 12-hour schedule is effective for its needs, it is difficult to assign sergeants in an efficient manner that provides coverage without unnecessary overlap. To ensure uninterrupted coverage, two Sergeants would have to be assigned to each shift, a staffing level not warranted by the span of control. • Backfill vacant shifts with overtime. This option provides supervision by a Sergeant, using the OIC only when no Sergeants are available even on an overtime basis. Assuming an average of 374 hours of leave used annually by each Patrol Sergeant, this would cost approximately $105,000; this estimate does not account for long-term or unplanned absences.46 • Create a Corporal rank. Some departments find the use of the rank of Corporal to be an attractive solution to this issue. The Corporal assumes supervision of the shift in the absence of the Sergeant; the remainder of the time, he or she performs the duties of a Patrol Officer, often acting as a senior officer, mentor, or trainer. There is no impact on staffing, since the rank would be applied to an officer filling an existing patrol position; the expense would be limited to the salary rate negotiated with the union, if it were determined that it would be a represented position. Creation of the rank of Corporal would effectively be the same as the current OIC program, except that the Corporal would have legitimate supervisory rank and authority. RECOMMENDATION 18: Revise rotational assignments. All specialized assignments for Police Officers are for limited terms, with the exception of the current four Detective positions, which are permanent assignments. Most are addressed in an appendix to the collective bargaining agreement, which specifies that officers applying for non- patrol shift assignments must have at least five years of experience with the Edina Police Department, and there are certain restrictions regarding their subsequent assignments. 46 Estimate is based on Sergeant at Step 5 of the pay scale, overtime rate of $70.14, four sergeants absent 374 hours annually. City of Edina Page 47 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Table 22: Term Limits for Specialized Assignments47 Position Term Post-assignment conditions Rotational Investigator 3 years Return to a uniformed patrol shift for a minimum period of one year prior to being eligible to select another non-patrol position. May submit for the annual Traffic or Flex position without returning to patrol. Training Officer 2 years Return to a uniformed patrol shift for a minimum period of one year prior to being eligible to select another non-patrol position. May submit for the annual Traffic or Flex position without returning to patrol. School Resource Officer 3 years Return to a uniformed patrol shift for a minimum period of one year prior to being eligible to select another non-patrol position. May submit for the annual Traffic or Flex position without returning to patrol. This position (which requires an interview by a panel of school and Department officials) may be extended one additional year based on extenuating circumstances and request from the School District. Traffic Officer (one position) 1 year May resubmit for the same position annually not to exceed a seven- year period away from a uniformed patrol shift. May submit for other open rotational positions. Traffic Officer (two positions) 3 years Return to a uniformed patrol shift for a minimum period of one year prior to being eligible to select another non-patrol position. May submit for the annual Traffic or Flex position without returning to patrol. Commercial Crime (Flex – one position) 1 year May resubmit for the same position annually not to exceed a seven- year period away from a uniformed patrol shift. May submit for other open rotational positions. Commercial Crime (Flex – one position) 3 years Return to a uniformed patrol shift for a minimum period of one year prior to being eligible to select another non-patrol position. May submit for the annual Traffic or Flex position without returning to patrol. The collective bargaining agreement also notes the following: • Management retains the right to control personnel allocation as outlined in Article 5.1 of the union labor agreement. • The maximum number of years an officer can work a non-patrol position of any capacity is seven years. After seven years, an officer must return to a uniformed patrol shift for a minimum period of one year before being eligible to bid for another non-patrol position. An officer will not be considered eligible for a rotational position if the term of the position would exceed the seven-year leave from a uniformed patrol shift.48 The following positions are limited, but are not addressed in the collective bargaining agreement: • K9 Officer: the two K9 Officer positions are for the life of the dog. • DWI Enforcement Officer: This position is grant-funded for four years. • Drug Task Force Investigator: this position is limited to three years. Sergeants, who are not represented by the union, meet annually and agree upon two-year assignments to the Investigations Unit, Flex Team, and Support Services, as well as their patrol shift assignments. All positions are for two-year terms with the exception of one Investigations Unit Sergeant position, which has been extended to three years, and the Support Services Sergeant, whose position was recently created with the understanding that it would entail a five- year term. 47 “Appendix A”, collective bargaining agreement 48 Collective bargaining agreement, January 1, 2016 to December 31, 2017, Appendix A, page 14. Page 48 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Law enforcement agencies take varying approaches to this matter; some have strict rotation policies, while in others, assignments are essentially permanent until promotion, retirement, or reassignment. Policies in this area balance competing interests: providing career enhancement opportunities to a broader spectrum of employees versus developing the specialized knowledge, training, and experience needed for certain positions. There is value to providing officers with opportunities to experience different aspects of policing. A Patrol Officer who has done investigative work is able to approach his or her patrol work with insight into what is needed when a case is handed off to investigators, resulting in better initial incident reports and a more thorough preliminary investigation. A supervisor who has had experience in investigative or administrative work arguably brings a broader perspective to the supervision of a patrol squad. The opportunity to do different work can enhance officers’ motivation and reduce the potential for “burnout.” Limiting the amount of time members can spend in specialized assignments keeps them in touch with the core duty of a police officer: uniformed patrol. Conversely, some specialized assignments require specific skill sets, extensive training, and experience. The development process required for certain positions can involve a substantial investment of time and money. Rotation of staff into and out of a unit can be disruptive and lead to periods of uneven performance as new members are brought up to speed. In some cases, there is simply no substitute for experience. The current policy generally does an effective job of balancing these interests. In addition, the City’s ability to change them may be limited, at least in regard to Police Officers. As a general rule, the assignment of personnel is a managerial prerogative. However, the language in Appendix A, “Management retains the right to control personnel allocation as outlined in Article 5.1 of the union labor agreement,” references the “Employer Authority” section of the agreement, which reads “The Employer retains full and unrestricted right to operate and manage all staffing, facilities, and equipment; to establish functions and programs, to set and amend budgets; to determine the utilization of technology; to establish and modify the organizational structure; to select, direct, and determine the number of personnel; to establish work schedules; and to perform any managerial function not specifically limited by this Agreement.” Although not referenced in the Appendix, Section 5.2 of the same article reads “Any term and condition of employment not specifically established or modified by this Agreement shall remain solely within the discretion of the Employer to modify, establish or eliminate.” The City should verify the impact of this language with its Labor Counsel. However, it appears to restrict the ability of the Chief of Police to alter the terms of the specified positions. Should that be determined to be the case, the City should seek to renegotiate the terms in the next collective bargaining agreement to address two points. First, the Chief of Police should have the unabrogated right to reassign officers from specialized assignments if their performance is not up to standards. Secondly, the Department should consider reducing the term of the Rotational Investigator from three years to two in order to enhance opportunities for officers to gain investigative experience. The current arrangement addresses the desire for experience and stability in investigative positions. A rotational component is a valuable addition to an investigative unit, since it allows Patrol Officers the opportunity to develop investigative skills and bring them back to their patrol assignment. It also brings a fresh patrol perspective to the Investigations Unit. However, a two year term may meet those objectives and provide a greater rate of turnover in the position. City of Edina Page 49 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. There is no contractual language regarding Sergeants, and the position presents different challenges. Two Sergeants are assigned to the Investigations Unit. One is on a two-year rotation. One position was extended to a three-year term to limit the disruption that can result from a complete turnover at the same time; however, unrelated personnel changes have prevented any incumbents from completing the third year, so the impact of it has not been fully assessed. The transition from patrol supervisor to investigative supervisor is an adjustment, particularly for a Sergeant with no prior investigative background. There is a period of acclimation, and additional time is needed to acquire specialized training and develop experience. In the worst case scenario, the transition can negatively affect Detectives’ performance and impede the progress of investigations. The three year/two year arrangement currently in place should be retained with two modifications. First, if circumstances are such that there will be less than a one year overlap – for example, if the three-year Sergeant retires or is promoted at the same time that the two-year Sergeant is scheduled to rotate to another assignment – the incumbent Sergeant will remain in place, at the discretion of the Chief of Police, for an additional year to ensure an adequate orientation for the newly assigned Sergeant. Second, because of the sensitive nature of the position, the Chief of Police should have discretion to assign Sergeants to the Investigations Unit for a longer period of time or permanently. In addition to the Investigations Unit Sergeants, the position of Support Services Sergeant was exempted from the two-year rotation, and assigned to a term of five years. This position, discussed elsewhere in this chapter, involves oversight of the Department’s Administrative Support, Dispatch, and Technology functions, and as such involves expertise that is not typically developed in a patrol assignment. Therefore, it should also remain as a minimum of a five-year term. RECOMMENDATION 19: Define role and create a job specification for the Administrative Lieutenant. The position of Administrative Lieutenant has been in development for several years as the structure of the Department’s administrative side has changed. The current Lieutenant has been assigned for a relatively short time. The position has a fairly broad scope of responsibilities, including supervision of the Flex Unit, the Administrative Support Unit, the Emergency Communications Center, and the Support Services Sergeant; responsibility for the special event planning, tracking of off duty employment overtime, management of the Department’s budget; purchasing; management of grant funded programs; training; policy manual updates; aspects of the hiring process; and representing the Department on a number of committees. As discussed elsewhere in this chapter, there are additional responsibilities regarding crime reduction strategy and information sharing that may be appropriate to the job. There is currently no job description/specification for the position; one should be created to reflect the current and anticipated scope of the role. Likewise, job descriptions should be revised to reflect the elimination of the position of Civilian Services Manager and the creation of a Dispatch Supervisor and an Administrative Support Supervisor (if that recommendation is adopted). RECOMMENDATION 20: Define role of and update job specification for the Support Services Sergeant. The Support Services Sergeant oversees the Emergency Communications Center and the Administrative Support Unit. Both of those units involve specialized knowledge, the principal reason for the establishment of an extended term for the assignment – five years – rather than the customary two-year assignment. Page 50 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. The Support Services Sergeant has been the primary liaison with the Department of Communications and Technology Services, a role which is discussed later in this report. The scope of that responsibility will expand – as a result of the continuing expansion of technology in policing, particularly the introduction of body worn cameras, and if recommendations elsewhere in this chapter are adopted. There is also a role for the Sergeant in developing and managing, with the Administrative Lieutenant, the implementation of a coordinated, Department-wide intelligence-led policing strategy, also discussed in Recommendation 4. The structure of the Department’s administrative units has been in flux; they have alternately been accountable to both sworn and civilian supervisors. A supervisory title was recently created in the Emergency Communications Center, and the same has been recommended for the Administrative Support Unit. As those changes are solidified – and in particular, as the Department transitions to a more effective structure for the delivery of Information Technology services – the position benefits from the presence of a sworn supervisor with knowledge of the unit’s specialized functions as well as the operational needs of the Department. However, it is not unusual for the duties of this position to be handled by a qualified civilian supervisor, an arrangement that is generally more cost effective and frees a sworn supervisor for enforcement duties. As the structure of the Department’s support services units – in particular, information technology services – is stabilized, the Department should explore the possibility of civilianizing this function. In the interim, the Department should redefine the scope of the position and adjust the job specification accordingly. Technology Issues RECOMMENDATION 21: Enhance Police Department Information Technology support. All City-wide Information Technology (IT) Services are provided by the City’s Communications and Technology Services Department. Interviews with Police Department staff indicated widespread dissatisfaction with the level of IT services received. The prevailing opinion was that the IT Department does not adequately support the Department’s needs, but can in fact be a hindrance. As examples, employees cited the fact that every action involving a computer requires submission of a written request for service – even such routine functions as installing Adobe Acrobat updates and similar tasks. Similarly, filters and restrictions on Department computers are set at a level that impedes work. Permissions do not permit investigators to download and play surveillance videos – which have become key items of evidence in many cases. A request must be submitted, and IT personnel must approve the request and be present for the download. The use of social media and the release of information to the press are also managed by the Communications and Technology Services Department; there are times when the timely release of information to the public is necessary, and it is not always feasible due to the need to process it through another department. The role of technology in policing continues to grow in extent and importance. All aspects of policing – dispatch, submission of reports, records management, dissemination of information, even fingerprinting – rely on technology and come to a virtual standstill when it is not available. Police Departments and other public safety agencies have unique technology needs. Unlike many departments that utilize basic computer services and one or two databases, and operate during City of Edina Page 51 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. business hours, police and public safety agencies use multiple databases, traditional desktop as well as mobile computer applications, and other digital equipment such as video and audio recording devices, in-car video, and body cameras. They operate around the clock, and cannot afford unnecessary downtime, even during overnight hours, weekends, or holidays. The dissatisfaction with the level of service provided by IT staff is largely a result of the importance of fully operational technical systems in the Department, and members’ frustration with perceived obstacles to their ability to perform their jobs. The anticipated introduction of body-worn cameras will add to the need for prompt response to IT support issues. In addition to the public demand for the implementation of the devices profession- wide, there is also an expectation that they will be operational at all times. The presence of video evidence is no longer proof of proper police conduct; rather, the absence of video evidence is often inferred to be an indication of misconduct. In addition to the evidence custody workload that the cameras will produce, they will also create a technical support workload. The Support Services Sergeant currently serves as the primary liaison to the Communications and Technology Services Department; however, that role consists largely of periodic meetings, usually weekly, to ensure that needs are being addressed. The Support Services Sergeant is in a good position to more closely oversee the delivery of IT services to the Police Department. The City should either create independent IT support capacity within the Police Department, or assign dedicated Information Technology Department staff to work solely on police or public safety support and who report to the Support Services Sergeant. In the alternative, the City may choose to develop a specific service level agreement with the Central IT department that clarifies needs, capacity, and performance expectations in the area of IT support. RECOMMENDATION 22: Upgrade cellular telephones/mobile technology for Detectives. Smart phones are assigned to the Department’s patrol vehicles. However, Detectives are not issued mobile phones. They are eligible to apply for reimbursement under a City policy for use of personal cell phones. That policy provides for monthly reimbursement of $20 for a voice plan and $60 for a voice and data plan. However, current practice limits the $60 voice and data plan to command staff; consequently, Detectives are eligible only for the $20 monthly voice plan stipend. Mobile technology has become an important tool for both patrol and investigative operations. In recent years the smart phone has transformed from an accessory to an essential item. It allows investigators to perform a number of useful tasks in the field, including sending and receiving suspect photographs and “BOLO” (Be On the Lookout) messages; viewing maps of sites when doing surveillance, serving warrants, or attempting to make apprehensions; recording or viewing video evidence, or showing video evidence to victims and witnesses; and looking up information in the field. It has become an important tool for the modern investigator. There are two areas to be considered regarding the Department’s cell phone policy. One involves privacy concerns, specifically Detectives’ concern about access to their personal information if they use personal devices for Department business. Although the law on discovery of data on police cell phones remains unsettled, one issue has been clarified. The employer has the right to access information on Department-issued devices. The United States Supreme Court issued a ruling to that effect in City of Ontario v. Quon, a case arising from unauthorized text messages sent on an alphanumeric pager. That right is less clear regarding personal cell phones; in Manasco v. Board of Police Commissioners, a case involving police officers accused of sending unauthorized work-related images via their personal cell phones, a federal court allowed limited access to officers’ personal devices. The law is still Page 52 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. evolving regarding discovery in criminal cases, but the prevailing opinion is that if an officer uses his or her personal cell phone at work, the likelihood is that discovery will be permitted if it can be argued that the phone might contain relevant information. The most effective – but not inviolate – arrangement is for officers to use two separate phones, one for business and one for work, which is essentially the arrangement provided to Patrol Officers who have access to smart phones assigned to their vehicles while they are at work. Legally, therefore, there are some grounds for officer’s concerns about the privacy of their personal information – not an overwhelming argument, but some basis. However, another practical matter should be considered: the way in which an investigator’s cell phone is used. In policing, as in many private sector businesses, the cell phone has often replaced the desk phone as the primary point of contact. It is not uncommon for a Detective’s cell phone to be used for communication with victims, witnesses, people being interviewed as potential suspects, and confidential informants. In the normal course of business, people would be calling that phone who, frankly, one would not want to have access to a personal phone. It is also not uncommon for a Detective actively involved in an investigation to receive calls during off duty hours. In addition, there is a financial issue. Given the option to purchase a voice or voice and data plan, it is not unreasonable for a Detective limited to the $20 voice plan reimbursement to opt for the voice plan only. The determination of what equipment is issued to personnel, or what level of reimbursement is afforded to them, is ultimately a policy decision to be made by the Department and/or the City, and local counsel should review the legal implications to determine the relevancy of the prevailing cases on the privacy issues to Minnesota law. However, there is a benefit to both the Department and to its investigators in the issuance of Department-owned smart phones, and at the minimum, extending the smart phone/data plan reimbursement option to Investigations Bureau personnel. RECOMMENDATION 23: Assign additional laptop computers to the Investigations Division and to the Evidence and Property Specialist. Only one laptop computer with mobile connectivity is assigned to the Investigations Unit. Like cell phones and smart phones, such devices are a useful tool for both patrol and investigative operations. Beyond the capabilities of portable electronic devices, laptops can be configured to access the Department’s Records Management System (RMS), its Computer Aided Dispatch System (CAD), and appropriate law enforcement databases. At major incident scenes, they can be used for accessing information and recording data from the field. In the course of investigative field work, they can be used for database checks, as a safety factor for Detectives to report their locations, and for conveying information to Dispatch without broadcasting it over the radio. The Evidence and Property Control Specialist uses a laptop to assist in the processing of evidence at the crime scenes and the execution of search warrants; currently that is done on a laptop borrowed from the Investigations Division. Ideally, the device used for processing of evidence and property should be a machine assigned specifically to that unit. Additional laptops with mobile connectivity should be procured and assigned to these units. 911 Communications Center Staffing The process of determining the ideal staffing and scheduling pattern for the City of Edina 911 Communications Center requires four specific analytical steps. The first step is to analyze both emergency and non-emergency call volume and dispatch channel radio traffic to determine the workload profile for the Center during each day of the week and each hour of the day. This process clarifies average and peak workload patterns. The second step is to apply industry staffing City of Edina Page 53 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. guidelines to the call-taking and dispatching workload profile to determine how many staff are needed during each hour of the day to meet demand. The third step is to assess other staffing issues that deserve attention. For example, it is important to consider if shifts are adequately staffed to provide time for necessary training, breaks, and leave usage. Because of the stressful nature of emergency communications work, it is also important to ensure that staffing is adequate to allow for a workload that avoids “burnout.” The fourth step is to assess which shift scheduling options would provide the most efficient and effective deployment approach for the Center. Page 54 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. RECOMMENDATION 24: Increase the minimum staffing level of the 911 Communications Center to three Dispatchers by adding three FTEs. The 911 Communications Center serves three primary functions: 1) to field emergency and non- emergency calls for police, fire, and Emergency Medical Service (EMS); 2) to dispatch calls for service to Police Officers and Firefighters in the field, and; 3) to field administrative/business calls for the Police Department. Many other functions are performed by the 911 Communications Center; however, these three functions are the core workload drivers for the Center’s Dispatchers. The Edina 911 Communications Center has also historically provided services to neighboring communities. Currently services are only provided to the City of Richfield, which pays the City of Edina a monthly fee for these services. The APCO has established staffing guidelines for these core functions. In order to avoid call-taker burnout and provide sufficient time for ancillary call-taking and dispatching functions, APCO guidelines suggest that call-takers do not exceed, on average, 18 minutes of active call-time per hour. The staffing of dispatching channels is primarily driven by the number of active dispatch channels. For example, the Communication Center operates six active dispatch channels, and may activate up to six additional dispatch channels under special circumstances. The best practice guideline is to staff each active channel with one dedicated Dispatcher. However, this can be an inefficient approach if radio traffic is low. As a result, communication centers often set additional guidelines for the amount of time that a Dispatcher could be reasonably absorbed in dispatch duties. These guidelines vary by communication center, but typically range between 30 and 45 minutes per hour as the threshold that can be effectively absorbed by one Dispatcher, spending the rest on other duties and multi-tasking requirements. The City of Edina’s call-taking and dispatching workload pattern indicates peak workload periods Monday through Friday between the hours of 7:00 am and 7:00 pm. Friday and Saturday show similar daily patterns but also reflect increased workload Saturday night and Sunday morning. The analysis of call-taker and Dispatcher workload in the City of Edina indicates that, when the time all of the on-duty Dispatchers are absorbed in call-taking duties is combined, they together spend an average of 19 minutes per hour, with a maximum of 95 minutes per hour and a minimum of two minutes per hour, engaged in call-taking activities. The following figure summarizes the average number of minutes Dispatchers spent taking and dispatching calls for service in 2015. City of Edina Page 55 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Figure 5: Minutes Spent Taking and Dispatching Calls for Service, 2015 The following figure shows the average number of Dispatchers necessary to handle the 911 Communications Center’s workload by hour of the day compared with the proposed staffing level. Figure 6: Number of Dispatchers Necessary to Respond to Calls for Service and Proposed Staffing Level by Hour of the Day, 2015 As can be seen in the previous figure, the amount of time Dispatchers are required to dedicate to on-air dispatch time does not, in and of itself, justify increasing dedicated Dispatcher staffing. In 2015, Dispatchers were actively engaged in dispatching processes for an average of eight minutes per hour, which is within industry guidelines and allows appropriate time for off-air responsibilities such as warrant checks, license checks, and stolen vehicle checks. However, though radio traffic data alone does not indicate a pressing need to increase dedicated Dispatcher 0 1 2 3 4 Nu m b e r o f D i s p a t c h e r s Dispatchers Required Proposed Staffing Level Page 56 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. staffing, there are important ancillary considerations that must be taken into account to determine Dispatcher staffing needs. First, the 911 Communications Center actively monitors 11 radio channels: • The primary police channel, shared by the Edina Police Department and the Richfield Police Department. • The secondary police channel. • Edina Police car-to-car frequency. • Richfield Police car-to-car frequency. • Edina Fire Department main channel. • Richfield Fire Department main channel. • Edina Investigations channel. • Edina/Richfield 911 Talkgroup, a frequency for other agencies in the metropolitan area to hail the Emergency Communications Center. • Edina Public Works. • Richfield Common channel (used by Richfield Public Works). • METCOM, a regional dispatch-to-dispatch radio Talkgroup. The 911 Communications Center is programmed to receive transmissions on several additional City Talkgroups that are monitored only when an event is active or there is a planned reason for monitoring the frequency. The 911 Communications Center has access to approximately 75 additional county, regional, or statewide interoperability channels. Dispatchers must be able to hear and process all information transmitted on these frequencies – particularly emergency transmissions – and respond accordingly, while also promptly answering incoming calls to 911 from both Edina and Richfield, recording and processing the details of those calls, and dispatching the appropriate resources. Composure and accuracy while performing all of these tasks becomes even more critical when multiple incidents are occurring simultaneously. Dispatch staffing must provide sufficient capacity to handle the flow of information. Secondly, the Fire Department has expressed concerns about the level of service provided by the 911 Communications Center to the Fire Department. There are basic differences in police dispatching and fire dispatching, not the least of which is the volume of work. Dispatchers handled almost 90,000 police-related calls for both communities in 2015, compared with 9,474 fire-related calls. The Edina Fire Department recorded an average of 66 fires annually during the past three years. Consequently, as opposed to the relatively constant nature of police dispatching, fire dispatching is less frequent; but when an incident occurs, it is labor intensive. At the same time, the police dispatching workload continues – and in major incidents that require multi-agency response, such as a serious vehicle accident, simultaneous demands on both channels can be high. Police and Fire Department dispatching needs are equally important. The 911 Communications Center must have sufficient capacity to handle the call taking and dual dispatch roles when a fire incident occurs. Because fire incidents are less frequent – and as a result, procedures less ingrained in a Dispatcher’s experience – there needs to be routine and ongoing training regarding fire dispatch protocols, and clear procedures for communicating updates to those protocols. In addition, the Fire Department requires that the 911 Communications Center reengage in providing EMD services. While all of the Dispatchers have received the necessary training at one point or another, only two have been able to maintain their certifications. EMD is time consuming in two ways: the Dispatcher must ask a series of questions that enable a thorough assessment of the situation and then stay on the line with the caller until response personnel arrive and EMD City of Edina Page 57 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. certifications require additional training on an annual basis. As such, in order to meet the service level expectations of the Fire Department, the 911 Communications Center requires additional capacity. Third, public safety dispatching is a stressful job. Dispatchers are expected to multi-task at a high level with little room for error. Like first responders, their experiences in dealing with panicked callers, critical incidents, and tragic situations can be emotionally draining and adrenalin- producing. Dispatch staffing often overlooks the need for dispatchers to unplug from their consoles following a tense incident and deal with the resulting stress. Dispatchers cannot leave their consoles without relief, and are often required to spend entire shifts without the ability to take breaks, meal periods, or even to leave the room. Staffing must be adequate to allow for reasonable break periods during a 12-hour shift. Fourth, staffing must be sufficient to allow for the implementation of a quality control program and adequate in-service training as is discussed in the following recommendation. Finally, increasing the minimum staffing level of the 911 Communications Center would create enough capacity for the Center to take on some administrative tasks. While the additional duties to be assigned to the Dispatchers would be left to the discretion of the Dispatch Supervisor, Dispatchers could reasonably be expected to complete administrative activities, such as entering data into the RMS, processing paperwork, etc., during non-peak hours. This additional capacity in the 911 Communications Center would relieve some of the pressure on the Records Unit and other administrative personnel. In order to continuously staff the 911 Communications Center with three Dispatchers, the Department would need to staff 12 full-time Dispatchers and enough part-time Dispatchers to cover approximately 1,500 day shift hours and 1,500 night shift hours. Adding three full-time Dispatchers would cost an estimated $217,000.49 It should be noted that these costs should be included when calculating the costs of providing dispatch services and should therefore be shared with the City of Richfield. RECOMMENDATION 25: Implement a proactive Quality Assurance Program. The 911 Communications Center’s current staffing level limits the opportunity to effectively audit calls to ensure compliance with procedures and overall quality. A good Quality Assurance program is a foundation for an effective training program. It ensures consistency of service and supports evaluation of unit and individual employee performance. It also promotes better data collection, which will benefit the Department’s ability to evaluate staffing and deployment needs and address shortcomings in that area. The APCO, in association with the National Emergency Number Association (NENA), has developed standards for the recommended minimum components of a public safety communications center Quality Assurance Program. They include: • Case Review Criteria: Criteria should be established for the review of incidents. All components of an incident should be evaluated by a supervisor, including, but not limited to, call-taking, dispatching, data entry, status recording, and other key Dispatcher tasks. Ideally, employees’ work should be evaluated at random and specific intervals, and corrections or adjustments made in recurring meetings between the Quality Assurance supervisor and the Dispatcher. 49 Assumes a starting salary of $45,178. Page 58 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. • Evaluation Guidelines: The program should establish standard evaluation guidelines defining minimum performance expectations to reflect Department standards and industry protocols. Expectations should be clearly defined, measurable, and effectively communicated. Guidelines should be informed by standard operating procedures. The process should adequately measure the quality of service provided, including analysis of performance trends, compliance with protocols and standard operating procedures, customer service, optimizing use of agency resources, overall performance of each employee, and review of the operation as a whole. • Oversight Committees: Especially since the 911 Communications Center serves both the Police and Fire Departments, discipline-specific oversight committees representing both services should be established and meet regularly to ensure compliance with policies and procedures. Minutes should be maintained and outcomes should be communicated to the Communications Center staff. • Program Monitoring: The program should review at least 2% of all calls for service, as well as a sampling of calls for each Dispatcher. Particularly demanding calls, or calls involving major incidents, should be reviewed as soon as possible after the call, or at least within a specified time period, such as five days after the incident, absent extenuating circumstances. • Record Keeping: Quality Assurance records should be maintained in a system that permits storage and evaluation of case records in a confidential manner, and in accordance with a records retention policy. • Reporting and Feedback: The 911 Communications Center should establish a mechanism for reporting quality assurance/performance improvement outcomes to appropriate personnel on a regular basis. Systems should inform management as well as employees regarding performance levels and identify areas of superior performance as well as those needing improvement or remedial action. • Written Directives: The Quality Assurance program should be based on a series of written directives and standard operating procedures, and should be used to update and improve the Communications Center’s procedures on an ongoing basis. RECOMMENDATION 26: Implement ongoing training regarding Fire Department dispatching protocols. As previously mentioned, the bulk of Dispatchers’ work is concentrated on police dispatching. Consequently, employees may be less practiced when major fire incidents occur. In order to keep Dispatchers fresh, routine refresher training should be conducted, concentrating particularly on areas identified by the Quality Assurance Program as needing improvement. In addition, formal procedures should be established to ensure that changes in Fire Department protocols are communicated to the Communications Center staff in a clear and timely manner. RECOMMENDATION 27: Establish a cost recovery target for dispatch services provided to other communities. As was previously mentioned, the City of Edina 911 Communications Center has historically taken and dispatched calls for other communities. In fact, the majority of the 911 Communications Center’s workload is driven by calls for service from other communities. In 2010, the Edina 911 Communications Center began taking and dispatching calls for service for the City of Golden Valley and in 2013 also started taking and dispatching calls for service for the City of Richfield as part of a four-year contract. In 2015, the City of Golden Valley left the independent PSAP and joined the County’s dispatch center. In 2014 (the only full year during which Edina dispatched for all three communities), 72% of the time, City of Edina Dispatchers spent taking and dispatching calls was for the Golden Valley and Richfield operations. In 2015, 57% of the time City of Edina City of Edina Page 59 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Dispatchers spent taking and dispatching calls was for the City of Richfield. The following table shows the number of minutes Dispatchers were absorbed in calls by call source as well as the percentage of the total number of absorbed minutes. Table 23 Total Minutes Dispatchers Were Absorbed in Calls by Call Source, 2013-2015 2013 2014 2015 Call Source Total Minutes % of Total Total Minutes % of Total Total Minutes % of Total Edina Fire 14,573 56% 14,021 28% 11,752 43% Edina Patrol 54,893 56,459 58,536 Golden Valley Fire 1,115 27% 1,421 21% 4 0% Golden Valley Patrol 32,105 50,563 61 Richfield Fire 830 17% 10,838 51% 5,409 57% Richfield Patrol 19,970 115,016 88,673 Other 50 0% 24 0% 187 0% TOTAL 123,536 248,342 164,622 Combining dispatch services is an excellent approach because significant efficiencies can be gained. For example, an average of two Dispatchers on duty at all times are necessary to handle the calls for service needs of both Richfield and Edina while Edina would need 1.3 Dispatchers on duty and Richfield would need 1.5 Dispatchers on duty if these operations were not combined. Currently, the City of Richfield pays the City of Edina a base price of $148,356 per year, plus or minus some adjustment factors which are delineated in the contract, to provide dispatch services. In 2015, the City of Richfield paid the City of Edina a total of $148,356 for dispatch services. Information regarding the 911 Communications Center’s total budget was not available. However, given that handling the City of Richfield’s calls is more than half of the 911 Communications Center’s workload, the City of Edina should seek to have the City of Richfield pay a fair price for dispatch services. Page 60 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Fire-Rescue and Building Inspections Department The Fire-Rescue and Building Inspections Department (Fire Department) is responsible for providing fire suppression and Emergency Medical Service (EMS) response to the Edina community. In addition, the Department is responsible for ensuring that the all new construction and existing commercial and multi-residential occupancies comply with building fire codes. The Department is overseen by a Fire Chief and is organized into two operating divisions: Building Inspections Division and Fire and Emergency Medical Services Division (Fire and EMS Division). The Building Inspections Division is not included as a component of this public safety staffing analysis. The FY 2017 Budget for the Fire and EMS Division totaled $6,016,650 and reflects a budgeted staffing level of 32.9 FTE (31 sworn fire suppression personnel, 1 full-time administrative assistant, and 1 permanent part-time (.9) fire prevention administrative assistant). The Fire and EMS Division represents the core area of focus for this staffing and operations assessment. The Fire and EMS Division is responsible for several discrete but integrated programs which are organized into three bureaus: Operations, Training/Safety, and Fire Prevention. Additionally, the Fire Chief serves as the City’s Emergency Management Director and is supported in that role by the Assistant Chief of Operations. The Operations Bureau represents the largest of the Fire and EMS Division’s bureaus and is responsible for providing fire and EMS response, technical rescue, and hazardous materials response to Edina residents, businesses, and visitors. The Operations Bureau is led by an Operations Assistant Chief who oversees the deployment, scheduling, and equipping of three shifts operating under a 24-hour rotating shift schedule configuration. Each shift is staffed with one captain, one lieutenant, and six Paramedic/Firefighters. The Department’s fire and EMS response resources are deployed from two stations. Station 1 is located near the center of the City of Edina and serves as the Department’s primary fire and EMS response facility and home to the administrative and fire prevention functions of the Department. Station 2 is located on the southeast edge of Edina and primarily serves as a satellite EMS station. The Operations Bureau’s daily shift staffing consists of one captain, one lieutenant and six paramedic/firefighters. The Bureau’s minimum shift staffing is a total six full-time shift personnel including the shift Captain, Lieutenant and four Paramedic/Firefighters. Due to State ambulance licensing and Hennepin County Ordinances requirements, the Fire/EMS Division must staff two ambulances with no less than two paramedics each. During minimum staffing, the Operations Bureau will deploy four personnel from Station 1, including one Captain, one Lieutenant and 2 Paramedic/Firefighters which are dedicated to Medic 1 EMS response. The Captain and Lieutenant are responsible for deploying fire apparatus to a fire scene. Station 2 is staffed with two Paramedic/Firefighters who are responsible for operating Medic 2 EMS response. In 2007, the Division added one 40-hour/week Paramedic/Firefighter who was assigned to the Fire Prevention Bureau to carry out some of the basic duties as an inspector, fill-in for 24-hour shift staffing when it drops below minimum staffing levels Monday through Friday from 0700–1500 hours, and augment emergency response during high demand during the day. This position will also be reassigned to 24-hour shift duty when a long-term leave occurs on shift. In addition to fire and EMS response, the Operations Bureau, and the larger Fire and EMS Division, serve as a regional agency for Minnesota Task Force One. Minnesota Task Force One is the Minnesota structural collapse/technical rescue task force organization. The Edina Fire and City of Edina Page 61 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. EMS Division serves as a primary response agency for technical rescue and so maintains the necessary apparatus and training profile to provide a high level of special operations/technical rescue response. The Fire and EMS Division deploys approximately 20 fire and EMS vehicles including three medic units, three engines, a ladder truck, a technical rescue truck, technical rescue equipment, and other specialty apparatus and tools. Of these assets, the Division staffs one fire engine and two medic units. The Training and Safety Bureau is led by the Assistant Chief of Training who is responsible for developing, coordinating, and scheduling all necessary training for department personnel. The Assistant Chief of Training oversees the Paid on Call (POC) Firefighter program and the South Metro Public Training Facility (SMPTF). In addition to full-time Firefighters and Paramedics, the Fire Division utilizes Paid on Call (POC) Firefighters to augment fire scene response and capacity during peak demand or significant emergencies. POC Firefighters do not provide EMS response for the City. POC Firefighters are required to work 20 hours every six months and respond to 20% of all call-backs for service. The Department is currently staffed with 11 POC Firefighters. The SMPTF is a joint project of the Cities of Bloomington, Eden Prairie, and Edina, and the Minneapolis/St. Paul International Airport Police Department. The SMPTF provides high quality, cost effective training and development for public safety organizations through shared resources to ensure premier public safety services to their communities. The facility provides a variety of police and fire training opportunities, including live fire and technical rescue simulations, in a 28,000-square-foot, two-building campus on a 3.5 acre site. The Facility operates under its own budget and takes direction from a Board of Directors which is representative of the member agencies. The City of Edina serves as the fiscal agent on behalf of the Joint Powers Agreement and supervises SMPTF staff. SMPTF is led by a full-time Executive Director who reports to the SMPTF board. The Fire Prevention Bureau is led by a Fire Marshall and staffed with two full-time inspectors and one part-time administrative assistant. Additionally, the Bureau is assigned one paramedic/firefighter who carries out basic inspections and fire prevention duties during the weekday, but frequently is reassigned to augment shift shortages or participates in emergency response during times of high demand. The position is a one-year bid position and frequently results in a new person each year. This creates challenges considering the paramedic/firefighter that assumes this position can have limited formal inspections/prevention training. The Fire Prevention Bureau is responsible for ensuring that all new construction, and existing commercial and multi-family occupancies, comply with the fire code. In addition, the Bureau delivers numerous public prevention and education sessions throughout the year. The Fire and EMS Division’s 32.9 FTEs are primarily funded through the General Fund. Since 2008, the Fire and EMS Division’s staffing level has remained constant at 32.9 FTE. Over the same period, overall City staffing has increased by approximately 3%. The following figure shows the Department’s organizational structure. Page 62 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Figure 7: Fire Division Organization Chart Fire and EMS Division Budget For FY17, the Fire Division has a projected General Fund budget of $6,016,650. The Division’s total budget has increased by 14.5% over the last five years. Rising personnel services costs are the primary drivers behind overall increases from FY2013 actuals to the Division’s estimated FY2017 budget. Budgeted personnel services expenditures in the Fire & EMS Division increased by approximately $633,716 compared to FY2013 Actuals. These increases are the result of higher annual premiums for health insurance benefits, which increased 11.5% from FY2015 to FY2016. Negotiated salary increases also factor into greater personnel services costs, including a 2.5% increase from FY2015 to FY2016. The following table summarizes the General Fund budget trends for the previous five years. Table 24: Historical General Fund and Other Fund Expenditures by Type, FY2013 - FY2017 Division 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Estimated % Change Fire & EMS Division $5,253,435 $5,525,462 $5,823,776 $6,122,930 $6,016,650 14.5% Performance Measurement The Fire and EMS Division tracks a series of workload and outcome based performance metrics relevant to fire and EMS service delivery. The following table includes the performance measures the Division publishes in the City budget document. City of Edina Page 63 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Table 25: Department Performance Measures, FY13-FY16 Performance Measure 2013 2014 2015 2016 Total calls for Fire Department response 4,700 4,914 5,069 5,339 Number of ambulance calls 3,629 3,826 3,818 4,063 Fire incidents – structure and non-structure 66 68 84 64 Number of false fire alarms 292 285 332 338 Number of all other calls for assistance 713 735 835 874 Number of public education events 182 177 183 196 Property dollar loss from fires $1,214,700 $612,613 $635,500 $612,870 Dollar value of fire permits issued $84,981 $88,404 $101,735 $106,269 Number of fire inspections 1,277 2,085 2,800 2,773 Actual annual operating cost per household* $251.39 $247.57 $279.05 $280.47 Actual annual operating cost per resident* $108.86 $106.62 $120.00 $120.61 Average Fire response time 4:62 4:70 4:77 5:43 Average Ambulance response time 3:90 4:65 4:69 5:35 Percentage of patients that utilize Medicare or Medicaid 65% 54% 55% 68% * Based on Metropolitan Council web site data Page 64 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Analysis and Recommendations The Edina Fire and EMS Division provides comprehensive fire and EMS response, fire prevention, and public education services to the residents, visitors, and workers in the City of Edina. The Novak Consulting Group’s review of the Fire and EMS Division’s protocols, practices, and culture indicate that the Division operates effectively within the context of available resources. The Division’s core organizational structure and deployment model is reasonable when compared to the workload profile and the Division operates under comprehensive policies and protocols. The Fire and EMS Division is composed of a strong and dedicated group of employees who prize the work they do and care about the service they provide to the community. The overwhelming interest of Division personnel, from command staff to front-line Firefighters and Paramedics, is to ensure that they are providing a high level of service to the community. Though the Division has a strong operating model and a dedicated workforce, evolving workload trends have placed pressure on the agency. Prior and anticipated evolution in the number and type of EMS calls fielded by the Division has limited the opportunity for important training and other activities such as company inspections and public education events. In addition, property development patterns in the City are increasing multi-family developments which create an additional burden on emergency response and fire prevention staff that must be addressed. The Novak Consulting Group has developed a series of recommendations designed to enhance capacity through staffing additions, technology improvements, and management system improvements. These recommendations are designed to maximize the utilization of existing personnel, identify where additional personnel are warranted, and provide those personnel with greater access to tools and information that reinforce a culture focused on outcomes and service impact. Fire and EMS Staffing and Deployment RECOMMENDATION 28: Augment fire and EMS response capacity. The City of Edina Fire and EMS Division is one of the few municipal fire departments in the State, and the only department in Hennepin County, to provide EMS services at the advanced life support ambulance (ALS) level. In Minnesota, most jurisdictions provide fire suppression response while ALS ambulance service is mostly provided by private, hospital-based providers. The history behind this reality is complex, but it has fundamentally impacted the practical design and philosophy of the Edina Fire and EMS Division when compared to peer departments in Minnesota. The Edina Fire and EMS deployment model is designed to ensure compliance with State and County rules, availability of adequate resources to meet EMS call volume demands, and adequate staffing to effectively and safely respond to fire calls. This is an appropriate and necessary deployment strategy given that over 75% of the Fire and EMS Division’s calls for service in 2016 were EMS related calls. Further, the growth of EMS workload to fire suppression workload is expected to continue. From FY2015 to FY2016, the Division saw its largest increase (6.4%) in EMS responses in the past 21 years. Nationally, EMS workload is expected to continue to grow while fire suppression calls are expected to remain relatively consistent. As summarized in the following figure, over the past 21 years, the City of Edina has experienced a 42% increase in EMS call volume while fire calls have remained relatively consistent (21%). City of Edina Page 65 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Figure 8: Average Daily Fire and EMS Runs – 1996 through 2016 Changes in national healthcare policy may pressure EMS service providers. The Affordable Care Act and other national care reform initiatives seek to transition to a fee for quality reimbursement model whereby reimbursements from Medicare and Medicaid are tied to specific performance objectives. This will ultimately require a greater focus on quality of care, which may expand the number of minutes required on each EMS call as well as the training requirements associated with proactive EMS quality control. In addition to these national trends, local demographics are impacting the City’s EMS workload. According to the 2010 U.S. Census, approximately 34% of the City’s population is 55 years or older. This age group represents a growing segment of the community and is one that generates greater demand for EMS services. The City is home to one hospital and numerous clinics and is also experiencing a land development pattern whereby multi-family and senior living housing is rapidly being constructed in the City. The number of multi-residential housing units in Edina has grown in recent years and the Edina Community Development Department estimates that 1,400+ multi-residential housing units will be added in the next few years to the existing inventory 12,164 units. Though the community has evolved over the last 20 years, and the City’s daily EMS workload demand has increased, the Division’s deployment model has largely remained constant. The Fire Division has added 2 FTE Paramedic/Firefighter positions in the past 20+ years and has added no personnel over the past eight years. The Edina Fire and EMS Division operates under a rotating 24-hour shift schedule and maintains two active fire stations. Each shift, which begins at 7:00 am, is staffed with a minimum of six personnel including four Paramedic/firefighters, one Captain, and one Lieutenant. A fully staffed shift is eight personnel with the increase being two Paramedic/Firefighters. 3 3 3 3 3 3 3 3 3 3 3 3 3 2 3 3 3 3 3 3 4 8 8 7 8 8 8 9 8 9 10 10 10 10 10 10 10 10 10 11 11 11 11 11 11 11 11 11 12 11 12 12 12 13 12 12 13 13 13 13 14 14 14 0 5 10 15 20 25 30 35 1996 1997 1998 1999 20002001200220032004 2005 2006 2007 2008 2009 2010 2011201220132014 2015 2016 Fire Calls EMS Calls Total Calls Page 66 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. When fully staffed, Station 1 is staffed with a Captain, Lieutenant, and four Paramedic/Firefighters, at least two of which are assigned to Medic 1. The Department deploys one medic unit, Medic 1, and its primary fire engine from Station 1. Station 2, which is on the southeast side of town approximate to the City’s major multi-family housing developments and medical facilities, is staffed with two Paramedic/Firefighters per shift whose primary responsibility is to staff Medic 2. When staffing allows, the Division also activates a third medic unit, Medic 3, from Station 1 when other medic units are absorbed with calls for service. Medic 3 runs increased by approximately 35% from 2015 to 2016. When the Division is staffed at minimum staffing of 6 FTE, first response fire apparatus is staffed with the Station 1 Lieutenant and Captain who provide the initial response to fire incidents and are supported by available Paramedic/Firefighter who are staffing the medic units. The medic units respond from the field (if they are not currently on a medical call) or from their designated stations. The Department also relies on mutual aid from surrounding fire departments to augment firefighting capacity. Fire departments that provide both fire and EMS response must be able to respond effectively to EMS calls, which occur at much greater frequency than fire calls, while also maintaining the capacity to deploy a suitable firefighting complement to an active fire. The City of Edina has structured its deployment model to provide significant EMS response capability (with access to as many as three medic units per shift if shift staffing allows) and has historically utilized a model that requires Paramedic/Firefighters to serve in both an EMS and firefighting capacity. This is a highly cost effective approach to delivering EMS firefighting service. However, with a 42% increase in daily EMS call volume over the last 20 years, it is necessary to evaluate whether the current deployment approach and staffing level requires adjustment. There are many factors to consider in this type of analysis. The first factor is EMS Unit Hour Utilization (UHU). EMS Unit Hour Utilization rate is the percent of time each active EMS unit is absorbed in calls for service. A unit hour is equal to one hour of service by a fully equipped and staffed ambulance available for dispatch or assigned to a call. Utilization is a measure of productivity, which compares the available resources (i.e., unit hours) with the actual amount of time those units are being utilized for patient treatment, transport or productive activity. This is measured by the amount of time absorbed in calls for service from the point a unit is dispatched to the point that unit reports itself as available to field additional calls for service. This measurement is calculated to determine the percentage of unit hours actually consumed in direct service delivery compared with the total staffed unit-hours available. To evaluate the Edina Fire and EMS Division’s EMS UHU, and broader service commitments, The Novak Consulting Group applied a multi-faceted analytical methodology. The first step in this methodology was to analyze five years of fire and EMS call volume to determine how 2015 (the most recent year where full data was available at the time of this analysis), compares to immediate historical call volume trends. In 2015, the Edina Fire and EMS Division responded to 5,071 total calls for service, which represented a 10% increase since 2011. Of that total, EMS calls have increased by 186 events or 5.1% and fire calls have increased by 273 events or 28%, though the majority of the increase in fire calls occurred between 2014 and 2015. These trends indicate that 2015 is a suitable data set year to utilize for workload analysis because it represents the peak of recent workload trend increases, but it also demonstrates a continued trend in increased calls for service. It is also important to note, however, that total call volume (and specifically EMS call volume) further increased from 2015 to 2016. Total call volume increased by 5% and EMS call volume increased City of Edina Page 67 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. by 6% over the period. The following figure summarizes fire and EMS call volume trends from 2011 through 2016. Figure 9: Fire and EMS Call Volume Trends – 2011 through 2016 In addition to macro call volume trends, The Novak Consulting Group analyzed 2015 call volume trends by hour of the day and day of the week to assess workload patterns. In 2015, the Fire and EMS Division fielded an average of one call every two hours. However, this average incorporates the late night and early morning hours (between the hours of 10:00 pm and 7:00 am) when call volume is low (an average of one call every four hours). The average call volume during the Department’s peak workload periods, between the hours of 8:00 am and 10:00 pm, reflects a different pattern. Call volume for the Fire and EMS Division begins to increase at approximately 8:00 am. At this time, call volume picks up to approximately 0.73 calls per hour which, from a practical perspective, equates to one call per hour. Of the Department’s total call volume, an average of 75% of all calls are EMS calls. Applying this ratio to the Department’s 2015 total call volume indicates that the Department fields an average of one EMS call every two hours, or 0.54 calls every hour, during peak workload periods. The following figure summarizes workload trends by hour of the day and day of the week in CY 2015. 0 1000 2000 3000 4000 5000 6000 2011 2012 2013 2014 2015 2016 Overall EMS Fire Page 68 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Figure 10: Average Number of Fire and EMS Calls per Hour and Day of the Week During the same 2015 workload period, the average time absorbed from the point of dispatch to the point that a medic unit reports itself available for other calls is approximately 37 minutes.50 Having identified the average number of EMS calls by hour of the day and day of the week, as well as the average duration of EMS calls, it is next necessary to identify the available number of EMS hours available for service. As previously discussed, the Department maintains two active Medic units and one reserve unit that can be deployed if both medic units are unavailable and sufficient staffing is available during the shift. For purposes of EMS UHU analysis, only a full-time medic unit is considered. Based on the practice of deploying two medic units per day for 24 hours per day, the Fire and EMS Division has access to 120 minutes of available EMS unit capacity per hour. Applying this data, it is possible to identify the average UHU of the Department’s medic units. In 2015, the Department’s average EMS Unit Utilization rate was 0.15 in aggregate and 0.19 during the peak workload periods between 8:00 am and 10:00 pm. Fundamentally this indicates that during peak workload periods an average of 20% of EMS unit capacity is absorbed in calls for service. However, UHU rates must also be considered with the responsibility for other duties such as fire call response and ongoing training requirements. In addition to EMS calls for service, personnel who are staffing medic units are also responsible for fire call response. When fire calls are also taken into account, the Fire and EMS Division’s UHU rate is 0.25 during peak workload periods. In addition to UHU, there are multiple additional factors to consider including training requirements and growth trends in EMS call volume. 50 Average EMS call length derived from 2015 Computer Aided Dispatch Data detailing the time elapsed from point of dispatch to the point the unit reports itself available to field additional calls for service. 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 Mon Tue Wed Thu Fri Sat Sun City of Edina Page 69 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. As previously discussed, the Department’s deployment model is fundamentally designed to address EMS workload burdens, but the Department is also tasked with responding to fire events/calls. The Department’s minimum shift staffing is six, but its target staffing, which can only be achieved if there are no employees using vacation, sick or other forms of leave, is eight per shift, not including command staff. Under the Department’s target staffing requirement of 8 FTE, the Captain and Lieutenant on each shift are responsible for staffing fire apparatus and providing first response to a fire scene. A minimum of four Paramedic/Firefighters must be certified paramedics while the other two may or may not be paramedics. However, in situations where both medic units are committed to other calls, the Captain and Lieutenant can do little at an active firefighting scene without additional support. The Occupational Safety and Health Administration's (OSHA) “two in/two out” provision requires that at least two employees enter the Immediately Dangerous to Life or Health (IDLH) atmosphere and remain in visual or voice contact with each other at all times. It also requires that at least two employees be located outside the IDLH atmosphere, thus the term, "two in/two out". This assures that the "two in" can monitor each other and assist with equipment failure or entrapment or other hazards, and the "two out" can monitor those in the building, initiate rescue, or call for back-up. One of the "two out" can be assigned another role such as incident commander. As a result of this requirement, which is a critical safety consideration, company command officers must rely upon Firefighters who staff medic units to provide additional support during fire response. If those Firefighters are occupied with EMS calls, the Department will often rely on the Department’s paid on call personnel (who may or may not be available) or mutual aid response from neighboring fire departments. As a result of these considerations, it is appropriate to consider the incidence of overlapping calls and the frequency of calls that require more than one medic unit or apparatus to respond. Unfortunately, however, the Fire and EMS Division was unable to extract a report from the City’s CAD system that demonstrated the incidence of concurrent or overlapping calls. The Department was able to provide data summarizing the number of calls requiring more than one unit. In 2015, during peak workload periods, approximately 19% of all calls for service required more than one unit to respond to the incident. This corresponds generally with the allocation of EMS and Fire calls and reflects the general tendency for EMS calls to require one unit and fire calls to require more than one unit. Of the 4,985 incidences where a medic unit was dispatched in 2015, 224 of those incidents, or 4.4%, were covered by Medic 3 because Medic 1 and Medic 2 were occupied with other calls for service. Furthermore, from 2015 to 2016, the Division’s Medic 3 responses increased by 27 calls for service or 25%. This data indicates that overlapping calls, and calls requiring a multiple unit response, do occur and the frequency of such calls is increasing. However, the Department’s EMS centric deployment model also necessitates that the Department rely on mutual aid to meet its on scene firefighting requirements. From 2011 through 2015 the Fire and EMS Division provided EMS mutual aid assistance 520 times and received assistance 389 times. This is not necessarily a negative issue, as intergovernmental cooperation and service sharing are generally positive outcomes, but the balance between mutual aid calls received and provided should be monitored, understood, and transparent. Another important issue impacting staffing level considerations relates to training availability and access. The relatively limited number of Paramedic/Firefighters available on a given shift limits the ability to complete fire and EMS training during the shift without medic units being drawn away to service. As a result, the Department has been forced to rely on shorter course training sessions or, in many cases, to forgo portions of training sessions due to call volume. This has also limited Page 70 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. the frequency with which the Department has been able to access and utilize its live fire training ground, which is an exceptional resource that is significantly underutilized by the Department. In 2015, the Department was only able to complete four hours of live fire training at the facility. This is because live fire training typically involves multiple companies and requires multiple hours of continuous focus to effectively complete. The relatively limited number of total ambulances available per shift (2) fundamentally obstructs the Department’s ability to engage in extended, focused training sessions. The final issue impacting staffing level considerations is demographics and development patterns. One of the most significant concerns raised during employee interviews is that the City’s housing stock and demographic pattern is changing. There is an increase in the number of multi-family housing units being constructed in the City and a belief that the senior population (over 65 years of age) is growing in the community. To assess the impact of this issue, The Novak Consulting Group reviewed response demographics trends from 2011 through 2015. As previously discussed, since 2011, total call volume has increased by approximately 10%. However, the total number of calls for service for patients age 65 or older has declined by about 5%. A portion of that increase is attributable to calls for service to residents aged 65 or older. In a sample of calls for service data by occupancy type, from 2011 to 2015 the number of responses for calls to some of the City’s Assisted Living facilities has increased by almost 20% and calls to nursing homes have increased by approximately 3%. This population requires a higher degree of attention and is subject to a broader range of potential afflictions than younger population groups. This trend is further expected in increase. Conversations with the Edina Department of Community Development indicate that the trend of increasing multi-residential property development and, specifically, senior living facilities, is expected to continue. Discussions are currently underway to develop an additional 700 to 900 senior living units in the City of Edina. There are other drivers for increased calls for service, such as more runs to medical clinics, that are contributing to anticipated calls for service growth. This issue is compounded by an unintended effect of the health care reform initiatives primarily represented by the Affordable Care Act (ACA). One of the fundamental tenets of the ACA is a shifted emphasis from fee for service reimbursement models toward outcome metrics as a trigger for Medicare, Medicaid, and insurance company reimbursement. This has resulted in more frequent discharges from hospitals and clinics, especially for patients with chronic illnesses where outcome metrics cannot quickly be improved upon. This has, in turn, resulted in a marked increase in calls for service from those facilities that house patients with chronic illnesses (assisted and senior living facilities). The City of Edina is home to 1,580 senior/assisted living housing units with another 96 units currently under construction. Moreover, though not an explicit component of the ACA, the emphasis toward outcome metrics in the EMS industry is also widely considered as an area of potential policy reform. Though not certain, this could impact the amount of time required for each EMS call by pressing community Paramedic initiatives that broaden the EMS role beyond triage and transport. This trend indicates that it is reasonable to expect EMS workload burden to continue to increase, both as a measure of the number of patients age 65 and older and the amount of time required to service those patients. Another area where this trend is evident relates to psychiatric emergency calls. In 2006, the Fire and EMS Division responded to 52 psychiatric emergency calls, but in 2016, it responded to 189 such calls. This represents a nearly 300% increase since 2006 and a doubling since 2013. These types of calls require increased time on scene. Though the average duration of an EMS call in City of Edina Page 71 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Edina is approximately 37 minutes, the average duration of a psychiatric emergency call is approximately 49 minutes. As previously mentioned, one of the ancillary impacts of changes associated with the Affordable Care Act is that hospitals and clinics are discharging patients with chronic illness, including mental and psychiatric disorders, because the reimbursement model emphasizes patient outcomes rather than patient nights. Given that quick, measurable outcomes are difficult to achieve with such patients, they are discharged into the community. The fact that several clinics and a hospital are located in Edina explains the significant increase in such calls since 2013 and indicates that this trend will continue barring a related overhaul of ACA which, practically speaking, is unlikely to occur. This analysis of Fire and EMS workload patterns and workload drivers indicates an evolving set of issues for the Fire and EMS Division. From an EMS fire and service delivery perspective, the Division is performing well within the context of available resources. EMS unit utilization rates are average and Fire and EMS average response times are strong. In 2015, the Division averaged a 4.8 minute response time for all calls and a 4.75 minute response time for EMS calls, which is well within national targets of a 6 minute average response time. Like most communities, though, the Division is challenged with reaching the outskirts of their service area, such as the northeast and northwest quadrants, within the six-minute timeframe. However, several issues also present challenges for the Division. The current EMS deployment model and operating environment limits the Division’s ability to engage in meaningful hands-on training. The current model also requires that the Division rely on surrounding departments to augment its fire scene response. Lastly, demographic and development patterns, as well as health care reform implications, indicate that further increases in EMS demand can be expected. Given the balance of these issues, and the further anticipated growth in EMS workload, it is appropriate for the Department to augment EMS service delivery capacity. RECOMMENDATION 29: Augment Fire and EMS staffing levels and response capacity. The process of evaluating staffing alternatives begins with consideration of shift schedule alternatives. This analysis must take into account two major considerations: the requirement for 24/7 response capacity and the distribution of workload. As previously discussed, the Edina Fire and EMS Division’s peak workload periods are from 8:00 am through approximately 10:00 pm, with some increases in workloads during Friday and Saturday night. This represents a 14-hour period of relatively high workload. By contrast, during the hours between 10:00 pm and 8:00 am, fire and EMS call demand is relatively low, with the Department fielding an average of one call every four hours. Given that workload declines during the late night/early morning hours, it is appropriate to consider whether alternative shift schedules make sense for the Edina Fire and EMS Division. Though nationally the fire service has largely adopted various versions of the 24-hour shift schedule model, there are alternative schedules available to consider. The primary efficiency of 24-hour shift schedule configurations is that they require three shift teams, or platoons, while most other shift configurations require between four and six platoons. This results in less administrative overhead in a 24-hour shift. The other efficiency gained from 24-hour shift configurations relates to the necessity to maintain a full firefighting complement regardless of workload patterns. Alternative shift schedule configurations provide the flexibility of staffing for peak workload, but that only generates efficiency if the Department is able to staff down during non-peak hours. The Edina Fire and EMS Division maintains minimum shift staffing target of a Captain, a Lieutenant, and four Paramedic/Firefighters. The Novak Consulting Group completed an Page 72 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. assessment of the staffing requirements necessary to consistently deploy a 6-person firefighting force per shift. To evaluate the difference between the current 24-hour shift model and a 12-hour shift alternative, it is necessary to determine the number of staff hours that must be filled on an annual basis for each shift configuration, and the number of hours that the average Firefighter is actually available to work. According to the Fire and EMS Division’s schedule, each 24-hour shift member is scheduled to work 2,904 hours per year. However, due to various forms of leave, individual employees are available to work fewer actual hours than must be filled on a shift positon. According to the leave records provided by the Fire and EMS Division, during 2016, Firefighters missed an average of 20 shifts per year due to various forms of leave such as vacation, sick leave, and compensation time. This means that the average Firefighter is actually available to work approximately 2,419 hours per year (2,904 scheduled hours minus 485 hours of leave). This results in a staffing factor of 1.20 FTE under the current shift configuration. This means that for each platoon Firefighter position, 1.20 FTE must be available to meet shift staffing requirements and cover for various forms of leave. Applying this staffing factor to the current three-platoon structure indicates that the Department currently requires 21.6 FTE Paramedic/Firefighters (including company officers) to meet its 6-person minimum staffing target per shift. The Department is currently budgeted for 24 full-time shift personnel who are dedicated to fire and EMS response. The Department also maintains a staff of 11 POC Firefighters who augment the Department’s firefighting capacity. Each POC Firefighter is required to work 20 hours every six months, though it is important to note that all POC Firefighters are not Paramedics and so cannot staff medic units. The Novak Consulting Group applied the same leave patterns to a four platoon 12-hour shift scheduled alternative. Under the 12-hour shift configuration, the Department would need to staff 31 Firefighters to meet minimum staffing targets on each shift team, which is seven more Firefighters than currently budgeted in the Operations Bureau. As summarized in the table below, the current 24-hour schedule configuration is the most appropriate alternative for the Department. City of Edina Page 73 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Table 26: Shift Schedule Alternatives Rotating 24 Hour (Current) Number of Hours Scheduled per Firefighter Number of Hours Available per Firefighter Staffing Factor Minimum Target per Shift FTE Needed Platoon A 2,904 2,419 1.20 6 7.20 Platoon B 2,904 2,419 1.20 6 7.20 Platoon C 2,904 2,419 1.20 6 7.20 TOTAL 21.6 12 Hour Alternative Number of Hours Scheduled per Firefighter Number of Hours Available per Firefighter Staffing Factor Minimum Target per Shift FTE Needed 12 Hour Platoon A 2,190 1,948 1.12 6 6.75 Platoon B 2,190 1,948 1.12 6 6.75 Platoon C 2,190 1,948 1.12 6 6.75 Platoon D 2,190 1,948 1.12 6 6.75 TOTAL 31.0 Having determined that both the current shift staffing targets and shift configuration are appropriate to meet minimum staffing requirements, it is now necessary to assess how best to augment fire and EMS service delivery capacity during peak workload periods. The most practical method to augment EMS capacity and enhance fire response is to fully staff Medic 3 during all or a portion of each platoon shift. There are several alternatives available. The first alternative is to convert Medic 3 to a full-time unit and to adjust minimum staffing on each platoon from 6 FTE to 8 FTE to ensure that Medic 3 is always staffed. This would require a total of 30 front line Paramedic/Firefighters representing an increase of 6 FTE at a Year 1 salary and benefit cost of $495,240.51 This is the costliest option available but also offers a number of notable operational benefits. Most significantly, it would provide additional EMS response capacity but also increase the minimum shift staffing from six to eight Paramedic/Firefighters. This would allow the Division to consistently meet National Fire Protection Association (NFPA) standard 171052 deployment guidelines. NFPA 1710 specifies the recommendations for effective and efficient organization and deployment of fire suppression operations, emergency medical operations, and special operations by career fire departments to protect citizens and the occupational safety and health of fire department employees. NFPA 1710 indicates that seven firefighters are the “minimum necessary” to deploy an “effective” firefighting force and meet the basic deployment requirements and goals of National Fire Protection Association’s (NFPA) 1710. Of all shifts staffed in 2016, approximately 54% were staffed with six Paramedic/Firefighters. During those shifts, the Division 51 Assumes a starting Firefighter/Paramedic salary of $62,752, $19,788 per year in fringe benefit expenses, and a 16.2 % contribution to the Minnesota Public Employees Retirement Fund. 52 NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, 2016 Edition Page 74 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. would need to rely on mutual aid to deploy an effective firefighting force. Staffing Medic 3 24 hours a day would increase the likelihood that the Fire Division would be more capable of putting seven fire suppression personnel on scene in the first critical moments meeting NFPA 1710 standard for initial response with Edina staff, and would often permit the Division to deploy three or four paramedic/firefighters on its first response fire apparatus in the event of a fire event. This would enhance the ability and frequency with which the Fire Division is able to meet the OSHA two in – two out standards with its first response fire apparatus alone. This would represent a significant increase in fire and EMS capacity. It is important to note, however, that this option would augment EMS capacity during non-peak hours (after 10:00 pm) when the incidence of fire and EMS calls is less frequent. Given these considerations, it is also appropriate to consider power shift alternatives. Three primary alternatives are available, each of which have various positive and negative attributes. The first alternative to consider is an 8 hour per day, 5 day per week EMS power shift. The value of this shift alternative is that it provides the least expensive approach to augment EMS service delivery and training capacity during peak workload periods. No additional investment in Medic Units is necessary and a five day per week EMS power shift only requires one shift team, which limits overhead. To staff Medic 3, an additional three Paramedic/Firefighters would be required at an annual Year 1 salary and benefit expense of $247,620, plus the cost of Personal Protective Equipment (PPE), training, certifications, and other ongoing personnel support expenses. There are some negative attributes to this power shift alternative. The Department’s peak workload period is 8:00 am through 10:00 pm, seven days per week. The eight-hour shift configuration would provide eight hours of additional coverage per day for five days per week. Though this alternative will provide additional training and response capacity, a large portion of the peak workload period will not be augmented by this group. Though this is the cost efficient option to augment capacity, it also provides the least effective operational benefit when compared with other alternatives. The second alternative is a 10 hour per day, 7 day per week EMS power shift. The 10 hour shift configuration would require 5 FTE, staffing two shift teams of 2 FTE each at a total Year 1 salary and benefit expense of $512,700, plus the cost of PPE, training, certifications, and other ongoing personnel support expenses. This alternative provides significant peak workload period coverage, seven days per week, and offers the added benefit of a weekly shift overlap day where both teams are scheduled to work. This option provides a significant recurring opportunity for multi-company training in the Division by essentially doubling EMS response capacity one day per week, every week. This option is the most appropriate to effectuate more frequent hands on training exercises. The final alternative is 12 hour per day, 7 day per week EMS power shift. Similar to the 10-hour alternative, the 12-hour shift configuration would require 5 FTE to staff two shift teams of 2 FTE each at a total Year 1 salary and benefit expense of $512,700, plus the cost of PPE, training, certifications, and other ongoing personnel support expenses. This alternative is best paired with the Department’s daily peak workload pattern, but does not provide an overlap day that enables the Department to initialize the practice of multi-company fire training days. The following table summarizes the FTE impact, cost, strengths, and weakness associated with each alternative. City of Edina Page 75 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Table 27: Fire and EMS Shift Alternatives Alternative FTE Impact Salary and Benefit Cost 53 Strengths/Weakness 24 Hour Medic 3 Staffing + 6 FTE $495,240 Strengths • Provides most additional EMS capacity – fully covers peak workload periods • Provides training capacity • Allows Department to deploy an initial 7- person firefighting force • Increase fire apparatus staffing and initial response capability Weaknesses • Most costly option • Provides additional capacity during non- peak hours when call volume is low. 8 Hour, 5 Day per Week EMS Power Shift + 3 FTE $247,620 Strengths • Provides additional capacity during peak workload periods • Provides additional training capacity • Most cost effective option Weaknesses • Provides for smallest portion of peak workload period coverage • Does not augment capacity on weekends 10 Hour, 7 day per Week Power Shift + 5 FTE $512,700 Strengths • Provides additional capacity during peak workload periods – greater than 8 hour option • Provides weekend coverage • Provides option to institutionalize practice of hands on training, weekly shift overlap day Weaknesses • Costlier than 8 hour option 12 Hour, 7 Day per Week Power Shift + 5 FTE $512,700 Strengths • Provides additional capacity during peak workload periods – greater than 8 and 10 hour option • Provides weekend coverage • Provides additional training capacity Weaknesses • More costly than 8 hour option • Does not provide weekly shift overlap period and so offers comparatively less value from a training perspective than a 10 hour configuration 53 Does not reflect the cost of PPE, training, certifications, and other ongoing personnel support expenses. Page 76 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Each of the options described above offers various strengths and weaknesses, but each serves to increase EMS service delivery and department-wide training capacity. EMS calls for service trends and practical challenges to completing training under the current model indicate a need to begin adding capacity in the Division. Given EMS call volume growth, it will also be important to monitor workload growth and its impact on future staffing needs. As previously discussed, EMS UHU is a tool utilized by specialty EMS service delivery agencies to monitor unit utilization. Though EMS industry UHU benchmarks are illustrative and useful when evaluating staff capacity, they should not be used as a sole determinant of staffing needs in combined fire and EMS operations such as that in the City of Edina. Rather, fire response and training requirements and additional assigned duties must also be taken into account. The staffing analysis detailed above takes those factors into account. However, in order for the Fire and EMS Division to systematically track and account for these factors in the future, several steps must be taken to convert the nuance of the City of Edina’s fire and EMS service delivery requirements into a customization utilization metric that can serve as the basis for determining future staffing needs. Those steps are detailed below: • Training Target – Develop a daily shift training target that quantifies the number of minutes or hours per shift that should be dedicated to training to ensure that the Fire and EMS Division can meet its annual fire and EMS training goals. • Downtime Target – Establish a minimum hourly downtime target to ensure “off call” or rest time for busy EMS units based on Division experience. • Administration and Inventory Management Target – Establish a target hourly commitment for administrative duties (e.g., report finalization) and EMS inventory management. • Average Time Consumed Per Fire and EMS Call – Begin routinely tracking the average time consumed from point of dispatch until the point a unit reports itself available to field other calls. This data should be tracked during peak and non-peak workload periods to enable utilization metrics to be defined by time block, thereby aiding in the process of determining how best to deploy staff if additional personnel are needed. It should be noted that this data is available in the Division’s existing RMS and the Division already tracks this data in some form. • Unit Hours – Begin tracking the number of unit hours available per year. This is calculated by identifying the number of units in service and the number of hours that each unit was in service for the year. This figure will depend on the staffing option implemented by the Division (e.g., staffing Medic 3 24/7 or utilizing an EMS power shift.), but should also take into account incidences where additional ambulances, such as Medic 4, are activated. • Number of Calls – Track the average number of EMS and fire calls by on hour time block for each year. This data can also be captured seasonally to reflect any seasonal impact in workload. The Department currently tracks aggregate call volume data, but has not established a practice of reviewing call data in an hourly format. This data can be produced through the City’s existing CAD system. By establishing and tracking these key factors, the Fire and EMS Division will be equipped to develop, on an annual basis, a Division utilization profile by hour of the day and day of the week. This profile can then be compared to UHU benchmark guidelines to quantify when and under what conditions workload changes are impacting the Department’s ability to meet demands with existing resources. The following summarizes the Fire and EMS utilization calculation formula. City of Edina Page 77 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. • Number of Fire and EMS Calls per Hour X Average Time Consumed per Fire and EMS call = Fire and EMS Call Absorption • Fire and EMS Call Absorption + Hourly Administrative/Inventory, Training, and Downtime Targets = Fire and EMS Unit Absorption • Fire and EMS Unit Absorption per Hour / Average Number of Unit Hours Available per Hour = Fire and EMS Utilization Rate Fire Prevention and Inspections RECOMMENDATION 30: Create third full-time Fire Inspector position. The Fire Prevention Bureau is responsible for reviewing building plans and completing inspections to make sure new construction or remodeling projects meet the Fire Code. The Bureau is also responsible for conducting recurring occupancy inspections for existing structures to ensure that they meet Fire Code. Additionally, the Bureau conducts numerous public safety and education events throughout the year. The Bureau is staffed with three full-time employees and one part- time employee. Full-time employees include the Fire Marshal, two Fire Inspectors, and an 8-hour Paramedic/Firefighter. The Fire Marshal primarily focuses on plan review and inspection for new construction and coordinates extensively with the City’s community development review team in the Building Division, Engineering and Community Development Departments. The Fire Marshal is also responsible for fire investigations and for special event coordination. The two full-time Fire Inspectors are primarily responsible for inspection of existing occupancies and the development and documentation of fire pre-plans; however, new construction inspections occupy most of their time. The Fire Paramedic/Firefighter position supports the inspection process and is responsible for basic inspections and special projects, such as the development of fire pre-plans. However, this position also augments the Fire/EMS response staff during shift shortages or during emergency response when additional staffing is needed, i.e. Medic 3 or major incidents. This position works a 40-hour week from 7:00 am to 3:30 pm. It is important to note that Medic 3 is not a full-time active unit and is only deployed when one of two conditions are met: that Medic 1 and Medic 2 are occupied on other calls for service and that sufficient shift staff are not available to deploy Medic 3. The Bureau is also staffed with a part-time administrative assistant. The Administrative Assistant is largely responsible for data entry into and audit of the Department’s ImageTrend system. The Department engages in numerous prevention and public education activities throughout the year and they are currently performed by a fire marshal and two full-time inspectors. Though the Bureau receives additional support from the Paramedic/Firefighter position that is assigned to the Bureau, that position’s capacity is limited because it can be reassigned to the 24 hour shift rotation during periods of extended leave. The Department currently conducts fire prevention inspections at commercial properties every three years, although certain property types (such as daycares or nursing homes) are inspected annually. Department staff estimate that approximately 1,200 structures are eligible for inspections, some of which include multiple occupancies. Inspection activities are conducted and recorded using a paper process. Department staff utilize a combination of three systems to enter and track inspections and pre-plan data, including PDF forms, ImageTrend software, and Excel spreadsheets. Because inspection-related information is not stored in one place, staff cannot readily determine occupancies in a given structure, and it is difficult to schedule and track follow-up inspection activity. As a result, there is no readily Page 78 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. accessible central inventory of occupancies. This system also makes it difficult for inspectors to view and modify inspection records in the field. In addition, the Bureau estimates that only 33% of the Department’s pre-plans have been recently reviewed and updated since completion. In addition to the Department’s existing prevention workload, ongoing development in the City is increasing the number of multi-residential and commercial structures in need of regular prevention inspections. Building and fire-related permit activity increased 106% from 2013 through 2015, as illustrated in the following figure. In addition, discussions between the Fire and EMS Division and the Department of Community Development indicate that these building trends are expected to continue. Figure 11: Fire Permit Activity Trends – 2013 through 2015 This increase in development contributes to increased prevention workload. As additional structures are built or modified for new uses, the number of properties eligible for regular fire inspections is likely to increase. In addition, staff in the Fire Prevention Bureau are often utilized to support fire and EMS calls when sufficient staff are not available on the 24-hour fire and EMS shift. This represents a significant disruption of progress toward the core responsibilities of Fire Prevention and further restricts the ability to complete existing occupancy inspections. Fire inspections are a critical component of fire prevention activities. Inspections help to ensure that alarms, smoke detectors, and suppression systems are properly configured and maintained in order to minimize risks to life, health, safety, and property. This is particularly important in communities where false alarm and malfunctioning alarm activity is significant or poses a concern to Fire staff. Regular inspections help the Fire and EMS Division and business owners diagnose false alarm issues and create solutions to reduce the likelihood of future false alarm activity. Considered together, the inspection and development trends currently faced by the City’s Fire and EMS Division indicate a need to augment staffing in the Fire Prevention Bureau. Because the part-time Fire Inspector/Utility position is unable to devote time completely to field inspections, the Division’s effective staffing level is reduced. At the same time, development activity in the 1,360 2,071 2,808 - 500 1,000 1,500 2,000 2,500 3,000 2013 2014 2015 City of Edina Page 79 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. community continues to increase. This creates a situation where staff are unable to perform inspections with regularity, which will only be exacerbated as commercial development progresses. To address this, it is recommended that the Department create an additional full-time Fire Inspector position and reassign the full-time Paramedic/Firefighter position to permanent fire and EMS response shift work. Alternatively, the Division may convert the existing Utility position to a full-time inspector position and add a position to the Operations Bureau. Ultimately, this determination should be made by command staff. The responsibilities of the new position will be twofold. First, the Fire Inspector should be responsible for working with IT and Department stakeholders to identify and create a sustainable, flexible, and more modern fire inspection system. This will involve building a centralized database of properties eligible for inspection, associating the number of occupancies with each property, defining inspection and follow-up inspection dates, and enabling inspectors to view and update inspection records in the field. To achieve this, the Department will need to work closely with IT staff as described in order to identify appropriate software, hardware, and procedures. This will enable the Department to more accurately assess prevention inspection workload, streamline inspection operations, and enable expanded inspection activities. The second major responsibility of the new Fire Inspector is to augment the Department’s capacity to conduct fire prevention inspections and other prevention activities. The addition of this full-time position will effectively give the Department a new employee dedicated to prevention and other inspection activities. This will enable more frequent fire prevention inspections of existing properties and add capacity for additional review and inspection of new construction. If possible, the Department should move toward annual prevention inspections of all commercial properties to ensure they remain compliant with prevention best practices and community standards. An ancillary benefit of adding a full-time Fire Inspector is the opportunity to increase staff capacity on shift for emergency calls. Rather than assign the Paramedic/Firefighter to prevention activities on a part-time basis, the Department should fully reallocate this position to shift staff and utilize the position to supplement emergency response calls as a 24 hour shift position. The net effect of this recommendation thus creates capacity for the Department in two critical areas, response and prevention, and eliminates the need for the utility Paramedic/Firefighter to balance work functions which often conflict. The Department will be well-positioned to capitalize on this added capacity in order to strengthen its existing inspections framework and take on additional inspections responsibility in order to deliver more comprehensive prevention services to the community. It is also important to note, however, that workload associated with new construction will likely level off in the future. The community is built out and most new development will be redevelopment of existing properties. This, on its face, suggests that the need for the additional Fire Inspector position will decrease as the Bureau’s new construction plan review and inspection workload decreases. However, this is not likely the case for three key reasons. As previously mentioned, much of the City’s new development is multi-family development. From a fire prevention perspective, these are considered higher risk properties and so require a more frequent occupancy inspection schedule. Second, the rapid pace of new construction also means a rapid increase in the number of existing occupancies that must be inspected each year. This occupancy inspection workload will further increase as the Bureau moves toward a best practice Page 80 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. one year occupancy inspection cycle. Third, even if the Bureau eventually finds itself with additional labor capacity, the natural accrual of time off as 24-hour Fire and EMS Bureau staff gain tenure indicates that the Division’s staffing factor, or the number of FTE required to staff a position 24/7 and cover leave, will also increase. Therefore, if the new building plan review and inspection workload levels off and the Fire Prevention Bureau has excess labor capacity, that capacity will likely be needed in other areas of the Fire and EMS Division. These factors, when viewed as whole, justify the addition of a Fire Inspection position. The estimated annual salary of an entry-level full-time Firefighter/Fire Inspector is $65,852 according to the 2016 labor contract, not including benefits. Assuming a fixed fringe benefit rate amount of $19,788 and a 16.2 FTE pension contribution, this equates to a total expense of approximately $85,640. RECOMMENDATION 31: Adjust Fire and EMS work plan to provide enhanced services following the addition of Fire and EMS personnel. The aforementioned staffing and deployment analysis identified a number options available to augment Fire and EMS staffing and service delivery. These options encompass different advantages and disadvantages, but each offers an opportunity to improve service to the public. Ultimately, it is appropriate to rely upon the Fire Chief to determine how best to utilize these personnel within the context of daily operating needs; however, there are two significant opportunities that deserve consideration: company-based inspections and Community Paramedicine. Company-based inspections are a practice commonly employed in fire departments across the country to maximize the utility of Firefighter positions. Fire departments with company-based inspection programs rely on Firefighters to conduct occupancy inspections for commercial properties in their communities. There are many different approaches to this model. Some departments rely on fire companies to conduct all occupancy inspections. Others rely on fire companies to compete all low risk or follow-up inspections, while utilizing certified fire inspectors to compete more technical life safety inspections. Historically, the Department’s EMS centric deployment model and EMS workload have not permitted the Department to effectively engage in a company-based inspection program. However, the recommended addition of Fire and EMS staffing creates an opportunity to not only maximize the additional staff’s utility but support and enhance the Department’s fire prevention and inspection activities. This potentially serves as an opportunity to provide enhanced service to the community. It is important to note, however, that Fire and EMS personnel’s primary responsibility should continue to be EMS and Fire response. To that end, should the Division choose to implement this alternative, it is recommended that they adopt a risk-based assessment process in determining which inspections are assigned to personnel. In a 2008 study titled Measuring Code Compliance Effectiveness for Fire Related Portions of Codes, the NFPA identified several practices that improve the effectiveness of compliance activities. One of those is to implement a risk-based inspection program. The City of St. Paul, Minnesota is noted for using actual fire experience instead of theoretical risk assessments to determine priority of inspections. Three classifications are used: those occupancies determined to be the highest risk are inspected annually, the second tier bi-annually, and the third group on a three-year rotation. City of Edina Page 81 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. The implementation of such a program should be staged to allow initial training for crews who will perform the inspections. It should include a data capturing element for both engine companies, as well as fire prevention specialists, which allows the department to track and predict the amount of time it takes to conduct inspections. This should form the annual work plan and inspection targets for both the EMS power shift and fire inspectors. The second major opportunity associated with increasing Fire and EMS staffing levels relates to Community Paramedicine. Community Paramedicine is a model of community-based health care in which paramedics function outside their customary emergency response and transport roles in ways that facilitate access to primary care for medically underserved populations. Community Paramedicine programs typically are designed to address specific local problems. Interest in community paramedicine has substantially grown in recent years based on the belief that it may improve access to and quality of care while also reducing costs associated with unnecessary emergency responses, which is a key characteristic of modern health care reform initiatives. The Edina Fire and EMS Division has attempted to engage in a pilot study with an area hospital to implement a Community Paramedicine program but was hampered by two factors; lack of access to patient data from the private hospital system, and lack of EMS staff capacity to provide the increased on-scene time necessary to effectively implement such a program. Increasing Fire and EMS staffing will provide the Fire Chief with the necessary resources to begin working toward such a program. RECOMMENDATION 32: Enhance functionality of ImageTrend inspection system. The City utilizes the ImageTrend system as its repository for inspections data; however, the system is heavily underutilized. The ImageTrend system does not represent a full accounting of the City’s occupancy inventory and those occupancies included in the database are not necessarily up-to-date. Many of the City’s occupancy files are stored in a paper filing system. In addition, fire pre-plans are stored in three separate electronic systems and are not integrated with a central, electronic occupancy file. Not only does this negate the ability of the Department to utilize ImageTrend as an inspection scheduling and data analysis tool, but it limits access to useful occupancy data from the field. In addition, inspection data entry is a duplicative and labor intensive process. Inspectors in the field complete paper inspection forms and the administrative assistant provides data entry and scheduling support to inspectors, transferring inspection files to paper and electronic occupancy files. By implementing electronic inspection tablets that are integrated with the Department’s ImageTrend system, the Department will be able to realize a number of efficiencies in the inspection process, including: reducing the need to file hard copy inspection reports; allowing inspection reports to be e-mailed to business owners; streamlining the scheduling of initial inspections and follow-up inspections, and; providing real-time inspection data in the ImageTrend system. These improvements will ultimately increase the number of inspections that can be completed by Department personnel, create greater access to useful data from the field and, most importantly, improve fire prevention outcomes. It is important to note that these system enhancements will require significant effort to initiate in a timely manner. The project will likely require a significant time commitment from central IT staff and also from Fire and EMS Division personnel. As a result, the first important step toward Page 82 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. implementation will be to coordinate with IT to assess the in-house capacity to complete this project in a timely basis and evaluate whether contracted project support is necessary. EMS Power Shift Deployment RECOMMENDATION 33: Develop Medic 3 deployment facility alternatives. When considering the implications of creating additional Fire and EMS service delivery capacity, it is important to recognize that there are facility limitations that must be taken into account. The greatest growth in development and EMS response trends in the southeast portion of the City and, as a result, it would be most appropriate to deploy these additional resources from Station 2. However, Station 2 was designed as a satellite station and has limited space to house an additional active unit. Therefore the City will need to evaluate and consider its options for deployment, of which there are four primary alternatives available. First, the City can adapt and simply cope with the constrained space limitations. This will require some vehicles and apparatus to be stored outside, which is not ideal, but still achievable. The second option is to evaluate the cost implications of a facility 2 station expansion. The third option is to continue to house Medic 3 in Station 1 but to forward deploy the unit at the beginning of each shift (e.g., respond to calls from a parking lot or other City facility that is proximate to the City’s southeast side). This provides the option for the Division to place an ambulance in or around the northeast quadrant of the community to reduce response times in areas that typically experience longer response times under the current model. The fourth option is to begin discussions with Richfield regarding the possibility of joint staffing Richfield fire station, which is located just across Edina’s southeast border. This alternative would require more extensive planning and development, but offers the opportunity to strengthen intergovernmental relationships and response capacity in both communities. It is important to note, however, that this option would require further discussion and development as the Richfield fire station is located in the Primary Service Area of the Hennepin County Ambulance Service (HCA) and the station also houses an HCA ALS ambulance. Departmental Training The Edina Fire and EMS Division’s training program is overseen and administered by the Assistant Chief of Training. The Assistant Chief is responsible for curriculum development and training scheduling and monitoring. Training is delivered by multiple personnel including the Assistant Chief of Training, Captains, Lieutenants, and subject matter experts in the department. The Department is strained to meet its minimum training requirements for firefighting and EMS certifications and generally provides training on a good balance of training topics. However, the training program can be enhanced through three key initiatives: 1) enhancing the frequency of live fire training; 2) enhancing the frequency of joint training between full-time paid Firefighters/Paramedic and Paid on Call volunteers, and; 3) implementing technology to assist with training scheduling, monitoring, and data analytics. RECOMMENDATION 34: Increase frequency of multi-company and live fire scene training events. The Fire and EMS Division is fortunate to have a state of the art training facility that includes gas fired, live fire training props, and a confined space simulator. However, a review of multi-company training reports reflects that the Department’s live training props were infrequently used and anecdotal reports indicate that the Department is seldom able to utilize the live fire training facility more than twice per year. City of Edina Page 83 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. A review of hands on training for 2015 indicates that the majority of the training in the category of fire scene management category was lecture-based. A challenge area for the fire service is maintaining consistent skill and scenario-based training for fire scene operations and specialty training. In an effort to contain overtime costs, the Fire and EMS Division seeks to conduct the majority of its training when employees are on-duty. As a result, training drills need to be planned out and executed based on the ability to maintain coverage for fire and EMS response. Also, maintaining high quality specialty response teams necessitates that the specialists be assembled to train together as a team to build common knowledge and cohesion. During the course of employee interviews, there were consistent concerns expressed about a perceived lack of hands-on training and a perception that there was a lack of balance between classroom training and practical skills. This is a common concern among Firefighters who see few fires and experience greater expectations for expanding service roles such as EMS and technical response. The fire service by its very nature has become the primary responder to an increasing number of incidents that are considered low frequency but high risk. Preparing employees for this role is a major challenge, and the Department will need to continually seek ways to strike the needed balance. As described in the staffing and deployment analysis section of this report, significant recommendations have been made to expand fire and EMS response capacity and, in doing so, expand opportunities for hands on training. With this additional capacity, the Department should increase its focus on fire ground/emergency scenario based training that gives company officers as much exposure as possible to incident operations/management/safety and provides recurring increased access to live fire training events for front-line Firefighters and Paramedics. Since actual fire experience has declined or remained flat across the country, the need for realistic practical simulations has increased. The Department should continue to encourage the use of the training facility routinely for hands on training. Further, the Fire and EMS Division should explore ways to cost effectively take crews out of service for more frequent hands on and large scale training drills. RECOMMENDATION 35: Purchase and implement an electronic training management system. Though the Department has created a proactive training leadership and delivery structure, the Fire and EMS Division does not have access to a training system or module to streamline the process of scheduling training, delivering training, and tracking training requirements. Rather, training scheduling and records management is largely a manual process. Training hours are tracked manually and entered into an Excel spreadsheet that is used to track progress toward annual certification requirements for each Paramedic/Firefighter. As a result, the level of data necessary to fully assess the training curriculum is not readily available. The training data that is recorded and available (training hours by subject type) is categorized using over 185 different training categories, with different categories used each year (e.g., cardiac arrest management, confined space). This level of detail, though useful in some management and analytical applications, does not provide access to ready metrics that can be used to assess the Department’s allocation of training and training trends by broad category (EMS, Fire Scene, Special Operations, etc.) because data tracking protocol is informal and inconsistent. In addition, individual Paramedic/Firefighters do not have convenient access to their training records to determine what training they need to accomplish before year end. These issues can be addressed by implementing a training management module or system. The Department utilizes the ImageTrend fire and EMS records management system to record and track fire and EMS response metrics. ImageTrend also offers a training and certification Page 84 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. management module that could be activated and utilized to support training program development. This may represent the most cost effective and practically feasible option available to the Department because personnel are already familiar with the ImageTrend system and the core software is already deployed. However, there are also a number of stand-alone training management systems available for consideration. It will be appropriate for the Department to engage with the central IT Department to evaluate options, purchase the necessary modules/applications, and deploy the software. RECOMMENDATION 36: Establish a quality control program for Emergency Medical Services. The City of Edina, like most EMS departments, utilizes the services of a contracted Medical Director (a local emergency medicine physician) who works with the Department to define EMS service delivery protocols and ensure that Edina practice is consistent with best practice trends. The Medical Director conducts periodic reviews of EMS run data and reports and provides feedback to the Department regarding their run experience. However, this information is not consistently utilized as a part of a formal EMS quality control program that is integrated with Department’s ongoing training plan. EMS quality control programs provide an important source of data-driven feedback regarding the impact of the Department’s performance on patients. The goal of establishing a quality control program is to critically assess EMS practices in light of their effect on each patient’s comfort and long-term recovery. Without a proper quality control system in place, the Department may engage in practices which are inefficient, impractical, ineffective, or potentially detrimental to the patient’s recovery from the emergency situation. It is impossible to determine how effective EMS staff are and which practices may be detrimental to patients unless a structure exists to qualitatively and quantitatively evaluate staff performance and patient outcomes. According to a 2014 best practices article published by The National Emergency Services Institute, effective models for EMS quality control and improvement are based on three central questions:54 • What are we trying to accomplish? • How will we know that change is an improvement? • What changes can we make that will result in that improvement? The first step in creating a quality control and improvement system is to clearly identify the goal of a proposed improvement. For EMS services, this goal could be faster response times, measurably decreasing patient suffering, improving cervical immobilization, or another aspect of EMS service delivery. After the goal has been identified, it is important to create specific qualitative and quantitative measures that will help identify whether any change in services, processes, or procedures is effective. For example, if the Department seeks to achieve a measurable reduction in patient pain, it is important to evaluate the patient’s pain level before an intervention occurs, record the type of intervention given to relieve pain, and to evaluate the patient’s pain level after the intervention has occurred. Evaluating a representative sample of this data over time will provide an indication of whether patient pain is increasing or decreasing on average. 54 “Implementing Patient-Centered Quality Management.” The National Emergency Services Institute. http://www.naemt.org/Files/Implementing%20Patient-Centered%20Quality%20Management.pdf City of Edina Page 85 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. The third step is to identify changes that can be made in order to improve services. Using the example above, it may be necessary to alter medication dosages, the types of medication administered, or to change other practices associated with pain management (cold compresses, elevation, educational initiatives, etc.) in order to more effectively manage patient pain and improve patient outcomes. Once potential interventions have been identified, they should be evaluated through the use of Plan, Do, Study, Act (PDSA) testing. This testing methodology is designed to quickly evaluate the effectiveness of proposed changes on a small scale prior to adopting them organization-wide. The Plan stage involves describing the goal and the measures used to track it, and then creating a hypothesis about the outcome of the change. In the Do stage, the organization carries out the plan on a defined subset of cases. For example, the organization may change cold compress procedures for 100 cases while recording relevant data about each case and pain levels experienced by the patient. This information is analyzed during the Study phase, where predicted results are compared to actual results and to results achieved using current procedures. During the Act phase, the organization determines whether to adopt the change system-wide, adapt the change and attempt another PDSA process to evaluate effectiveness, or to abandon the change as unsuccessful. The purpose of PDSA testing is to evaluate proposed service changes prior to adopting them on a large scale in order to prevent creating a change that negatively impacts patients. Changes in clinical practices should be supported by scientific literature prior to testing, and any proposed change that does not result in improved services and patient outcomes should be discarded or amended prior to full-scale adoption. As with any performance management system, it is important to specifically design performance measures and indicators for the EMS quality control program. The International Association of Fire Fighters (IAFF) recommends that EMS system performance measures be:55 • Structure, process, and outcome oriented. • Able to measure quality and effectiveness of various system components. • Practical and relevant. • Based on scientific evidence when possible. • Subject to ongoing review. • Designed for ease in data collection. • Adjustable for system demographics. • Continuously evaluated for relevance. • Accompanied by explicit instructions for consistency in use and interpretation. • Reproducible, precisely defined, and specific to ensure uniform application. These attributes describe measures that are highly specific, easily measurable, and lend themselves towards rapid quantification. The successful implementation of an EMS quality control program requires dedicated leadership focused on creating a strong patient focus in the organization, clearly defining the mission and 55 Emergency Medical Systems: A Guidebook for Fire-Based Systems, 4th Edition. International Association of Fire Fighters. https://www.iaff.org/tech/PDF/EMSGuideBk.pdf Page 86 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. expectations of EMS staff, and remaining committed to ongoing quality improvement goals.56 Given the current role of the Assistant Chief of Operations, it is appropriate for this position to assume such a leadership role and responsibilities for creating, implementing, and supervising an EMS quality control program for the Fire and EMS Division. However, as the scope and scale of the QA program grows, the staff time can be significant. It is not uncommon for EMS services alone to dedicate a full-time position to this task. Given the Fire/EMS Division does not currently have a quality control program, the time commitment could be significant for the start-up and ongoing operations of the program. RECOMMENDATION 37: Create a recurring joint training schedule for full-time and POC Firefighters. The Edina Fire and EMS Division utilizes both full-time and paid on call Firefighters to deliver fire and EMS service. All shift full-time Firefighters are certified Paramedics and are responsible for staffing the Department’s medic units and fire apparatus. Paid on call Firefighters are primarily Firefighter/ EMTs and though they are unable to staff the Department’s medic units, they provide additional fire scene response capacity. In combined models such as that employed in Edina, there are often two cultures at play in the department – full-time and paid on call. The Edina Fire and EMS Division has recognized this reality and done an excellent job creating a relatively cohesive culture among the two groups. However, there are limits to platoon and company team building opportunities due to practical scheduling limitations. Most paid on-call personnel have separate full-time or part-time jobs and so are only able to provide POC service during evening hours (after 5:00 pm). By contrast, the full-time Firefighter’s duty day is from 7:00 am to 3:30 pm.57 These conflicting schedules limit the opportunity for POC and full-time Firefighters to train together. Each shift team operates with minor differences that reflect the preferences and skill sets of the company’s Firefighters. Though the process of integrating paid on call personnel into a shift adds additional fire response capacity, it can have the practical impact of limiting shift efficiency by disrupting the finely tuned allocation of responsibilities on a shift team that essentially lives and works together. Regular joint training between full-time and paid on call staff provides the best opportunity to create a cohesive working group. Because most paid on call Firefighters have separate jobs outside of the Department, the only effective way to create an opportunity is to train during evening hours or weekends. The Training Chief should proactively develop a plan to accomplish joint training during these periods. RECOMMENDATION 38: Implement fixed scheduling requirements for POC Firefighters. As previously discussed, in addition to full-time Paramedic/Firefighters, the Edina Fire and EMS Division utilizes a pool of paid on call Firefighters to augment company staffing and fire scene response capacity. The Department has created a reasonable and appropriate operating procedure relating to the use of on call Firefighters. 56 “A Leadership Guide to Quality Improvement for Emergency Medical Services Systems.” National Highway Transportation Safety Administration. http://www.nhtsa.gov/people/injury/ems/Leaderguide/#qib 57 Fire and EMS personnel are available to respond to fire and EMS calls during the entirety of a 24-hour shift. The duty-day – typically an 8 hour period – is the portion of a shift where other daily tasks such as training, equipment maintenance, and administrative tasks must be completed. City of Edina Page 87 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. POC Firefighters are responsible for meeting the same training requirements and certifications of full-time Firefighters, but are not required to be certified Paramedics and, therefore, are not utilized as EMS deployment resources. POC personnel are required to schedule themselves for 20 hours of shift work every six month period and are required to respond to at least 20% of all call-backs for service during that six month period. Though the Department seeks to pair POC Firefighters with a consistent platoon or shift team, this is not a requirement of the existing POC model. It is important to recognize that POC Firefighters often have separate full-time jobs and family commitments which restrict the amount of time that can be dedicated to paid on call service. The Department recognizes this practical consideration and provides POC Firefighters with flexibility concerning when they schedule and complete their required on station staffing hours. However, this approach also presents practical limitations from an operations perspective. First, it creates unpredictability regarding the frequency with which POC Firefighters and full-time Firefighters engage and train with each other. This places constraints on the ability to create cohesive response teams. These constraints are compounded by the fact that POC Firefighters can perform their service on any one of the three shift teams. Second, it creates operational unpredictability at the command level. It is not always clear whether or which POC Firefighters will be serving on a shift and so the ability to proactively define training expectations is constrained. This issue can be addressed by creating a fixed, or partially fixed schedule for POC Firefighters whereby individual POC members are assigned to a specific shift team and all, or a portion, of their required on shift staffing hours are scheduled with that team in advance. This provides the necessary mechanism to ensure participation in joint POC and full-time Firefighter training sessions, and will provide the maximum utility toward ensuring shift team and company cohesiveness in the event of a major fire event. Recruitment and Retention RECOMMENDATION 39: Develop a gender and racial diversity recruitment program. One of the goals of the current Fire Chief has been to increase racial and gender diversity in the Department. To that end, they have begun the process of reviewing and revising physical testing procedures to pair more closely with actual firefighting experience and deviate from prior industry practice which emphasized impractical demonstrations of sheer strength. These revisions, which limit unintentional exclusivity based on gender, are appropriate and deserve praise. There are additional proactive steps that the Department can implement to further the efforts to enhance diversity. The process of developing additional initiatives and formalizing a diversity recruitment program will require cooperation and coordination from the City’s human resources personnel, engagement from fire command staff and, just as importantly, engagement from front-line Firefighters and company officers. There are multiple key traits and steps that this program should encompass. The first step is to create a City recruitment team. This team should consist not only of individuals from the City, but representatives from community leaders of the groups that the Department wishes to recruit from. The second key step is to identify target groups, such as youth organizations, community centers, etc., and to proactively engage with those groups in a recurring recruitment conversation that is tailored to each cross section of the community. Another important step is to conduct in-house training on benefits of diversity as it relates to customer service and to internal leadership and Page 88 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. professional development; involve members in recruitment, develop incentives for successful recruitment, and provide on-going communications to personnel about the process. The National Volunteer Fire Council’s 2015 article entitled “Recruiting a More Diverse Fire Service”58 outlines key features and benefits of these strategies. The International Association of Fire Chiefs 2017 article entitled “How One County in Maryland Reached a Majority Minority Recruiting Class”59 outlines how these approaches have been successfully applied in Howard County, Maryland. Another critical step is to identify and remove obstacles within the existing organizational system. The Edina Fire and EMS Division has already begun that introspective process; however, there is one operational characteristic that deserves policy discussion and attention as the plan is developed. The City of Edina Fire and EMS Division is widely considered a destination employer in the region. When the Department runs a recruitment process, they are able to draw the finest candidates from EMS agencies in the area. This adds tremendous value to the service level in the community and it enables the Department to establish a high threshold of qualifications for potential applicants. Specifically, applicants must be certified Paramedics. From an operations perspective, this offers great value. Recruits come in fully trained and ready to make a contribution on day one. The Department’s training expenses are controlled and, just as importantly, the Department does not have to absorb the inefficiency of losing recruits who wash out of a Paramedic training program. However, despite the operational benefit, this approach also fundamentally limits the pool of recruits that can be drawn upon. By eliminating the requirement that recruits be certified Paramedics, and taking on the mantle of responsibility to train new recruits as Paramedics, the Department has the potential to broaden the pool of applicants and expand diversity in the Department. However, there are clear operational limitations to this approach and the pros and cons must be thoroughly vetted through the operational perspective of the Fire Chief before a plan is formalized. Performance Measurement and Data Analytics RECOMMENDATION 40: Develop specific performance metrics for response goals and outcome measures for Fire and EMS Division programs. The Fire and EMS Division currently tracks some workload and performance measurement data as part of the City’s annual budget process, such as the number of fires each year by type, malicious false alarms, and plans reviews conducted. However, the extent to which the Department has been able to track and utilize data metrics as daily management and outcome reporting has been limited due to technology limitation and staffing constraints. There are a number of recommendations to augment the human and technological resources in the Department which will also generate additional capacity to develop a comprehensive performance measurement program. Specifically, there are opportunities for the Department to identify, track, and utilize measures which more effectively describe the Department’s timeliness, effectiveness, and performance. In addition to formalizing service standards (e.g., frequency of occupancy inspection by type), the Department should identify specific performance measures and response goals that can be routinely monitored by staff and periodically reported to the City Council and the community. 58 http://www.nvfc.org/recruiting-a-more-diverse-fire-service/ 59 https://www.iafc.org/blog/iafc/2017/02/09/how-one-county-in-maryland-reached-a-majority-minority- recruiting-class City of Edina Page 89 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. The use of performance measures is an excellent management tool to help assess the overall effectiveness of services and determine whether resources are being allocated efficiently. By establishing consistent performance measures and tracking this data, the Department will create an information repository that can provide invaluable insight into service quality, timeliness, and potential cost improvements. After tracking this data over several years, performance information can then inform the organization’s regular dialogue about program goals, budget allocations, and general accomplishments. In short, enhancing the Fire and EMS Division’s performance measurement program will augment and support the Department’s strategic planning and evaluation practices. The NFPA has published sample measures for each primary program area of a typical fire department. A 2009 NFPA report titled “Fire Service Performance Measures” provides detailed descriptions of each sample measure, considerations that should be utilized in conjunction with performance measurement, and other useful tips for collecting usable performance information. The following table illustrates a selection of performance measures as found in this report which would prove valuable for the Edina Fire and EMS Division. Table 28: Sample Fire and EMS Division Performance Measures Performance Category Measure Notes Source of Call Percent of calls from individuals Stratify data by type of call - fire, medical, other, etc. Percent of calls from alarm monitoring companies Percent of calls from some other source Fire Rate Number of reported fires per 1,000 population Stratify data by category - structure fire, vehicle fire, outside fire, etc. Number of reported fires per 1,000 buildings Ratio of actual fire rates to expected fire rates Incident Response and Control Times – Fire and EMS Turnout time – average and 90th percentile Stratify data by category - structure fire, vehicle fire, outside fire, etc. Set response time goals based on service level standards. Travel time – Turnout time – average and 90th percentile Total response time – Turnout time – average and 90th percentile Time of control of fire (the time from arrival to fire control) Average response time per fire incident call Percent of times that are less than X minutes Percent of times that are more than X minutes Fire Spread Percent of fires extinguished and not extinguished before department arrival Tracking fires that were extinguished before and after arrival allows the Department to measure its effectiveness on-scene. Percent of fires responded to that spread beyond room of origin before fire department arrival Percent of total fires responded to that spread beyond room of origin after Fire and EMS Division arrival Fire Incident Death and Injury Rate Number of civilian deaths or injuries per 1,000 population and per 1,000 fires Limit data collection to National Fire Incident Reporting System (NFIRS) 100 series incidents (fires). Firefighter Death and Injury Rate Number of Firefighter deaths or injuries per 1,000 Firefighters and per 1,000 fires Limit data collection to NFIRS 100 series incidents (fires). Human Saves and Rescues Percent of fires in which a person or people were rescued from a building by Firefighters Limit data collection to NFIRS 100 series incidents (fires). Number of saves compared to number of casualties Page 90 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Performance Category Measure Notes Rate of saves per incident involving at least one save Develop a consistent definition of what counts as a "save" and rigorous procedures for counting saves. Property Saves Total dollars saved in terms of structure and contents Limit data collection to NFIRS series 100-129 incidents (structure fires) Set damage goals based on service level standards Average dollars saved per fire Percent of fires in which monetary damage to the building was greater than $X Percent of fires in which dollars saved was greater than $X Code Compliance Structure fire rate (structure fires in inspectable properties / 1,000 inspectable properties) Collect and organize data by NFRIS data category Value per additional inspection (Fire loss per year) x (percentage loss preventable by inspection) / (number of occupancies) Percent of fires with pending, uncorrected violations at the time of fire Percent of properties not inspected Percent of inspections not completed in target cycle EMS Outcomes Average EMS time on scene with patient excluding transport Limit data collection to NFIRS 300 series incidents (EMS). Total EMS runs Total number of patients transported Total number of patients refusing transport Average number of ALS squads per shift Total number of patients seen by EMS provider Number of cardiac arrests patients served Percent of cardiac arrest patients delivered to hospital with a pulse Number of ventricular defibrillation at scene and at hospital Time from receipt of call to first defibrillation EMS billing collection rate These recommended measures provide a framework from which existing measures can be refined and additional measures can be established. For example, although the Department currently tracks overall response time information, refining this data to include turnout time and travel time will allow the Department to identify which components of the response process may, if any, need improvement. The data collected by these performance measures represents a critical component of analyzing resource requirements and is necessary to identify the optimal location of fire stations, response units, staffing strategies, and to identify trends and issues that should be addressed by proactive prevention and education efforts. It is important to connect the Department’s existing workload measures to performance trends across multiple years to enable more detailed analysis of the Department’s performance and impact on the community. City of Edina Page 91 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. RECOMMENDATION 41: Create service level agreements between the Fire and EMS Division and the Information Technology Department. Both the Police Department and Fire and EMS Division currently rely on the Communications and Technology Services (IT) Department to maintain existing computer and network-related assets. However, there are gaps between the needs of the public safety departments and the capacity of central IT staffing resources. These difficulties include a large volume of service requests, long support times associated with maintaining computer systems, and issues with wireless network connectivity. These reported issues point to a need for improved clarity and more effective relationship-building between Public Safety staff and IT staff. In order to achieve this, it is recommended that Public Safety departments craft and utilize service level agreements (SLAs) for IT services. The purpose of a service level agreement is to outline the services provided by the IT Department and to describe the relationship between IT and Public Safety departments regarding technology needs and requests. The process of outlining and defining such services is intended to clearly articulate service gaps and reach clarity of service expectations. For example, effective SLAs describe various categories of service requests (e.g., low priority requests that impact only one system, and high priority requests that involve network-wide outages) along with the maximum response time and resolution time expected to meet each request. Other factors that should be addressed by this SLA include, but are not limited to, training and demonstration modules designed to teach Fire and EMS Division staff technology skills, software module support, network uptime guarantees, and procedures for technology procurement. In addition to these general support issues, it is important for the SLA to describe IT’s role in developing training modules for Public Safety staff and creating technology systems which enable these staff to be more effective. For example, the Fire and EMS Division currently utilizes ImageTrend software to manage NFIRS data and other Department-related information. However, this system is not currently utilized to track core workload and performance measures, and there is a significant opportunity to expand the use of ImageTrend to capture data associated with plan review, fire inspections, and training classes and times, and performance measures. The SLA should outline procedures by which the Fire and EMS Division can interface with IT to evaluate opportunities for expanding this system and identifying training needs associated with increased software use. As a result of these agreements, IT will be responsible for coordinating and developing technology systems, leaving Public Safety staff to manage data content. In the case of fire inspections, IT staff will be responsible for helping to develop a fire inspection data tracking system which includes the City’s occupancies as well as inspection schedules; however, it will be the responsibility of Fire and EMS Division staff to manage all information associated with occupancies in this system. Utilizing SLAs to formalize the service relationship between the Fire and IT Departments will create several positive outcomes for these departments and the City organization. First, this arrangement creates known performance standards for IT staff and allows each Department to more objectively measure whether IT services are provided according to established expectations. This creates a formal mechanism for clarifying service expectations in a measurable way. Page 92 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Additionally, creating successful SLAs will provide a template for other City departments to utilize and create a basis for adopting a more formal arrangement between IT and the rest of its internal customers. Just as importantly, the process of developing the SLA provides the necessary framework for broader discussions regarding IT staffing resource needs. If there are gaps that cannot be filled with existing staff capacity, at both the Central IT and departmental level, then discussions should be undertaken to determine what additional resources are needed. These resources could include central IT personnel additions, IT service contracts, or additional administrative support personnel at the department level. For example, if there are issues addressing networking problems in a timely manner and those issues are impacting Departmental productivity, there may be justification to increase network management staffing in the IT Department or augment service through a contracted service provider. Conversely, if there are challenges maintaining source content within IT systems, rather than the systems themselves (e.g., occupancy data in the ImageTrend system), then additional administrative support personnel may be warranted at the department level. The SLA development process provides the mechanism necessary to evaluate broader public safety IT support needs. City of Edina Page 93 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Conclusion This public safety staffing and operations study was undertaken to maintain or enhance services to the Edina community in the face of changing workload. The recommendations were developed to build on the Police Department and Fire and EMS Division’s strong foundation of delivering a quality service. Edina is fortunate to be staffed with employees who care deeply about the community and are passionate about providing timely, quality customer service. There are many areas across the public safety service delivery landscape where Edina performs exceptionally well. The fact that the City decided to undertake this study represents a strong commitment to learning and improving. Using this report as a guide, the Edina Police Department and Fire and EMS Division can now further improve operations and services. Implementation of these recommendations will take time and hard work to be successful. The challenge to the City is to make the decision to implement needed changes and to complete implementation. Prioritization of these recommendations and thoughtful, planned implementation are needed to ensure resources are expended prudently. Page 94 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Attachment A: CAD Data Filtering Process First, some events were excluded from this analysis because 1) the clear time was before the dispatch time, 2) the call was never cleared, or 3) the call did not have a dispatch, en route, or arrival time. Second, the amount of time Sergeants, Lieutenants, the Deputy Chief, and the Chief spent responding to calls has also been excluded from this analysis. This is because an analysis of patrol staffing levels should not take into consideration the capacity of those positions as they should not be relied upon to provide direct response to calls. Rather, patrol supervisors should be available to provide supervision and to back up officers as necessary. While there may be a percentage of calls for which the Sergeant is actually the reporting officer, there is not a simple way to isolate those calls. The following table summarizes the data filtering process up to this point. Table 29: Summary of Data Filtering Process, 2013-2015 Events 2013 2014 2015 Included in Analysis 27,646 30,232 37,215 Not Included in Analysis 27,421 26,237 23,922 Timestamps Missing/Inaccurate 6,821 6,538 7,329 Non-Patrol Officer Response 20,311 19,459 16,326 TOTAL 55,058 56,463 61,068 Further filtering was required in order to ascertain how many calls for service the Department responded to each year. To do this, all call types were categorized as either reactive, proactive or administrative. This step was necessary because the Department uses the CAD system to capture more than just calls for service. The following table shows the call types that have been categorized as administrative and proactive for the purposes of this analysis. For a complete listing of all call types categorized as reactive, see Attachment C. It may be that certain events in some of these call type categories did involve a call for service, but it is likely that most of these events were not reactive. Table 30: Number of Events by Call Type Categorized as Administrative or Proactive, 2013-2015 Call Type 2013 2014 2015 Background Check 0 2 15 BOLO Notice 0 2 0 Deposit Detail 2 1 0 Dispatcher Training and Testing 17 5 1 DVS Query 91 35 4 Extra Patrol 375 560 604 Finger Prints 0 1 0 Follow Up 4 90 167 Order for Protection on File 0 7 1 Pager Test 0 0 2 Private Property Tow or Repossession 1 0 0 Public Speaking 41 50 43 Suspected Child Abuse 41 39 56 City of Edina Page 95 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Call Type 2013 2014 2015 Vulnerable Adult 3 1 1 Total Administrative Events 575 793 894 Alcohol Tobacco Compliance 2 27 39 Bike Violations 11 58 12 Community Oriented Police 31 47 62 Curfew 10 8 15 Directed Patrol 0 0 79 Driver’s License Violation 594 818 1,538 Driving While Intoxicated60 177 223 408 Drug Related 159 147 343 Flee Police in Motor Vehicle 14 22 24 Focus Stop – Non-Resident 272 407 568 Focus Stop – Resident 102 119 217 House Watch 2 1 0 Miscellaneous Officer 180 122 186 Night Parking 1,519 823 1,816 Possession Consume Alcohol 21 39 22 40 Recovered Stolen Vehicle 21 9 31 Snow Parking 26 73 5 Tobacco Violation 0 1 0 Traffic Violation 10,021 11,950 13,348 Truancy 1 0 0 Vehicle or Foot Pursuit 0 0 7 Warrant Arrest 148 215 344 Total Proactive Events 13,329 15,092 19,100 The following table summarizes the number of events logged in the system for each activity type (proactive, reactive, and administrative). The number of events logged in the system increased by 35% between 2013 and 2015. Table 31: Number of Events by Activity Type, 2013-2015 Activity Type 2013 2014 2015 Administrative 575 793 894 Proactive 13,329 15,092 19,100 Reactive 13,742 14,347 17,221 Total 27,646 30,232 37,215 60 Based on a historical analysis of DWI calls for service conducted by the Department, 30% of DWI calls have been classified as reactive and 70% have been classified as proactive. Page 96 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Attachment B: Fluctuations in Workload by Day and Month The amount of time officers spend responding to calls for service fluctuates depending on the hour of the day, day of the week, and month of the year. The following figure shows the total number of minutes officers spent responding to calls for service each month during the three years for which data is available. In general, the summer is a busy period for the Department. As seen in the following figure, the workload increased significantly between 2014 and 2015.Therefore, the Department should monitor its CAD data in order to determine whether this is part of a larger trend. Figure 12: Minutes Spent Responding to Calls by Month, 2013-2015 In 2015, Tuesdays and Fridays were the busiest days of the week for the Department followed by Thursdays and Saturdays. However, the busiest day of the week was Thursday in 2014 and Tuesday in 2013. It appears that the workload profile of the Department may be changing. However, it is not possible to discern whether this is a trend based on just three years of data. The Department should continue to monitor this trend to determine if its workload profile is in fact changing over time. The following figure shows the total number of minutes officers spent responding to calls for service each day of the week. 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 Nu m b e r o f M i n u t e s 2013 2014 2015 City of Edina Page 97 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Figure 13: Minutes Spent Responding to Calls by Day, 2013-2015 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Nu m b e r o f M i n u t e s 2013 2014 2015 Page 98 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Attachment C: Call Types Categorized as Reactive Table 32: Call Types Categorized as Reactive Call Type 2013 2014 2015 911 FOLLOW UP 3,018 2,212 1,792 ABANDONED VEHICLE 7 8 3 ACCIDENT INJURIES UNKNOWN 91 48 71 ANIMAL BITE 10 17 15 ANIMAL COMPLAINTS 484 398 425 ANIMAL RUNNING AT LARGE 172 165 174 ARSON 0 12 2 ASSAULT 71 96 120 ASSIST OTHER AGENCY 558 475 657 ASSIST OTHER AGENCY - K9 0 26 ASSIST OTHER AGENCY-EMS 0 1 ATTEMPT TO LOCATE 235 196 276 ATTEMPTED SUICIDE 7 5 33 AUTO THEFT 45 37 42 BARKING DOG 125 80 94 BOMB THREAT 12 0 6 BURGLARY 196 197 230 CHILD CUSTODY DISPUTE 40 34 51 CHILD LOCKED INSIDE VEHICLE 53 35 34 CITY CODE VIOLATION 90 106 81 CIVIL STANDBY 65 56 73 COMMERCIAL ALARM 741 820 872 CREDIT CARD FRAUD 20 30 40 CRIMINAL SEXUAL CONDUCT 25 20 16 CUSTOMER TROUBLE 80 95 116 DAMAGE TO PROPERTY 184 189 190 DEATH INVESTIGATION 101 78 147 DISTURBANCE 763 727 815 DOMESTIC 325 324 285 DRIVING COMPLAINT 517 399 462 DRIVING WHILE INTOXICATED 76 96 175 EXPOSER 17 4 12 FIGHT CALL 5 14 27 FIRE - 1ST ALARM ASSIGNMENT 0 3 23 FIRE - ARCHING WIRES 0 9 15 FIRE - ILLEGAL BURN 0 8 15 FIRE - INITAL ASSIGNMENT 0 12 44 FIRE - SMOKE SMELL 0 2 5 FIRE ALARM 206 215 214 FIRE GRASS 2 7 7 FIRE OTHER 169 146 128 FIRE STRUCTURE 67 35 32 City of Edina Page 99 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Call Type 2013 2014 2015 FIRE VEHICLE 33 39 35 FIREWORKS COMPLAINT 15 21 40 FIX IT TICKET 13 9 13 FORGERY 65 15 26 FOUND PERSON 7 5 9 FOUND PET 102 117 110 FOUND PROPERTY 222 188 200 FRAUD 3 120 134 GAS DRIVE OFF 42 32 19 GRAFFITI 43 14 16 HARASSING COMMUNICATION 123 89 81 HAZMAT GAS 55 87 93 HAZMAT LIQUID 2 4 3 HAZMAT SOLID 4 0 0 HIT AND RUN PD ACCIDENT 272 268 262 HIT AND RUN PI ACCIDENT 1 5 7 IDENTITY THEFT 78 90 144 INFORMATIONAL 333 191 283 INTOXICATED PERSON 78 INVALID ASSIST 558 560 653 JUVENILE RUNAWAY 18 14 20 KID CALL 161 130 175 LOST ANIMAL 50 47 74 LOST PROPERTY 73 63 60 MEDICAL ALARM 109 150 165 MEDICAL EMERGENCY 3,049 3,442 3,764 MENTAL HEALTH - PSYCH 0 0 92 MISCELLANEOUS PUBLIC 966 836 780 MISSING PERSON 97 75 93 MOTORIST ASSIST 865 839 544 NEIGHBOR DISPUTE 66 42 64 NOISE COMPLAINT 314 221 234 OPEN DOOR 55 64 85 PARKING COMPLAINT 775 804 512 PARTY CALL 23 42 31 PD ACCIDENT 1,117 1,007 859 PD ACCIDENT DEER 8 2 1 PERSON WITH GUN 11 24 69 PERSONAL INJURY ACCIDENT 232 243 244 POSSESSION OF STOLEN PROPERTY 18 16 11 PUBLIC WORKS 332 333 246 RESIDENTAL LOCKOUT 12 8 9 RESIDENTIAL ALARM 717 752 715 ROAD DEBRIS OBSTRUCTION 187 180 109 ROBBERY 34 35 16 Page 100 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Call Type 2013 2014 2015 SHOPLIFTER 351 377 535 SOLICITOR 177 120 92 SUICIDAL THREAT 0 0 7 SUSPICIOUS ACTIVITY 515 575 699 SUSPICIOUS VEHICLE PERSON 1,426 1,336 1,447 SWAT - CALLOUT/DETAIL 0 0 8 TAMPER WITH AUTO 0 0 20 TERRORISTIC THREATS 33 37 20 THEFT 751 646 633 THEFT FROM AUTO 285 203 177 THEFT OF AUTO PARTS 5 10 13 TRESPASSING 37 54 81 UNWANTED GUEST 104 103 99 VEHICLE ALARM 24 16 17 VIOLATE ORDER FOR PROTECTION 49 44 79 WELFARE CHECK 1,054 1,045 1,150 WORTHLESS CHECK 2 1 5 Total Reactive Calls 24,574 23,105 23,930 City of Edina Page 101 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Attachment D: Officers Required The following table shows the number of officers that must be on duty to handle the Department’s call volume with a 33% reactive target time (or 33% proactive target time) in 2015. The amount of time spent responding to a call is attributed to the hour in which the call is dispatched. Therefore, some hours may appear to have a very heavy call volume when, in fact, a call for service requiring significant response time is attributed to that hour. The impact these anomalies have on workload is managed by averaging the amount of time responding to calls across an entire shift. It is worth calling attention to the fact that this staffing analysis is based on 2015 data. Table 33: Number of Officers Required to Meet 33% Standard by Hour of Day and Day of Week, 2015 Hour Sunday Monday Tuesday Wednesday Thursday Friday Saturday 12AM - 1AM 2 2 3 1 1 2 2 1AM - 2AM 3 2 2 1 2 2 2 2AM - 3AM 2 2 1 1 2 2 3 3AM - 4AM 2 1 1 1 2 2 2 4AM - 5AM 2 2 1 1 2 1 1 5AM - 6AM 1 1 1 1 1 1 1 6AM - 7AM 1 1 2 1 2 1 1 7AM - 8AM 1 1 3 2 2 1 1 8AM - 9AM 1 3 3 3 2 2 2 9AM - 10AM 2 3 3 3 3 3 2 10AM - 11AM 2 3 5 4 3 3 4 11AM - 12PM 2 3 5 4 3 3 5 12PM - 1PM 2 3 4 2 3 3 2 1PM - 2PM 3 5 4 3 3 4 3 2PM - 3PM 3 4 4 3 3 4 3 3PM - 4PM 4 4 4 3 3 3 3 4PM - 5PM 2 3 4 4 4 4 3 5PM - 6PM 3 2 2 3 3 3 2 6PM - 7PM 3 4 4 5 5 5 3 7PM - 8PM 3 3 5 4 3 4 2 8PM - 9PM 3 4 4 3 4 4 2 9PM - 10PM 2 2 4 4 4 3 4 10PM - 11PM 3 2 3 2 2 3 4 11PM - 12AM 2 1 2 1 2 2 4 The following table shows the gap that exists between the number of officers necessary and the number of officers assigned by hour of the day and day of the week. Negative values indicate times when the Department is likely unable to engage in proactive policing activities. Page 102 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Table 34: Gap Between Number of Officers Required and Current Staffing Minimums, 2015 Hour Sunday Monday Tuesday Wednesday Thursday Friday Saturday 12AM - 1AM 1 1 1 2 2 1 1 1AM - 2AM 0 1 1 2 2 1 1 2AM - 3AM 0 1 1 1 0 0 -1 3AM - 4AM 0 1 1 1 0 0 0 4AM - 5AM 0 1 1 1 1 1 1 5AM - 6AM 1 1 1 1 1 1 1 6AM - 7AM 3 3 2 3 2 3 3 7AM - 8AM 3 3 1 2 2 3 3 8AM - 9AM 3 1 1 1 2 2 2 9AM - 10AM 2 1 1 1 1 1 3 10AM - 11AM 2 2 -1 0 1 1 0 11AM - 12PM 2 1 -1 0 1 1 -1 12PM - 1PM 2 1 1 2 1 1 2 1PM - 2PM 1 -1 0 1 1 0 1 2PM - 3PM 2 0 0 1 1 0 1 3PM - 4PM 0 0 0 1 1 1 1 4PM - 5PM 2 1 0 0 0 0 2 5PM - 6PM 1 2 2 1 1 1 2 6PM - 7PM 1 0 0 -1 -1 -1 1 7PM - 8PM 2 1 -1 0 1 0 2 8PM - 9PM 1 0 1 1 1 0 2 9PM - 10PM 2 2 0 0 0 1 0 10PM - 11PM 1 2 2 2 2 1 0 11PM - 12AM 1 2 1 2 1 1 -1 City of Edina Page 103 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. The following table shows the number of officers that must be on duty to handle the Department’s call volume with a 49% proactive target time in 2015. Table 35: Number of Officers Required to Meet 49% Standard by Hour of Day and Day of Week, 2015 Hour Sunday Monday Tuesday Wednesday Thursday Friday Saturday 12AM - 1AM 4 3 5 2 2 3 4 1AM - 2AM 5 3 3 2 3 3 4 2AM - 3AM 3 3 2 2 4 3 6 3AM - 4AM 4 2 1 1 3 3 4 4AM - 5AM 3 3 2 2 3 2 3 5AM - 6AM 1 1 1 2 1 1 1 6AM - 7AM 2 3 4 2 4 2 1 7AM - 8AM 2 3 5 3 3 2 2 8AM - 9AM 2 5 5 5 4 4 3 9AM - 10AM 4 6 5 5 5 6 3 10AM - 11AM 4 5 8 7 6 6 7 11AM - 12PM 4 6 9 6 6 6 10 12PM - 1PM 4 6 6 4 5 6 4 1PM - 2PM 5 9 7 5 5 8 6 2PM - 3PM 4 7 7 6 5 7 6 3PM - 4PM 7 7 8 6 6 6 6 4PM - 5PM 4 5 7 7 7 7 4 5PM - 6PM 5 4 4 5 6 5 4 6PM - 7PM 5 8 6 8 9 9 6 7PM - 8PM 4 5 8 7 5 7 4 8PM - 9PM 6 7 6 6 6 8 4 9PM - 10PM 4 4 7 8 7 6 7 10PM - 11PM 5 4 4 4 4 6 7 11PM - 12AM 4 3 4 2 4 4 7 Page 104 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Table 36: Gap Between Number of Officers Required and Current Staffing Minimums, 2015 Hour Sunday Monday Tuesday Wednesday Thursday Friday Saturday 12AM - 1AM -1 0 -2 1 1 0 -1 1AM - 2AM -2 0 0 1 0 0 -1 2AM - 3AM -1 -1 0 0 -2 -1 -4 3AM - 4AM -2 0 1 1 -1 -1 -2 4AM - 5AM -1 -1 0 0 -1 0 -1 5AM - 6AM 1 1 1 0 1 1 1 6AM - 7AM 2 1 0 2 0 2 3 7AM - 8AM 2 1 -1 1 1 2 2 8AM - 9AM 2 -1 -1 -1 0 0 1 9AM - 10AM 0 -2 -1 -1 -1 -2 1 10AM - 11AM 0 -1 -4 -3 -2 -2 -3 11AM - 12PM 0 -2 -5 -2 -2 -2 -6 12PM - 1PM 0 -2 -2 0 -1 -2 0 1PM - 2PM -1 -5 -3 -1 -1 -4 -2 2PM - 3PM 0 -3 -3 -2 -1 -3 -2 3PM - 4PM -3 -3 -4 -2 -2 -2 -2 4PM - 5PM 0 -1 -3 -3 -3 -3 0 5PM - 6PM -1 0 0 -1 -2 -1 0 6PM - 7PM -1 -4 -2 -4 -5 -5 -2 7PM - 8PM 0 -1 -4 -3 -1 -3 0 8PM - 9PM -2 -3 -2 -2 -2 -4 0 9PM - 10PM 0 0 -3 -4 -3 -2 -3 10PM - 11PM -1 0 0 0 0 -2 -3 11PM - 12AM -1 1 -1 1 -1 -1 -4 City of Edina Page 105 Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Attachment E: Proposed Shift Schedules Table 37: Minimum Staffing Levels Under Each Schedule Alternative Current Schedule Shift 24 FTEs Day 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Night 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Early Night 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Number of Officers on Duty 5 5 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 4 4 4 4 4 4 4 4 5 5 5.3 Current Schedule Shift 27 FTEs Day 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Night 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Early Night 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 Number of Officers on Duty 5 5 5 5 5 5 5 5 5 5 5 5 5 5 7 7 7 7 7 7 7 7 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 4 4 4 4 4 4 4 4 5 5 12-Hour Shifts with 12-Hour Power Shift Shift 27 FTEs Day 5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 Night 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Early Night 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 Number of Officers on Duty 5 4 4 4 4 4 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 12-Hour Shifts with 8.5-Hour Power Shift Weekend Shift 27 FTEs Day 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Night 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Early Night 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Number of Officers on Duty 5 5 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 4 4 4 4 4 4 4 4 5 5 Weekday Shift Day 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Night 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Early Night 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Power 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 Number of Officers on Duty 5 5 5 5 5 5 5 5 7 7 7 7 7 7 8 8 8 8 8 8 8 8 7 7 7 5 5 5 5 5 5 5 5 5 5 5 5 5 4 4 4 4 4 4 4 4 5 5 0 1 2 3 4 5 6 Hour of Day 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 4 5 6 Hour of Day 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 0 1 2 3 13 14 15 16 17 18 Hour of Day 7 8 9 10 11 12 1 2 3 4 5 619202122230 7 8 9 10 11 12 181716151413 02322212019 1 2 3 654 5 6 Hour of Day 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 0 1 2 3 4 Page 106 City of Edina Public Safety Staffing Study Report The Novak Consulting Group Strengthening organizations from the inside out. Current Schedule Shift 29 FTEs Day 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Night 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Early Night 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 Number of Officers on Duty 5 5 5 5 5 5 5 5 5 5 5 5 5 5 8 8 8 8 8 8 8 8 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 4 4 4 4 4 4 4 4 5 5 12-Hour Shifts with 12-Hour Power Shift 29 FTEs Shift Day 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Night 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Power Shift 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 Number of Officers on Duty 5 5 5 5 5 5 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 12-Hour Shifts with 8.5-Hour Power Shift 29 FTEs Weekend Shift Day 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Night 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Early Night 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Number of Officers on Duty 5 5 5 5 5 5 5 5 5 5 5 5 5 5 7 7 7 7 7 7 7 7 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 4 4 4 4 4 4 4 4 5 5 Weekday Shift Day 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Night 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Early Night 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Power 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 Number of Officers on Duty 5 5 5 5 5 5 5 5 7 7 7 7 7 7 8 8 8 8 8 8 8 8 8 8 8 6 6 6 6 6 6 6 6 6 6 6 6 6 5 5 5 5 5 5 5 5 5 5 23 0 1 2 3 4 5 6 Hour of Day 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 16 17 18 15 16 2 2 3 4 20 Hour of Day 17 18 19 20 21 22 23 0 1 22 3 4 5 6230121 19 20 21 22 23 0789101112131415 7 8 9 10 11 12 13 14 6 6 1 2 3 4 5 5 Hour of Day 7 8 9 10 11 12 13 14 15 16 17 18 19 Date: May 2, 2017 Agenda Item #: VII.C. To:Mayor and City Council Item Type: Report / Recommendation From:Kyle Sawyer, Interim Finance Director Item Activity: Subject:Resolution No. 2017-46: Providing for the Sale of Bonds, Series 2017A and 2017B Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Adopt Resolution No. 2017-46 Providing for the Sale of $9,680,000 General Obligation Bonds, Series 2017A and $8,245,000 General Obligation Recreational Revenue Bonds, Series 2017B INTRODUCTION: The $9,680,000 General Obligation Bonds, Series 2017A has four purposes: 1. $2,195,000 is for 2017 local street improvements and will be repaid with special assessments over a fifteen year period starting in 2019. Benefitting properties are expected to be assessed in Fall 2018. 2. $2,760,000 is for water utility improvements and will be repaid with water revenue over a ten year period. 3. $2,475,000 is for sewer utility improvements and will be repaid with sewer revenue over a ten year period. 4. $2,250,000 is for storm utility improvements and will be repaid with storm revenue over a ten year period. The $8,245,000 General Obligation Recreational Revenue Bonds, Series 2017B has two purposes: 1. $7,235,000 is for Golf Course renovations and will be repaid with Golf Course revenue over a fifteen year period. 2. $1,010,000 is for Aquatic Center renovations and will be repaid with Aquatic Center revenue over a ten year period. The special assessment and utility proceeds of the 2017A bond issue will be used by the City to finance summer street and utility improvement projects. Bids have already been approved by the City Council for these projects and in some cases the work is already starting. The utility projects and financing are similar to the projections included in the rate study adopted in 2015. The proceeds of the 2017B bond issue will be used by the City to finance the new regulation 18-hole golf course that is replacing the existing 27-hole golf course at Braemar Golf Course. Proceeds will also be used for the replacement of the zero depth play structure and main pool filters at the Aquatic Center. If the Council approves the recommended resolution tonight; staff and Ehlers will prepare documents for the debt issue, discuss with other professionals (including bond rating agencies), and accept and open bids for the bond issue. The results of the bond sale will be presented to the City Council at the June 6, 2017 Council Meeting by Ehlers. ATTACHMENTS: Description Resolution 2017-46: Providing for the Sale of Bonds, Series 2017A and 2017B Ehlers Pre-Sale Report 2017A Ehlers Pre-Sale Report 2017B Resolution No. 2017-46 Resolution Providing for the Sale of $9,680,000 General Obligation Bonds, Series 2017A, and $8,245,000 General Obligation Recreational Revenue Bonds, Series 2017B A. WHEREAS, the City Council of the City of Edina, Minnesota has heretofore determined that it is necessary and expedient to issue the City's $9,680,000 General Obligation Bonds, Series 2017A and $8,245,000 General Obligation Recreational Revenue Bonds, Series 2017B (the "Bonds"), to finance various street, water, sanitary sewer and storm sewer infrastructure improvement projects, and golf course and aquatic facility recreation projects; and B. WHEREAS, the City has retained Ehlers & Associates, Inc., in Roseville, Minnesota ("Ehlers"), as its independent municipal advisor for the Bonds in accordance with Minnesota Statutes, Section 475.60, Subdivision 2(9); NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Edina, Minnesota, as follows: 1. Authorization; Findings. The City Council hereby authorizes Ehlers to assist the City for the sale of the Bonds. 2. Meeting; Proposal Opening. The City Council shall meet at 7:00 p.m. on June 6, 2017, for the purpose of considering proposals for and awarding the sale of the Bonds. 3. Official Statement. In connection with said sale, the officers or employees of the City are hereby authorized to cooperate with Ehlers and participate in the preparation of an official statement for the Bonds and to execute and deliver it on behalf of the City upon its completion. Approved this 2nd day of May, 2017. Attest: Debra A. Mangen, City Clerk James B. Hovland, Mayor STATE OF MINNESOTA ) COUNTY OF HENNEPIN ) SS CITY OF EDINA ) CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina do hereby certify that the attached and foregoing Resolution was duly adopted by the Edina City Council at its Regular Meeting of May 2, 2017 and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this ______ day of __________, 20___. _______________________________ City Clerk May 2, 2017 Pre-Sale Report for City of Edina, Minnesota $9,680,000 General Obligation Bonds, Series 2017A Prepared by: Nick Anhut, CIPMA Municipal Advisor And Bruce Kimmel, CIPMA Senior Municipal Advisor Presale Report City of Edina, Minnesota May 2, 2017 Page 1 Executive Summary of Proposed Debt Proposed Issue: $9,680,000 General Obligation Bonds, Series 2017A Purposes: The proposed issue includes financing for the following purposes: $2,195,000 for various 2017 street improvement projects and financing costs. Debt service will be paid from the City’s Permanent Improvement Revolving (PIR) fund using special assessments levied on the benefitting properties over a 15-year period starting in 2019. $2,760,000 for water utility improvement projects and financing costs. Debt service will be paid from water revenues over a 10-year period. $2,475,000 for sanitary sewer utility improvement projects and financing costs. Debt service will be paid from sanitary sewer revenues over a 10-year period. $2,250,000 for storm sewer utility improvement projects and financing costs. Debt service will be paid from storm sewer revenues over a 10-year period. Authority: The Bonds are being issued pursuant to Minnesota Statutes, Chapters: 429 - PIR project financing. Because the City is assessing 100% of the project costs, the Bonds can be a general obligation without a referendum and will not count against the City’s debt limit. 444 - Utility project financing. Chapter 444 allows cities to issue debt without limitation as long as debt service is expected to be paid from water and sewer revenues. 475 - General bonding authority. The Bonds will be general obligations of the City for which its full faith, credit and taxing powers are pledged. Term/Call Feature: The Bonds in total are being issued for a 16.5-year term. Principal on the Bonds will be due on February 1 in the years 2018 through 2034. Interest is payable every six months beginning February 1, 2018. The Bonds maturing on and after February 1, 2027 will be subject to prepayment at the discretion of the City on February 1, 2026 or any date thereafter. Bank Qualification: Because the City is issuing, or expects to issue, more than $10,000,000 in tax- exempt obligations during the calendar year, the City will be not able to designate the Bonds as “bank qualified” obligations. Rating: The City’s most recent bond issues were rated “AAA” by Standard & Poor’s and “Aaa” by Moody’s. The City will request a new rating for the Bonds along with the Series 2017B Bonds. Presale Report City of Edina, Minnesota May 2, 2017 Page 2 Method of Sale/Placement: In order to obtain the lowest interest cost to the City, we will competitively bid the purchase of the Bonds from local and national underwriters/banks. We have included an allowance for discount bidding equal to 0.80% of the principal. The discount is treated as an interest item and provides the underwriter with all or a portion of their compensation in the transaction. If the Bonds are purchased at a price greater than the minimum bid amount (maximum discount), the unused allowance may be used to lower the borrowing amount. Premium Bids: Despite increasing at the start of 2017, the relatively low interest rates environment continues to cause concerns amongst investors as to the impact to the value of existing bonds if interest rates generally rise in the future. When interest rates rise, the value of existing bonds generally falls. To mitigate the decline in value of existing bonds, many investors are demanding “premium” pricing structures. A premium is achieved when the coupon for any maturity exceeds the yield, resulting in a price greater than the face value. The sum of the amounts paid in excess of face value is considered “reoffering premium.” The amount of the premium varies, but it is not uncommon to see premiums for new issues in the range of 2.00% to 10.00% of the face amount of the issue. You have the choice to limit the amount of premium in the bid specifications. We recommend against this as it may result in fewer bids, but it may also eliminate large adjustments on the day of sale and other uncertainties. Unless otherwise directed, we will use any premium to reduce the size of the issue to match the expected project costs. The adjustments may slightly change the resulting calculation of the original bid’s true interest cost, either up or down. Review of Existing Debt: We have reviewed all outstanding indebtedness for the City and find that advance refunding the 2009A and 2009C Bonds in today’s market provides some savings opportunity. However, by waiting until 90 days from the February 1, 2018 call date, the City may be able to obtain greater savings by designating the refunding bonds as Bank Qualified. We do not perceive any other viable refunding opportunities at this time. We will continue to monitor the market for the City’s outstanding debt and will alert you to any future refunding opportunities closer to the call dates. Basis for Recommendation: We have based this pre-sale recommendation on our understanding of the City’s fiscal condition, project funding requirements, stature in the marketplace, and desire to reduce future interest costs when possible. We believe the proposed financing is the most efficient way to achieve these objectives, while maintaining future flexibility for future prepayment and/or refinancing. This competitive sale approach is consistent with your existing practices and policies to finance these types of street and utility infrastructure projects. Presale Report City of Edina, Minnesota May 2, 2017 Page 3 Continuing Disclosure: Because the City has more than $10,000,000 in outstanding debt and this issue is over $1,000,000, the City will be agreeing to provide updated Annual Financial Information and its Audited Financial Statement annually as well as providing notice of the occurrence of certain reportable events to the Municipal Securities Rulemaking Board, as required by rules of the Securities and Exchange Commission. The City is already obligated to provide such reports for its existing bonds, and has contracted with Ehlers to prepare and file the reports. Arbitrage Monitoring: Because the Bonds are tax-exempt obligations/tax credit obligations, the City must ensure compliance with certain Internal Revenue Service (IRS) rules throughout the life of the issue. These rules apply to all gross proceeds of the issue, including initial bond proceeds and investment earnings in construction, escrow, debt service, and any reserve funds. How issuers spend bond proceeds and how they track interest earnings on funds (arbitrage/yield restriction compliance) are common subjects of IRS inquiries. Your specific responsibilities will be detailed in the Signature, No-Litigation, Arbitrage Certificate and Purchase Price Receipt prepared by your Bond Attorney and provided at closing. You have retained Ehlers to assist you with compliance with these rules. Risk Factors: Special Assessments: Reviewing historical trends and the City’s assessment policy, this financing assumes 30% of the special assessments will be prepaid and that assessments will be levied for first collection in 2019. If the City receives a significant variation in pre-paid assessments or does not levy the assessments, it may need to utilize other PIR funds or levy taxes to pay debt service. Utility Revenue: The City expects to pay the Bonds’ debt service with utility revenues. If utility revenue is inadequate, the City may have to levy taxes to pay debt service. The issuance of utility bonds is consistent with the CIP and financing assumptions utilized within the City’s 2015 Utility Rate Study. Other Service Providers: This debt issuance will require the engagement of other public finance service providers. This section identifies those other service providers, so Ehlers can coordinate their engagement on your behalf. Where you have previously used a particular firm to provide a service, we have assumed that you will continue that relationship. Fees charged by these service providers will be paid from proceeds of the obligation, unless you notify us that you wish to pay them from other sources. Our pre-sale bond sizing includes a good faith estimate of these fees, so their final fees may vary. If you have any questions pertaining to the identified service providers or their roles, or if you would like to use a different service provider please contact us. Bond Attorney: Dorsey & Whitney LLP Paying Agent: U.S. Bank National Association Rating Agencies: Moody's Investors Service and Standard & Poor's Global Ratings (S&P) This presale report summarizes our understanding of the City’s objectives for the structure and terms of this financing as of this date. As additional facts become known or capital markets conditions change, we may need to modify the structure and/or terms of this financing to achieve results consistent with the City’s objectives. Presale Report City of Edina, Minnesota May 2, 2017 Page 4 Proposed Debt Issuance Schedule Pre-Sale Review by City Council: May 2, 2017 Distribute Official Statement: Week of May 22, 2017 Conference with Rating Agencies: Week of May 22, 2017 City Council Meeting to Award Sale of the Bonds: June 6, 2017 Estimated Closing Date: June 29, 2017 Attachments Sources and Uses of Funds Proposed Debt Service Schedule Resolution Authorizing Ehlers to Proceed With Bond Sale (with 2017A Bonds) Ehlers Contacts Municipal Advisors: Nick Anhut (651) 697-8507 Bruce Kimmel (651) 697-8572 Disclosure Coordinator: Meghan Lindblom (651) 697-8549 Financial Analyst: Alicia Gage (651) 697-8551 The Official Statement for this financing will be sent to the City Council at their home or e-mail address for review prior to the sale date. City of Edina, Minnesota $9,680,000 General Obligation Bonds, Series 2017A Issue Summary Assumes Current Market Non-BQ "AAA" Rates plus 25bps Total Issue Sources And Uses Dated 07/01/2017 | Delivered 07/01/2017 PIR Portion Water (444)Sewer (444)Storm (444) Issue Summary Sources Of Funds Par Amount of Bonds $2,195,000.00 $2,760,000.00 $2,475,000.00 $2,250,000.00 $9,680,000.00 Planned Issuer Equity contribution 1,000,000.00 ---1,000,000.00 Prepaid Assessments 1,313,679.00 ---1,313,679.00 Total Sources $4,508,679.00 $2,760,000.00 $2,475,000.00 $2,250,000.00 $11,993,679.00 Uses Of Funds Total Underwriter's Discount (0.800%)17,560.00 22,080.00 19,800.00 18,000.00 77,440.00 Costs of Issuance 19,070.20 23,978.92 21,502.84 19,548.04 84,100.00 Deposit to Capitalized Interest (CIF) Fund 88,361.88 ---88,361.88 Deposit to Project Construction Fund 4,378,930.00 2,714,590.00 2,435,596.00 2,213,064.00 11,742,180.00 Rounding Amount 4,756.92 (648.92)(1,898.84)(612.04)1,597.12 Total Uses $4,508,679.00 $2,760,000.00 $2,475,000.00 $2,250,000.00 $11,993,679.00 Series 2017A GO Bonds - 4 | Issue Summary | 4/25/2017 | 11:15 AM City of Edina, Minnesota $9,680,000 General Obligation Bonds, Series 2017A Issue Summary Assumes Current Market Non-BQ "AAA" Rates plus 25bps Debt Service Schedule Date Principal Coupon Interest Total P+I Net New D/S 105% of Total Assessments Levy/(Surplus) 02/01/2018 --119,768.55 119,768.55 (32,554.38)87,214.17 91,574.88 -91,574.88 - 02/01/2019 695,000.00 1.300%205,317.50 900,317.50 (55,807.50)844,510.00 886,735.50 -886,735.50 - 02/01/2020 825,000.00 1.450%196,282.50 1,021,282.50 -1,021,282.50 1,072,346.63 285,356.10 882,498.75 (95,508.23) 02/01/2021 845,000.00 1.600%184,320.00 1,029,320.00 -1,029,320.00 1,080,786.00 285,356.09 887,591.25 (92,161.34) 02/01/2022 855,000.00 1.800%170,800.00 1,025,800.00 -1,025,800.00 1,077,090.00 285,356.10 886,079.25 (94,345.35) 02/01/2023 865,000.00 1.900%155,410.00 1,020,410.00 -1,020,410.00 1,071,430.50 285,356.10 882,876.75 (96,802.35) 02/01/2024 880,000.00 2.050%138,975.00 1,018,975.00 -1,018,975.00 1,069,923.75 285,356.09 878,713.50 (94,145.84) 02/01/2025 905,000.00 2.200%120,935.00 1,025,935.00 -1,025,935.00 1,077,231.75 285,356.09 883,677.38 (91,801.71) 02/01/2026 925,000.00 2.350%101,025.00 1,026,025.00 -1,026,025.00 1,077,326.25 285,356.09 887,005.88 (95,035.71) 02/01/2027 945,000.00 2.500%79,287.50 1,024,287.50 -1,024,287.50 1,075,501.88 285,356.09 883,386.00 (93,240.22) 02/01/2028 965,000.00 2.600%55,662.50 1,020,662.50 -1,020,662.50 1,071,695.63 285,356.10 883,386.00 (97,046.48) 02/01/2029 150,000.00 2.800%30,572.50 180,572.50 -180,572.50 189,601.13 285,356.10 -(95,754.97) 02/01/2030 155,000.00 2.950%26,372.50 181,372.50 -181,372.50 190,441.13 285,356.09 -(94,914.97) 02/01/2031 160,000.00 3.100%21,800.00 181,800.00 -181,800.00 190,890.00 285,356.09 -(94,466.09) 02/01/2032 165,000.00 3.200%16,840.00 181,840.00 -181,840.00 190,932.00 285,356.09 -(94,424.09) 02/01/2033 170,000.00 3.300%11,560.00 181,560.00 -181,560.00 190,638.00 285,356.10 -(94,718.10) 02/01/2034 175,000.00 3.400%5,950.00 180,950.00 -180,950.00 189,997.50 285,356.10 -(95,358.60) Total $9,680,000.00 -$1,640,878.55 $11,320,878.55 (88,361.88)$11,232,516.67 $11,794,142.50 $4,280,341.42 $4,280,341.42 (1,419,724.05) Significant Dates Dated 7/01/2017 First Coupon Date 2/01/2018 Yield Statistics Bond Year Dollars $68,691.67 Average Life 7.096 Years Average Coupon 2.3887593% Net Interest Cost (NIC)2.5014949% True Interest Cost (TIC)2.4932112% Bond Yield for Arbitrage Purposes 2.3679344% All Inclusive Cost (AIC)2.6308558% Series 2017A GO Bonds - 4 | Issue Summary | 4/25/2017 | 11:15 AM Capitalized Interest Utility Revenues City of Edina, Minnesota $2,195,000 General Obligation Bonds, Series 2017A PIR Portion Assumes Current Market Non-BQ "AAA" Rates plus 25bps Debt Service Schedule Date Principal Coupon Interest Total P+I CIF Net New D/S 105% of Total Assessments Levy/(Surplus) 02/01/2018 --32,554.38 32,554.38 (32,554.38)---- 02/01/2019 --55,807.50 55,807.50 (55,807.50)---- 02/01/2020 125,000.00 1.450%55,807.50 180,807.50 -180,807.50 189,847.88 285,356.10 (95,508.23) 02/01/2021 130,000.00 1.600%53,995.00 183,995.00 -183,995.00 193,194.75 285,356.09 (92,161.34) 02/01/2022 130,000.00 1.800%51,915.00 181,915.00 -181,915.00 191,010.75 285,356.10 (94,345.35) 02/01/2023 130,000.00 1.900%49,575.00 179,575.00 -179,575.00 188,553.75 285,356.10 (96,802.35) 02/01/2024 135,000.00 2.050%47,105.00 182,105.00 -182,105.00 191,210.25 285,356.09 (94,145.84) 02/01/2025 140,000.00 2.200%44,337.50 184,337.50 -184,337.50 193,554.38 285,356.09 (91,801.72) 02/01/2026 140,000.00 2.350%41,257.50 181,257.50 -181,257.50 190,320.38 285,356.09 (95,035.72) 02/01/2027 145,000.00 2.500%37,967.50 182,967.50 -182,967.50 192,115.88 285,356.09 (93,240.22) 02/01/2028 145,000.00 2.600%34,342.50 179,342.50 -179,342.50 188,309.63 285,356.10 (97,046.48) 02/01/2029 150,000.00 2.800%30,572.50 180,572.50 -180,572.50 189,601.13 285,356.10 (95,754.98) 02/01/2030 155,000.00 2.950%26,372.50 181,372.50 -181,372.50 190,441.13 285,356.09 (94,914.97) 02/01/2031 160,000.00 3.100%21,800.00 181,800.00 -181,800.00 190,890.00 285,356.09 (94,466.09) 02/01/2032 165,000.00 3.200%16,840.00 181,840.00 -181,840.00 190,932.00 285,356.09 (94,424.09) 02/01/2033 170,000.00 3.300%11,560.00 181,560.00 -181,560.00 190,638.00 285,356.10 (94,718.10) 02/01/2034 175,000.00 3.400%5,950.00 180,950.00 -180,950.00 189,997.50 285,356.10 (95,358.60) Total $2,195,000.00 -$617,759.38 $2,812,759.38 (88,361.88)$2,724,397.50 $2,860,617.38 $4,280,341.42 (1,419,724.04) Significant Dates Dated 7/01/2017 First Coupon Date 2/01/2018 Yield Statistics Bond Year Dollars $22,005.42 Average Life 10.025 Years Average Coupon 2.8073060% Net Interest Cost (NIC)2.8871045% True Interest Cost (TIC)2.8744169% Bond Yield for Arbitrage Purposes 2.3679344% All Inclusive Cost (AIC)2.9773750% Series 2017A GO Bonds - 4 | PIR Portion | 4/25/2017 | 11:15 AM City of Edina, Minnesota $3,195,000 General Obligation Bonds, Series 2017A Assessments 1.00% over TIC - Equal P&I Assessments Date Principal Coupon Interest Total P+I 12/31/2019 160,751.10 3.900%124,605.00 285,356.10 12/31/2020 167,020.39 3.900%118,335.70 285,356.09 12/31/2021 173,534.18 3.900%111,821.92 285,356.10 12/31/2022 180,302.02 3.900%105,054.08 285,356.10 12/31/2023 187,333.79 3.900%98,022.30 285,356.09 12/31/2024 194,639.81 3.900%90,716.28 285,356.09 12/31/2025 202,230.77 3.900%83,125.32 285,356.09 12/31/2026 210,117.77 3.900%75,238.32 285,356.09 12/31/2027 218,312.36 3.900%67,043.74 285,356.10 12/31/2028 226,826.54 3.900%58,529.56 285,356.10 12/31/2029 235,672.77 3.900%49,683.32 285,356.09 12/31/2030 244,864.01 3.900%40,492.08 285,356.09 12/31/2031 254,413.71 3.900%30,942.38 285,356.09 12/31/2032 264,335.84 3.900%21,020.26 285,356.10 12/31/2033 274,644.94 3.900%10,711.16 285,356.10 Total $3,195,000.00 -$1,085,341.42 $4,280,341.42 Significant Dates Filing Date 1/01/2019 First Payment Date 12/31/2019 Series 2017 GO Bonds - 4p | SINGLE PURPOSE | 4/25/2017 | 11:13 AM City of Edina, Minnesota $2,760,000 General Obligation Bonds, Series 2017A Water (444) Assumes Current Market Non-BQ "AAA" Rates plus 25bps Debt Service Schedule Date Principal Coupon Interest Total P+I 105% Levy Coverage 02/01/2018 --32,166.46 32,166.46 33,774.78 02/01/2019 255,000.00 1.300%55,142.50 310,142.50 325,649.63 02/01/2020 260,000.00 1.450%51,827.50 311,827.50 327,418.88 02/01/2021 265,000.00 1.600%48,057.50 313,057.50 328,710.38 02/01/2022 265,000.00 1.800%43,817.50 308,817.50 324,258.38 02/01/2023 270,000.00 1.900%39,047.50 309,047.50 324,499.88 02/01/2024 275,000.00 2.050%33,917.50 308,917.50 324,363.38 02/01/2025 280,000.00 2.200%28,280.00 308,280.00 323,694.00 02/01/2026 290,000.00 2.350%22,120.00 312,120.00 327,726.00 02/01/2027 295,000.00 2.500%15,305.00 310,305.00 325,820.25 02/01/2028 305,000.00 2.600%7,930.00 312,930.00 328,576.50 Total $2,760,000.00 -$377,611.46 $3,137,611.46 $3,294,492.03 Significant Dates Dated 7/01/2017 First Coupon Date 2/01/2018 Yield Statistics Bond Year Dollars $17,225.00 Average Life 6.241 Years Average Coupon 2.1922291% Net Interest Cost (NIC)2.3204149% True Interest Cost (TIC)2.3222404% Bond Yield for Arbitrage Purposes 2.3679344% All Inclusive Cost (AIC)2.4758218% IRS Form 8038 Net Interest Cost 2.1922291% Weighted Average Maturity 6.241 Years Series 2017A GO Bonds - 4 | Water (444) | 4/25/2017 | 11:15 AM City of Edina, Minnesota $2,475,000 General Obligation Bonds, Series 2017A Sewer (444) Assumes Current Market Non-BQ "AAA" Rates plus 25bps Debt Service Schedule Date Principal Coupon Interest Total P+I 105% Levy Coverage 02/01/2018 --28,844.38 28,844.38 30,286.60 02/01/2019 230,000.00 1.300%49,447.50 279,447.50 293,419.88 02/01/2020 230,000.00 1.450%46,457.50 276,457.50 290,280.38 02/01/2021 235,000.00 1.600%43,122.50 278,122.50 292,028.63 02/01/2022 240,000.00 1.800%39,362.50 279,362.50 293,330.63 02/01/2023 245,000.00 1.900%35,042.50 280,042.50 294,044.63 02/01/2024 245,000.00 2.050%30,387.50 275,387.50 289,156.88 02/01/2025 255,000.00 2.200%25,365.00 280,365.00 294,383.25 02/01/2026 260,000.00 2.350%19,755.00 279,755.00 293,742.75 02/01/2027 265,000.00 2.500%13,645.00 278,645.00 292,577.25 02/01/2028 270,000.00 2.600%7,020.00 277,020.00 290,871.00 Total $2,475,000.00 -$338,449.38 $2,813,449.38 $2,954,121.85 Significant Dates Dated 7/01/2017 First Coupon Date 2/01/2018 Yield Statistics Bond Year Dollars $15,443.75 Average Life 6.240 Years Average Coupon 2.1914974% Net Interest Cost (NIC)2.3197046% True Interest Cost (TIC)2.3215679% Bond Yield for Arbitrage Purposes 2.3679344% All Inclusive Cost (AIC)2.4751632% IRS Form 8038 Net Interest Cost 2.1914974% Weighted Average Maturity 6.240 Years Series 2017A GO Bonds - 4 | Sewer (444) | 4/25/2017 | 11:15 AM City of Edina, Minnesota $2,250,000 General Obligation Bonds, Series 2017A Storm (444) Assumes Current Market Non-BQ "AAA" Rates plus 25bps Debt Service Schedule Date Principal Coupon Interest Total P+I 105% Levy Coverage 02/01/2018 --26,203.33 26,203.33 27,513.50 02/01/2019 210,000.00 1.300%44,920.00 254,920.00 267,666.00 02/01/2020 210,000.00 1.450%42,190.00 252,190.00 264,799.50 02/01/2021 215,000.00 1.600%39,145.00 254,145.00 266,852.25 02/01/2022 220,000.00 1.800%35,705.00 255,705.00 268,490.25 02/01/2023 220,000.00 1.900%31,745.00 251,745.00 264,332.25 02/01/2024 225,000.00 2.050%27,565.00 252,565.00 265,193.25 02/01/2025 230,000.00 2.200%22,952.50 252,952.50 265,600.13 02/01/2026 235,000.00 2.350%17,892.50 252,892.50 265,537.13 02/01/2027 240,000.00 2.500%12,370.00 252,370.00 264,988.50 02/01/2028 245,000.00 2.600%6,370.00 251,370.00 263,938.50 Total $2,250,000.00 -$307,058.33 $2,557,058.33 $2,684,911.25 Significant Dates Dated 7/01/2017 First Coupon Date 2/01/2018 Yield Statistics Bond Year Dollars $14,017.50 Average Life 6.230 Years Average Coupon 2.1905356% Net Interest Cost (NIC)2.3189465% True Interest Cost (TIC)2.3207876% Bond Yield for Arbitrage Purposes 2.3679344% All Inclusive Cost (AIC)2.4746099% IRS Form 8038 Net Interest Cost 2.1905356% Weighted Average Maturity 6.230 Years Series 2017A GO Bonds - 4 | Storm (444) | 4/25/2017 | 11:15 AM City of Edina, Minnesota $9,680,000 General Obligation Bonds, Series 2017A Issue Summary Assumes Current Market Non-BQ "AAA" Rates plus 25bps Detail Costs Of Issuance Dated 07/01/2017 | Delivered 07/01/2017 COSTS OF ISSUANCE DETAIL Financial Advisor $47,100.00 Bond Counsel $15,000.00 Rating Agency Fee $21,000.00 Miscellaneous $1,000.00 TOTAL $84,100.00 Series 2017A GO Bonds - 4 | Issue Summary | 4/25/2017 | 11:15 AM May 2, 2017 Pre-Sale Report for City of Edina, Minnesota $8,245,000 General Obligation Recreational Revenue Bonds, Series 2017B Prepared by: Nick Anhut, CIPMA Municipal Advisor And Bruce Kimmel, CIPMA Senior Municipal Advisor Presale Report City of Edina, Minnesota May 2, 2017 Page 1 Executive Summary of Proposed Debt Proposed Issue: $8,245,000 General Obligation Recreational Revenue Bonds, Series 2017B Purposes: The proposed issue includes financing for the following purposes: $1,010,000 for capital improvements to the City of Edina Aquatic Center. Debt service will be paid over the course of 10 years from net revenues of the enterprises. $7,235,000 for Braemar Golf Course renovations. Debt service will be paid over the course of 16 years from net revenues of the enterprises. Capitalized interest has been included in the financing to make interim interest payments while the course is offline for renovations. Authority: The Bonds are being issued pursuant to Minnesota Statutes, Chapter 475 and Edina’s special law Chapter 655 – H.F. No. 1403, which allows Edina to “pledge for the payment of general obligation bonds issued to finance the acquisition or betterment of municipal recreational facilities, and interest thereon, any defined portion or all of the revenues to be derived from the operation of such facilities and of any then existing recreational facilities.” Due to this authority, your Bond Attorney recommends that the City separate this financing into its own distinct bond issue. The special law exempts these types of issues from net debt limits. The City will also need to set aside a debt service reserve equal to one year of debt payments in its internal funds pursuant to the special law. The Bonds will be general obligations of the City for which its full faith, credit and taxing powers are pledged. Term/Call Feature: The Bonds in total are being issued for a 15.5-year term. Principal on the Bonds will be due on February 1 in the years 2018 through 2033. Interest is payable every six months beginning February 1, 2018. The Bonds maturing on and after February 1, 2027 will be subject to prepayment at the discretion of the City on February 1, 2026 or any date thereafter. Bank Qualification: Because the City is issuing, or expects to issue, more than $10,000,000 in tax- exempt obligations during the calendar year, the City will be not able to designate the Bonds as “bank qualified” obligations. Rating: The City’s most recent bond issues were rated “AAA” by Standard & Poor’s and “Aaa” by Moody’s. The City will request a new rating for the Bonds along with the Series 2017A Bonds. Method of Sale/Placement: In order to obtain the lowest interest cost to the City, we will competitively bid the purchase of the Bonds from local and national underwriters/banks. We have included an allowance for discount bidding equal to 0.80% of the principal amount of the issue. The discount is treated as an interest item and Presale Report City of Edina, Minnesota May 2, 2017 Page 2 provides the underwriter with all or a portion of their compensation in the transaction. If the Bonds are purchased at a price greater than the minimum bid amount (maximum discount), the unused allowance may be used to lower the borrowing amount. Premium Bids: Despite increasing at the start of 2017, the relatively low interest rates environment continues to cause concerns amongst investors as to the impact to the value of existing bonds if interest rates generally rise in the future. When interest rates rise, the value of existing bonds generally falls. To mitigate the decline in value of existing bonds, many investors are demanding “premium” pricing structures. A premium is achieved when the coupon for any maturity exceeds the yield, resulting in a price greater than the face value. The sum of the amounts paid in excess of face value is considered “reoffering premium.” The amount of the premium varies, but it is not uncommon to see premiums for new issues in the range of 2.00% to 10.00% of the face amount of the issue. You have the choice to limit the amount of premium in the bid specifications. We recommend against this as it may result in fewer bids, but it may also eliminate large adjustments on the day of sale and other uncertainties. Unless otherwise directed, we will use any premium to reduce the size of the issue to match the expected project costs. The adjustments may slightly change the resulting calculation of the original bid’s true interest cost, either up or down. Review of Existing Debt: We have reviewed all outstanding indebtedness for the City and find that advance refunding the 2009A and 2009C Bonds in today’s market provides some savings opportunity. However, by waiting until 90 days from the February 1, 2018 call date, the City may be able to obtain greater savings by designating the refunding bonds as Bank Qualified. We do not perceive any other viable refunding opportunities at this time. We will continue to monitor the market for the City’s outstanding debt and will alert you to any future refunding opportunities closer to the call dates. Basis for Recommendation: We have based this pre-sale recommendation on our understanding of the City’s fiscal condition, project funding requirements, stature in the marketplace, and desire to reduce future interest costs when possible. We believe the proposed financing is the most efficient way to achieve these objectives, while maintaining future flexibility for future prepayment and/or refinancing. This competitive sale approach is consistent with your existing practices and policies to finance these types of recreational facility improvement projects. Presale Report City of Edina, Minnesota May 2, 2017 Page 3 Continuing Disclosure: Because the City has more than $10,000,000 in outstanding debt (including this issue) and this issue is over $1,000,000, the City will be agreeing to provide certain updated Annual Financial Information and its Audited Financial Statement annually as well as providing notices of the occurrence of certain reportable events to the Municipal Securities Rulemaking Board (the “MSRB”), as required by rules of the Securities and Exchange Commission (SEC). The City is already obligated to provide such reports for its existing bonds, and has contracted with Ehlers to prepare and file the reports. Arbitrage Monitoring: Because the Bonds are tax-exempt obligations/tax credit obligations, the City must ensure compliance with certain Internal Revenue Service (IRS) rules throughout the life of the issue. These rules apply to all gross proceeds of the issue, including initial bond proceeds and investment earnings in construction, escrow, debt service, and any reserve funds. How issuers spend bond proceeds and how they track interest earnings on funds (arbitrage/yield restriction compliance) are common subjects of IRS inquiries. Your specific responsibilities will be detailed in the Signature, No-Litigation, Arbitrage Certificate and Purchase Price Receipt prepared by your Bond Attorney and provided at closing. You have retained Ehlers to assist you with compliance with these rules. Risk Factors: Golf and Aquatic Enterprise Revenue: The City expects to pay the Bonds’ debt service with net revenues from the City’s Liquor, Braemar Golf, Ice Arena, and Aquatic Facility enterprises. If net revenues are inadequate, the City may have to utilize other available funds or levy taxes to pay debt service on the Bonds. Other Service Providers: This debt issuance will require the engagement of other public finance service providers. This section identifies those other service providers, so Ehlers can coordinate their engagement on your behalf. Where you have previously used a particular firm to provide a service, we have assumed that you will continue that relationship. Fees charged by these service providers will be paid from proceeds of the obligation, unless you notify us that you wish to pay them from other sources. Our pre-sale bond sizing includes a good faith estimate of these fees, so their final fees may vary. If you have any questions pertaining to the identified service providers or their roles, or if you would like to use a different service provider please contact us. Bond Attorney: Dorsey & Whitney LLP Paying Agent: U.S. Bank National Association Rating Agencies: Moody's Investors Service and Standard & Poor's Global Ratings (S&P) This presale report summarizes our understanding of the City’s objectives for the structure and terms of this financing as of this date. As additional facts become known or capital markets conditions change, we may need to modify the structure and/or terms of this financing to achieve results consistent with the City’s objectives. Presale Report City of Edina, Minnesota May 2, 2017 Page 4 Proposed Debt Issuance Schedule Pre-Sale Review by City Council: May 2, 2017 Distribute Official Statement: Week of May 22, 2017 Conference with Rating Agencies: Week of May 22, 2017 City Council Meeting to Award Sale of the Bonds: June 6, 2017 Estimated Closing Date: June 29, 2017 Attachments Sources and Uses of Funds Proposed Debt Service Schedule Resolution Authorizing Ehlers to Proceed With Bond Sale (with 2017A Bonds) Ehlers Contacts Municipal Advisors: Nick Anhut (651) 697-8507 Bruce Kimmel (651) 697-8572 Disclosure Coordinator: Meghan Lindblom (651) 697-8549 Financial Analyst: Alicia Gage (651) 697-8551 The Official Statement for this financing will be sent to the City Council at their home or e-mail address for review prior to the sale date. City of Edina, Minnesota $8,245,000 General Obligation Recreational Revenue Bonds, Series 2017B Issue Summary Assumes Current Market Non-BQ "AAA" Rates plus 25bps Total Issue Sources And Uses Dated 07/01/2017 | Delivered 07/01/2017 Golf Construction Aquatic Center Issue Summary Sources Of Funds Par Amount of Bonds $7,235,000.00 $1,010,000.00 $8,245,000.00 Total Sources $7,235,000.00 $1,010,000.00 $8,245,000.00 Uses Of Funds Total Underwriter's Discount (0.800%)57,880.00 8,080.00 65,960.00 Costs of Issuance 53,088.84 7,411.16 60,500.00 Deposit to Capitalized Interest (CIF) Fund 101,351.25 -101,351.25 Deposit to Project Construction Fund 7,019,323.00 994,070.00 8,013,393.00 Rounding Amount 3,356.91 438.84 3,795.75 Total Uses $7,235,000.00 $1,010,000.00 $8,245,000.00 Series 2017B GO Recreatio | Issue Summary | 4/25/2017 | 11:23 AM City of Edina, Minnesota $8,245,000 General Obligation Recreational Revenue Bonds, Series 2017B Issue Summary Assumes Current Market Non-BQ "AAA" Rates plus 25bps Debt Service Schedule Date Principal Coupon Interest Total P+I Net New D/S 105% of Total 02/01/2018 100,000.00 1.200%112,266.88 212,266.88 (101,351.25)110,915.63 116,461.41 02/01/2019 515,000.00 1.300%191,257.50 706,257.50 -706,257.50 741,570.38 02/01/2020 520,000.00 1.450%184,562.50 704,562.50 -704,562.50 739,790.63 02/01/2021 525,000.00 1.600%177,022.50 702,022.50 -702,022.50 737,123.63 02/01/2022 535,000.00 1.800%168,622.50 703,622.50 -703,622.50 738,803.63 02/01/2023 545,000.00 1.900%158,992.50 703,992.50 -703,992.50 739,192.13 02/01/2024 560,000.00 2.050%148,637.50 708,637.50 -708,637.50 744,069.38 02/01/2025 570,000.00 2.200%137,157.50 707,157.50 -707,157.50 742,515.38 02/01/2026 580,000.00 2.350%124,617.50 704,617.50 -704,617.50 739,848.38 02/01/2027 595,000.00 2.500%110,987.50 705,987.50 -705,987.50 741,286.88 02/01/2028 495,000.00 2.600%96,112.50 591,112.50 -591,112.50 620,668.13 02/01/2029 510,000.00 2.800%83,242.50 593,242.50 -593,242.50 622,904.63 02/01/2030 525,000.00 2.950%68,962.50 593,962.50 -593,962.50 623,660.63 02/01/2031 540,000.00 3.100%53,475.00 593,475.00 -593,475.00 623,148.75 02/01/2032 555,000.00 3.200%36,735.00 591,735.00 -591,735.00 621,321.75 02/01/2033 575,000.00 3.300%18,975.00 593,975.00 -593,975.00 623,673.75 Total $8,245,000.00 -$1,871,626.88 $10,116,626.88 (101,351.25)$10,015,275.63 $10,516,039.41 Significant Dates Dated 7/01/2017 First Coupon Date 2/01/2018 Yield Statistics Bond Year Dollars $70,424.58 Average Life 8.541 Years Average Coupon 2.6576329% Net Interest Cost (NIC)2.7512934% True Interest Cost (TIC)2.7395523% Bond Yield for Arbitrage Purposes 2.6319473% All Inclusive Cost (AIC)2.8393215% Series 2017B GO Recreatio | Issue Summary | 4/25/2017 | 11:23 AM Capitalized Interest City of Edina, Minnesota $7,235,000 General Obligation Recreational Revenue Bonds, Series 2017B Golf Construction Assumes Current Market Non-BQ "AAA" Rates plus 25bps Debt Service Schedule Date Principal Coupon Interest Total P+I Capitalized Interest Net New D/S 105% of Total 02/01/2018 --101,351.25 101,351.25 (101,351.25)-- 02/01/2019 420,000.00 1.300%173,745.00 593,745.00 -593,745.00 623,432.25 02/01/2020 425,000.00 1.450%168,285.00 593,285.00 -593,285.00 622,949.25 02/01/2021 430,000.00 1.600%162,122.50 592,122.50 -592,122.50 621,728.63 02/01/2022 435,000.00 1.800%155,242.50 590,242.50 -590,242.50 619,754.63 02/01/2023 445,000.00 1.900%147,412.50 592,412.50 -592,412.50 622,033.13 02/01/2024 455,000.00 2.050%138,957.50 593,957.50 -593,957.50 623,655.38 02/01/2025 465,000.00 2.200%129,630.00 594,630.00 -594,630.00 624,361.50 02/01/2026 475,000.00 2.350%119,400.00 594,400.00 -594,400.00 624,120.00 02/01/2027 485,000.00 2.500%108,237.50 593,237.50 -593,237.50 622,899.38 02/01/2028 495,000.00 2.600%96,112.50 591,112.50 -591,112.50 620,668.13 02/01/2029 510,000.00 2.800%83,242.50 593,242.50 -593,242.50 622,904.63 02/01/2030 525,000.00 2.950%68,962.50 593,962.50 -593,962.50 623,660.63 02/01/2031 540,000.00 3.100%53,475.00 593,475.00 -593,475.00 623,148.75 02/01/2032 555,000.00 3.200%36,735.00 591,735.00 -591,735.00 621,321.75 02/01/2033 575,000.00 3.300%18,975.00 593,975.00 -593,975.00 623,673.75 Total $7,235,000.00 -$1,761,886.25 $8,996,886.25 (101,351.25)$8,895,535.00 $9,340,311.75 Significant Dates Dated 7/01/2017 First Coupon Date 2/01/2018 Yield Statistics Bond Year Dollars $65,170.42 Average Life 9.008 Years Average Coupon 2.7035062% Net Interest Cost (NIC)2.7923195% True Interest Cost (TIC)2.7813603% Bond Yield for Arbitrage Purposes 2.6319473% All Inclusive Cost (AIC)2.8765981% Series 2017B GO Recreatio | Golf Construction | 4/25/2017 | 11:23 AM City of Edina, Minnesota $1,010,000 General Obligation Recreational Revenue Bonds, Series 2017B Aquatic Center Assumes Current Market Non-BQ "AAA" Rates plus 25bps Debt Service Schedule Date Principal Coupon Interest Net New D/S 105% of Total 02/01/2018 100,000.00 1.200%10,915.63 110,915.63 116,461.41 02/01/2019 95,000.00 1.300%17,512.50 112,512.50 118,138.13 02/01/2020 95,000.00 1.450%16,277.50 111,277.50 116,841.38 02/01/2021 95,000.00 1.600%14,900.00 109,900.00 115,395.00 02/01/2022 100,000.00 1.800%13,380.00 113,380.00 119,049.00 02/01/2023 100,000.00 1.900%11,580.00 111,580.00 117,159.00 02/01/2024 105,000.00 2.050%9,680.00 114,680.00 120,414.00 02/01/2025 105,000.00 2.200%7,527.50 112,527.50 118,153.88 02/01/2026 105,000.00 2.350%5,217.50 110,217.50 115,728.38 02/01/2027 110,000.00 2.500%2,750.00 112,750.00 118,387.50 Total $1,010,000.00 -$109,740.63 $1,119,740.63 $1,175,727.66 Significant Dates Dated 7/01/2017 First Coupon Date 2/01/2018 Yield Statistics Bond Year Dollars $5,254.17 Average Life 5.202 Years Average Coupon 2.0886401% Net Interest Cost (NIC)2.2424228% True Interest Cost (TIC)2.2461333% Bond Yield for Arbitrage Purposes 2.6319473% All Inclusive Cost (AIC)2.4000719% IRS Form 8038 Net Interest Cost 2.0886401% Weighted Average Maturity 5.202 Years Series 2017B GO Recreatio | Aquatic Center | 4/25/2017 | 11:23 AM City of Edina, Minnesota $8,245,000 General Obligation Recreational Revenue Bonds, Series 2017B Issue Summary Assumes Current Market Non-BQ "AAA" Rates plus 25bps Detail Costs Of Issuance Dated 07/01/2017 | Delivered 07/01/2017 COSTS OF ISSUANCE DETAIL Financial Advisor $25,500.00 Bond Counsel $15,000.00 Rating Agency Fee $19,000.00 Miscellaneous $1,000.00 TOTAL $60,500.00 Series 2017B GO Recreatio | Issue Summary | 4/25/2017 | 11:23 AM Date: May 2, 2017 Agenda Item #: VII.D. To:Mayor and City Council Item Type: Report / Recommendation From:Jeff Brown, Community Health Administrator Item Activity: Subject:Ordinance No. 2017-03: Amending City Code Chapter 12 Concerning Tobacco Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Second reading and adoption of Ordinance No. 2017-03 raising minimum age to purchase tobacco and related products in the City of Edina from age 18 to age 21. INTRODUCTION: City Council conducted public hearing and first reading of this ordinance at the April 18, 2017 meeting. City Attorney has amended ordinance to be effective 60 days after adoption. ATTACHMENTS: Description Ordinance No. 2017-03: Amending City Code Chapter 12 Concerning Tobacco Map: Needham MA Tobacco 21 1 191711v3 ORDINANCE NO. 2017-03 AN ORDINANCE AMENDING CHAPTER 12 OF THE EDINA CITY CODE CONCERNING TOBACCO THE CITY COUNCIL OF EDINA ORDAINS: Section 1. The following definitions in Section 12-189 of the Edina City Code are amended to provide as follows: Compliance checks means the system the city uses to investigate and ensure that those authorized to sell tobacco or tobacco-related products, and tobacco-related devices are following and complying with the requirements of this article. The term "compliance checks" also means the use of persons under 21 years of age who attempt to purchase tobacco or tobacco-related products, or tobacco-related devices, for education, research and training purposes as authorized by state and federal laws. Compliance checks may also be conducted by other units of government for the purpose of enforcing appropriate federal, state or local laws and regulations relating to tobacco or tobacco- related products, and tobacco-related devices. Tobacco-related device means any tobacco product as well as a pipe, rolling papers or other device intentionally designed or intended to be used in a manner which enables the chewing, sniffing, smoking, or the inhalation of vapors of tobacco or tobacco-related products. The term "tobacco-related device" includes electronic delivery devices and nicotine or lobelia delivery products. Section 2. Section 12-189 of the Edina City Code is amended by adding the following definitions: Child-resistant packaging means packaging that meets the definition set forth in Code of Federal Regulations, title 16, section 1700.15(b), and was tested in accordance with the method described in Code of Federal Regulations, title 16, section 1700.20. 2 191711v3 Nicotine or lobelia delivery product means any product containing or delivering nicotine or lobelia intended for human consumption, or any part of such a product, that is not tobacco or an electronic delivery device as defined in this section. Nicotine or lobelia delivery product does not include any product that has been approved or certified by the United States Food and Drug Administration for sale as a tobacco- cessation product, as a tobacco-dependence product or for other medical purposes, and is being marketed and sold solely for such an approved purpose. Section 3. Section 12-217 of the Edina City Code is amended to provide as follows: Sec. 12-217 Required. No person shall keep tobacco, tobacco-related products or tobacco-related devices for retail sale or sell tobacco, tobacco-related products or tobacco-related devices at retail in the city without first obtaining a license from the city. No license shall be issued for the sale of tobacco, tobacco-related products or tobacco-related devices at a movable place of business or from a vending machine or to a person under the age of 21. Section 4. Section 12-247 of the Edina City Code is amended to provide as follows: 12-247 Legal Age. No person shall sell any tobacco, tobacco-related product or tobacco-related device to any person under the age of 21 and no person shall purchase or otherwise obtain such items on behalf of a person under the age of 21. (1) Age Verification. Licensees shall verify by means of government-issued photographic identification that the purchaser is at least 21 years of age. Verification is not required for a person over the age of 30. That the person appeared to be 30 years of age or older shall not constitute a defense to a violation of this subsection. (2) Signage. Notice of the legal sales age and the age verification requirement shall be posted at each location where tobacco, tobacco-related products or tobacco-related devices are offered for sale. The required signage, which will be provided to the licensee by the city, shall be posted in a manner so that it is clearly visible to anyone who is considering or making a purchase. Section 5. Section 12-250 of the Edina City Code is amended to provide as follows: 3 191711v3 12-250 Self-service merchandising. No person shall sell any tobacco, tobacco-related product or tobacco-related device by means whereby the customer may have access to such items without having to request assistance from an employee of the licensed premises. The assistance or intervention shall entail the actual physical exchange of the tobacco, tobacco-related product or tobacco-related device between the customer and the licensee or employee. All tobacco, tobacco-related products or tobacco-related devices shall be stored or displayed behind a sales counter or in other rooms or display areas which are not freely accessible to customers. Provided, however, the requirements of this section shall not apply to establishments which: (1) Prohibit persons under 21 years of age from entering the establishment at all times; (2) Post notice advising of the prohibition at all entrances to the establishment; and (3) Derive at least 90 percent of their revenues from the sale of tobacco and tobacco-related products. Section 6. Section 12-251 of the Edina City Code is amended to provide as follows: 12-251 Liquid Packaging. No person shall sell or offer to sell any liquid, whether or not such liquid contains nicotine, which is intended for human consumption and use in an electronic delivery device, in packaging that is not child-resistant. Upon request, a licensee shall provide a copy of the certificate of compliance or full laboratory testing report for the packaging used. Section 7. Section 12-254 of the Edina City Code is amended to provide as follows: 12-254 Use of false identification. No person under the age of 21 shall attempt to disguise his or her true age by the use of a false form of identification, whether the identification is that of another person or one on which the age of the person has been modified or tampered with to represent an age older than the actual age of the person. 4 191711v3 Section 8. Section 12-255 of the Edina City Code is amended to provide as follows: 12-255 Compliance checks and inspections. (a) All licensed premises shall be open to inspection by the city or other authorized official during regular business hours. (b) From time to time, but at least once per year, the city shall conduct compliance checks by engaging, with persons over 15 years but less than 21 years, to enter the licensed premises to attempt to purchase tobacco, tobacco-related products or tobacco-related devices. (1) Prior written parental consent is required for any minor who participates in a compliance check. (2) Persons used for the purpose of compliance checks shall be supervised by designated law enforcement officers or other designated city personnel. (3) Persons used for compliance checks shall not be guilty of the unlawful purchase or attempted purchase, nor unlawful possession of tobacco, tobacco- related products or tobacco-related devices when such items are obtained or attempted to be obtained as part of the compliance check. (4) No person used in the compliance checks shall attempt to use a false identification misrepresenting the person’s age, and all persons lawfully engaged in a compliance check shall answer all questions about the person’s age for which he or she is asked. (c) Nothing in this article shall prohibit compliance checks authorized by state or federal laws for educational, research or training purposes, or required for the enforcement of a particular state or federal law. Section 9. Section 12-282(3) of the Edina City Code is amended to provide as follows: Underage persons. Persons under 21 years of age who use false identification to purchase or attempt to purchase, tobacco, tobacco-related products or tobacco-related devices shall be guilty of a misdemeanor and may be required to attend tobacco free education programs or court diversion programs. 5 191711v3 Section 10. Section 12-283 of the Edina City Code is amended to provide as follows: 12-283 Exceptions and Defenses. It shall be an affirmative defense to the violation of this article for a person to have reasonably relied on proof of age as described by state law. Section 11. Sections 12-252 and 12-253 of the Edina City Code are deleted. Section 12. This ordinance is effective July 1, 2017. First Reading: April 18, 2017 Second Reading: May 2, 2017 Published: ATTEST: _______________________________ _________________________________ Debra A. Mangen, City Clerk James B. Hovland, Mayor Please publish in the Edina Sun Current on: Send two affidavits of publication Bill to Edina City Clerk 6 191711v3 CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina, do hereby certify that the attached and foregoing Ordinance was duly adopted by the Edina City Council at its Regular Meeting of ___________________, 2017 and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this ______ day of ____________, 2017. _____________________________________ City Clerk Date: May 2, 2017 Agenda Item #: VII.E. To:Mayor and City Council Item Type: Report / Recommendation From:Kevin Staunton, Council Member Item Activity: Subject:Resolution No. 2017-44: Supporting Local Decision Making Authority Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve Resolution No. 2017-44 supporting the autonomy of locally elected leaders to make local government decisions in their communities. INTRODUCTION: ATTACHMENTS: Description Staff Report: Motion to approve City Council Resolution No. 2017-044 Resolution No. 2017-44: Supporting Local Decision Making Authority League of Minnesota Cities Letter Resolution of Support for Local Decision Making Local Control Facts Sheet Advocacy Toolkit Local Decision Making Authority May 2, 2017 Mayor and City Council Scott H. Neal, City Manager Motion to approve City Council Resolution #2017-044 Information / Background: City Council Resolution #2017-044 expresses the Council’s concerns about legislation being considered at the Minnesota State Legislature that will preempt the authority of locally elected government officials to adopt policies and procedures that are responsive to the needs and wishes of their constituents. Attached to this item are supporting documents that have been provided to the City from the League of Minnesota Cities, which is organizing cities across Minnesota to weigh in on this important subject. City Council Member Staunton and I can answer questions about this agenda item at the meeting. RESOLUTION NO.2017-44 SUPPORTING LOCAL DECISION-MAKING AUTHORITY WHEREAS, local elected decision-makers are in the best position to determine what health, safety and welfare regulations best serve their constituents; and WHEREAS, just like state legislative leaders, local elected officials are held accountable through Minnesota’s robust elections process; and WHEREAS, ordinances at the local level are enacted only after a comprehensive, legal and open process; and WHEREAS, local units of government are required to publish notices about meetings where policies will be discussed and decisions will be made; and WHEREAS, under the state’s Open Meeting Law, public policy discussions and decisions must occur in meetings that are accessible to members of the public; and WHEREAS, cities are often laboratories for determining public policy approaches to the challenges that face residents and businesses; and WHEREAS, preservation of local control in Minnesota has yielded statewide benefits such as the 2007 Freedom to Breathe Act, an amendment to the Minnesota Clean Indoor Air Act; and WHEREAS, more than two dozen bills that restrict local decision-making have been introduced in 2017 to date. NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Edina, Minnesota supports local decision-making authority and opposes legislation that removes the ability for local elected officials to respond to the needs of their businesses and constituents. Adopted by the City Council of the City of Edina, Minnesota on this 2nd day of May, 2017. Attest: ___________________________ __________________________ Debra A. Mangen, City Clerk James B. Hovland, Mayor STATE OF MINNESOTA) COUNTY OF HENNEPIN) SS CITY OF EDINA ) CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina do hereby certify that the attached and foregoing Resolution was duly adopted by the Edina City Council at its Regular Meeting of May 2, 2017, and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this ______________ day of ___________________, ____________. City Clerk Resolution of Support for Local Decision-Making & The Ability of Local Elected Officials to Directly Respond to the Needs of their Community As of 4/21/2017 34 Resolutions Passed Baudette Buffalo Cambridge Carver Eagan Ely Eyota Franklin Hawley Hopkins Isanti Lucan Medford Minneapolis Minnetonka Mora North St. Paul Northfield Olivia Oronoco Ottertail Owatonna Prior Lake Proctor Richfield Rochester Saint Louis Park Springfield St. Paul Wabasso Warren Watkins Whakon White Bear Lake wave of pre-emption legislation erodes local authority problem: Several bills introduced during the 2017 legislative session collectively serve to undermine Minnesota’s robust city-state partnership. This historic principle is based upon a shared vision and must allow communities and locally elected officials to tailor that vision to the unique needs of their citizens. Cities use a comprehensive, legal, and open process to develop ordinances. Through this process they often serve as laboratories for public policy. Obstructing this authority will impede innovation that has proven to result in statewide benefits. ©2017 League of Minnesota Cities. All Rights Reserved. for more information: Anne Finn Intergovernmental Relations Asst. Director Phone: (651) 281-1263 Email: afinn@lmc.org DID YOU KNOW? To date, more than two dozen bills that restrict local decision-making—on issues ranging from prohibition of plastic bags to the authority to set a local minimum wage—have been introduced in 2017. background: The League has historically supported the principle of local control, and opposed threats to local control at federal and state levels. League legislative policy SD 2 states that “City government most directly impacts the lives of people and therefore, local units of government must have sufficient authority and flexibility to meet the challenges of governing and providing citizens with local services.” A core value of the League is that locally elected decision-makers are in the best position to determine what health, safety and welfare regulations best serve their constituents. league of minnesota citiescity issue fact sheet 2017 league-supported solution: • Reject legislation that erodes the fundamental principle of local control in cities across Minnesota. • Continue to actively work together and communicate about our communities in a way that respects the authority each form of government is given by voters. Gary Carlson Intergovernmental Relations Director Phone: (651) 281-1255 Email: gcarlson@lmc.org Date: May 2, 2017 Agenda Item #: VII.F. To:Mayor and City Council Item Type: Report / Recommendation From:Tom Shirley, General Manager Centennial Lakes Park Item Activity: Subject:Final Design New Pedestrian Bridges at Centennial Lakes Park Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve the final design and layout of the new pedestrian bridges at Centennial Lakes Park. INTRODUCTION: See attached staff report. ATTACHMENTS: Description Staff Report North/South Diagrams Chilton Custom Blend Centennial Lakes Park Pedestrian Bridge May 2, 2017 Mayor and City Council Tom Shirley, Centennial Lakes Park General Manager Final Design New Pedestrian Bridges at Centennial Lakes Park Information / Background: In 2013 the City of Edina hired the Professional Engineering firm TKDA to evaluate the two single span steel arch pedestrian bridges at Centennial Lakes Park. The study concluded that the bridges were structurally sound but were in need of substantial repairs to address issues with deteriorating steel decks and concrete. The repairs would correct the existing structural issues and extend the service life of the bridges but would not address concerns with user safety due to the steepness of the stairs, nor issues with accessibility or compliance with ADA requirements. Further study determined that blending new accessible bridges within the existing park elements would be possible while still meeting city codes and park operational needs. The estimated construction cost for the two new pedestrian bridges is $720,000. At the Nov. 15, 2016 City Council meeting, City Manager Scott Neal requested that $720,000 in Park Dedication fee from the Opus Development be allocated to fund CIP project #17-003, which is for the replacement of the two pedestrian bridges at Centennial Lakes Park. In February of 2017 Kimley-Horn was awarded a Professional Services contract to design the new bridges and provide construction documents for bidding purposes. City staff to include Assistant Parks & Recreation Director Susan Faus, Centennial Lakes Park General Manager Tom Shirley and Engineering Technician Charles Gerk, has been working with Kimley-Horn during the design process. Bridge Design The final design of the bridges needed to meet a number of considerations requested by city staff. The considerations include: 1. The bridges must meet current codes for ADA accessibility. 2. Maintain or increase the width of the bridges and approaches. STAFF REPORT Page 2 3. Bridges must accommodate maintenance vehicles up to 8000 lbs. 4. Minimum requirement is a seven-foot clearance over eight-foot width so winter ice maintenance equipment can pass under both bridges. 5. Aesthetically appealing. 6. Meet project budget The proposed final bridge design meets all of the desired criteria. The design incorporates a structural steel plate arch, which offers the lowest cost option, minimal disruption to park activities and minimal long-term maintenance costs. The anticipated updated construction cost projections on the proposed design is within the project budget of $720,000. The bridges would be 16 feet wide, compared to the 9 foot width of the current bridges. Each bridge would have bump-outs along the full span to accommodate pedestrians who want to stay on the bridges without disrupting traffic. Colored concrete will be used on all approaches, stairs, and on the bridges themselves that blend into the existing colors at Centennial Lakes Park. The bridge facings would be covered in Chilton stacked stone to complement the existing stone used throughout the park. Ornamental steel beams inset with a string of LED lights would adorn the bottom side of each bridge as a nod to the current pedestrian bridges. Single pole bell lights, identical to those used throughout the park, would be placed on each bridge abutment. New landscaping, boulders and park benches will be added to the new pathways and approaches. Project Schedule 90% construction documents: May 5, 2017 City staff review comments: May 15, 2017 Final construction documents: May 26, 2017 Bidding period: June 2017 Begin construction: Sept. 12, 2017 Complete Bbidge and hardscape: Dec. 1, 2017 Complete landscape restoration: May 25, 2018 Staff is asking City Council to approve the final design of the proposed pedestrian bridges at Centennial Lakes Park. STAFF REPORT Page 3 11 + 0 0 11+50 12+00 ThoCITYa EDINA 12 20 HORIZONTAL SCALE IN FEET Fa.", Masan, mbs•ql.ntko..4aculann... Kimley*Horn CENTENNIAL LAKES PARK CRY OF EDINA NORTH BRIDGE CONNECTION Fen 06/207 .7, gl S 82. i* mmOSm f; 2 e4 'I' :i rj 0; 1 LOW POINT ELEV: 841.09 LOW POINT STA: 8+74.45 PVT STA: 9+78.23 PVI ELEV: 841.06 AD. 5 69% HIGH POINT HIGH PAINT PVI PM ELEV: 847.21 STA: 11+05.35 07k 11+05.35 ELEV: 847.42 10.08% LOW POINT ELEV. 843.58 LOW POINT 07k 11+87.21 PVI STA: 11+87.21 PM ELEV. 84133 K: 1.76 10.00' VC mm li: 1.65 16.48' VC AD. 11100% K: 2.00 20.00' VC an nn P.: D N.- c' 0. a--r-;; Um 1::: .P--rg:' ,:. ,. mm g ': y01 17.. tit . F6 '.1 1 d m ' mo .001 % 4, -5.000 „, ------------------------------- 5.00% °-"t, -,/- ---- --4 li 1.... LI Id 880 870 860 850 840 830 820 880 870 860 850 840 830 820 20.00' VC RETAINING WALL 4 I I_ 870 P91 S . 22+25.19 P1/1 ILEV: 847.43 AD:-10.00% B sd map n. td 850 4.77% 2% 840 \a n dy . bo s c h \ o p p da to \ lo c a l \ te mp \Ac Pu b li a__===__ 830 820 20+50 21+00 21+50 22+50 22+00 10 20 Th.CITYor EDINA ORIZONTAL. SCALE N FEET Kirnley*Horn (K) CENTENNIAL LAKES PARK CITY OF EDINA SOUTH BRIDGE CONNECTION PEN 4tO/2917 10 2.00 s.00% The CITY of EDINA Centennial Lakes Park Pedestrian Bridge Replacement The CITY of EDINA Bridge Replacement History •TDKA bridge evaluation in 2013. Major repairs recommended. •Concept Design Study in 2015 by AECOM. •Bridge Replacement approved for 2017 Centennial Lakes CIP at an anticipated cost of $720,000. Financed by Park Dedication funds. •February 2017, Kimley-Horn awarded contract for design and Engineering services. www.EdinaMN.gov 2 The CITY of EDINA www.EdinaMN.gov 3 The CITY of EDINA •Meet building codes. •Maintain or increase pedestrian capacity of bridges and approaches. •Accommodate maintenance needs. •Visually appealing. •Cost. www.EdinaMN.gov 4 Design Parameters The CITY of EDINA •Steel Arch Design. Lowest cost option; minimal disruption to park activities; minimal LT maintenance costs. •16’ wide in center. •Chilton stone on facing. •LED lighting. •Railings and walkway to match existing. Proposed Design www.EdinaMN.gov 5 The CITY of EDINA North Bridge Connection www.EdinaMN.gov 6 The CITY of EDINA South Bridge Connection www.EdinaMN.gov 7 The CITY of EDINA Project Schedule •90% Construction Documents: May 5, 2017 •City Review comments: May 15, 2017 •Final Construction Documents: May 26, 2017 •Bidding Period: June 2017 •Begin Construction: September 12, 2017 •Complete Bridge & Hardscape: December 1, 2017 •Complete Landscape Restoration: May 25, 2018 www.EdinaMN.gov 8 The CITY of EDINA Questions & Comments www.EdinaMN.gov 9 Date: May 2, 2017 Agenda Item #: VII.G. To:Mayor and City Council Item Type: Report / Recommendation From:Debra A. Mangen, City Clerk Item Activity: Subject:Resolution No. 2017-45: Accepting Various Grants & Donations Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Motion adopting Resolution No. 2017-45. INTRODUCTION: In order to comply with State Statutes, all donations to the City must be adopted by a resolution approved by four favorable votes of the Council accepting the donation. I have prepared the attached resolution detailing the various donors, their gifts and the departments receiving donations for your consideration. ATTACHMENTS: Description Resolution No. 2017-45 Donations RESOLUTION NO. 2017-45 ACCEPTING DONATIONS ON BEHALF OF THE CITY OF EDINA WHEREAS, Minnesota Statute 465.03 allows cities to accept grants and donations of real or personal property for the benefit of its citizens; WHEREAS, said donations must be accepted via a resolution of the Council adopted by a two thirds majority of its members. NOW, THEREFORE, BE IT RESOLVED, that the Edina City Council accepts with sincere appreciation the following listed grants and donations on behalf of its citizens. Parks & Recreation Department Edina High School & Edina Baseball Assn. $15,000.00 Garden Park Scoreboard Installation Police Department South Metro K-9 Foundation $792.00 Portable Dog Kennel Dated: May 2, 2017 Attest: Debra A. Mangen, City Clerk James B. Hovland, Mayor STATE OF MINNESOTA) COUNTY OF HENNEPIN) SS CITY OF EDINA ) CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina do hereby certify that the attached and foregoing Resolution was duly adopted by the Edina City Council at its Regular Meeting of May 2, 2017, and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this ______________ day of ___________________, ____________. City Clerk Date: May 2, 2017 Agenda Item #: VIII.A. To:Mayor and City Council Item Type: Advisory Communication From:Debra A. Mangen, City Clerk Item Activity: Subject:Petition: Rename Link Road to Eden Avenue Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Motion to receive the petition and send it to Engineering for processing. INTRODUCTION: Several residents singed a petition requesting that Link Road be re-named Eden Avenue and that the segment of Eden Avenue running in front of the Library be re-named Sherwood Road. Typically when a petition is received the Council refers it to Engineering for processing. ATTACHMENTS: Description Petition: Rename Link Road to Eden Avenue City of Edina, Minnesota CITY COUNCIL 4801 West 50"' Street • Edina, Minnesota 55424 (952) 927-8861 • (952) 927-7645 FAX • (612) 927-5461 TDD PETITION TO THE CITY COUNCIL SIDEWALK El ALLEY PAVING ri STORM SEWER El SANITARY SEWER El CURB AND GUTTER ONLY 0 PERMANENT STREET SURFACING WITH CURB AND GUTTER To the Mayor and City Council: q WATER MAIN II STREET LIGHTING OTHER: Re-name Link Road, change it to Eden Ave. Change Eden Ave in front of library to Sherwood Rd. The persons who have signed this petition ask the City Council to consider the improvements listed above to the locations listed below. Extend Eden Ave to Vernon Ave 5, then extend Sherwood Rd to Eden Ave. between and LOCATION OF IMPROVEMENT BY STREET NAME ADDRESS ADDRESS LOCATION OF IMPROVEMENT BY STREET NAME ADDRESS between LOCATION OF IMPROVEMENT BY STREET NAME between between and and and ADDRESS ADDRESS ADDRESS LOCATION OF IMPROVEMENT BY STREET NAME ADDRESS ADDRESS IMPORTANT NOTE: THE PERSONS WHO HAVE SIGNED THIS PETITION UNDERSTAND THAT THE CITY COUNCIL MAY ASSESS THE COSTS OF THESE IMPROVEMENTS AGAINST THE PROPERTIES BENEFITING FROM THE IMPROVEMENTS IN AMOUNTS DETERMINED BY THE COUNCIL AS AUTHORIZED BY CHAPTER 429, MINNESOTA STATUTES. PROPERTY OWNER'S SIGNATURE OWNER'S NAME (PRINTED) PROPERTY ADDRESS (PRINTED) kft-piLsi AJ `%',1\ (QM .-*()er This petition was cil'eulated by: Bruce Kieffer 5L0g 6-1_47tituatk_ 5 9 o5 4et., Weft/7k, C)-\'' 5`(12, \c--111.4)O0 (6 at. 2-Za g P-4746,4)c,r/( AME / 5404 Edenmoor Street, Edina, MN 55436 612-819-9615 ADDRESS PHONE There is space for more signatures on the back. APRIL 2008 PROPERTY OWNER'S SIGNATURE OWNER'S NAME (PRINTED) cAa.1&/ jerLir4 s_546,5 )et.ct 65,h _Ske r r eab001) This petition was circulated by: Bruce Kieffer PROPERTY ADDRESS (PRINTED) 5-c25 32 1 C ('('%)04',"° R. 52-56 e.wpit,-)00-D r 3A i<01 6,9)3a Fer\000r 52-2 ti R-4tAigiP 622-1) P4t-ktda)d__16,--. The Minnesota Data Practices Act requires that we inform you of your rights about the private data we are requesting on this form. Under the law, your telephone number is private data. This petition when submitted will become public information. There is no consequence for refusing to supply this information. You may attach extra pages with signatures. APRIL 2008 5404 Edenmoor Street, Edina, MN 55436 ADDRESS 612-819-9615 PHONE Geo" NAME near Highlands — Minneapolis 2nd.' •21/ ;.Y 0 1,11 W:53 - perAmerica Edina Literary Chi;' en 9 ler aciien lllr:t Apts tltrla Family Physician Pineo octTrl 125 250 375 feet 1 of 1 Date: May 2, 2017 Agenda Item #: VIII.B. To:Mayor and City Council Item Type: Advisory Communication From:Sulekha Mohamed, Executive Assistant Item Activity: Subject:Correspondence CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: Attached is the correspondence received since the last City Council meeting. ATTACHMENTS: Description 2017-05-02.1 Correspondence 2017-05-02.2 Correspondence 2017-05-02.3 Correspondence From:Sheri Rosen To:Edina Mail Subject:Edina and Tobacco 21 Date:Tuesday, April 18, 2017 2:49:50 PM Good afternoon, esteemed City Council members! My name is Sheri Rosen. I'm a 4 year Edina resident and parent to two young children, ages 6 and 3. I recently learned about the Tobacco 21 initiative and I am thrilled that Edina will be onthe forefront of such an important public health issue. Keeping our young adults from having easy access to cigarettes/nicotine products and making it harder for them to become earlysmokers is an opportunity we should not pass up. Please know that the support of this community is behind Tobacco 21! Thank you very much,Sheri From:Skip Murray To:Edina Mail Subject:Why I oppose Tobacco 21 Date:Tuesday, April 18, 2017 3:02:03 PM Dear Mayor and members of the Edina City Council, I oppose a tobacco 21 ordinance for several reasons... 1) An adult is an adult. If they are old enough to go to war, vote, serve on a jury, get a sex change operation, sign contracts, be sentenced to life in prison, buy a home, and consent to major surgery, they are old enough to choose what to do with their bodies. 2) I do not believe that changing the age will stop those who choose to make the bad decision to smoke from smoking. Binge drinking by under age students is a huge problem in the USA. And changing the legal age to drink has driven UP the number of drunk driving offenses in the 21-24 age group. Minnesota is already rated FIFTH in the nation for the number of smuggled cigarettes brought into the state and I'm sure those who choose to break the law won't mind buying illegal products in order to smoke. They can also get cigarettes online or just drive across Edina's border to purchase legally in another community. 3) I believe that those who break the law should be held responsible for their actions, so I do not believe it is correct to only hold retails stores responsible for selling tobacco products to anyone under age. I believe that those who GIVE or SELL on a street corner tobacco products to kids should also be responsible AND I believe if the kids are going to break the law, there should be a fitting sentence to discourage them from breaking it again. I believe that we are making a huge mistake not to hold people RESPONSIBLE for their own actions. I'm sure you do not want to make a bunch of 18-21 yearolds have a police record for breaking a law for something that is legal anywhere else in MN. 4) I oppose this ordinance because it also includes vapor technology (e-cigs), which contains NO TOBACCO. The Royal College of Physicians have proven that vapor products are 95% safer than combustible tobacco products and the United Kingdom is now using vaping technology in it's arsenal of Tobacco Harm Reduction programs to help people quit smoking. I don't want to see a 19 year old who is already addicted to cigarettes have to wait until they are 21 to use this life saving technology to help them quit smoking. Would you wish anyone to do additional harm to themselves for 1-3 years before they can have access to the method that just might help them quit smoking? It's important to remember, vaping is NOT smoking and has no tobacco in it. It's the tar in cigarettes that kill people and the thousands of chemicals. It is not the nicotine that kills or causes cancer. According to a paper recently published by Dhaval Dave, an economics professor at Bentley University, Bo Feng, a doctoral student at Georgia State University, and Michael Pesko, a health economist and assistant professor of health-care policy and research at Weill Cornell Medical College, stricter laws on e-cigs (vapor technology) is actually pushing MORE young people to smoking, because it is easier and cheaper for minors to get their hands on combustible cigarettes. So, by including vapor technology in this ordinance, you will actually be hurting what you are trying to accomplish, and that is less young people smoking! E-cigarette laws make more young people smoke actual cigarettes 3 years ago, my youngest son almost died when he had a heart attack at the age of 29. He was completely healthy with no family history of heart disease. He had 3 clogged arteries in his heart. The doctor said it was caused from smoking. I am fully aware that smoking kills. Even after being airlifted to another town and having stents put in his heart, he could not quit smoking. Then he tried vapor technology and hasn't had a cigarette since. His cardiologist is thrilled that he vapes instead of smokes. For this reason, I firmly believe that vapor technology saves lives! 5) It simply isn't true that people under the age of 18 don't know people who are 21 and older. If you're going to break the law at 18-21 and buy for a minor, you're going to break the law at 21 or older and still do it. Before you tell me that people over 21 don't break the law, I invite you to take a trip down any Highway and count the number of people who are breaking the law and speeding. Lots of young people have jobs and they work with and make friends with adults of many different ages. We live in an electronic world and young people get to know people of all ages and walks of life via social media. Our modern society is no longer tied to a group of "peers" who are only our age. We now get to know people of many ages, races, etc. It is the way of modern society. 6) We are ALREADY doing something right. The rates of teenagers smoking has dropped drastically. Educating them and encouraging a healthier lifestyle is already working. Smoking rates of ALL ages has dropped. I do not believe that we should single out a few adults and treat them like second class citizens and say they aren't yet capable of making choices about their own life. If they aren't capable, then the legal age for everything should be 21. There are more adults 18+ who DO NOT PROVIDE tobacco products for minors and I don't believe they should have their FREEDOM of choice removed from them because some break the law and buy for minors. Let's go back to our driving analogy. Some people speed or drive drunk. People are hurt and killed everyday in MN traffic accidents. Because some people break the law in cars, should we all be banned from driving? Just think, if no one drove, my oldest son wouldn't have been killed by a drunk driver in 1997. I request this letter to be submitted to all members of the Edina City Council and to the Mayor as part of tonight's discussion on the Tobacco 21 ordinance. I just learned of the meeting and if I had known about it earlier, I would have drove down and spoke in person. Thank-you for your time, Kim Murray age 58 (proud great-grandma!) Former resident of Edina and St. Louis Park Currently residing at: 8807 Gwynn Ln Brainerd, MN 56401 218-232-1345 E-cigarette laws make more young people smoke actual cigarettes By Alessandra Malito Restricting e-cigarette use has led more youths to smoke traditional cigarettes. From:Skip Murray To:Edina Mail Subject:Vote NO on Tobacco 21 ordinance please Date:Tuesday, April 18, 2017 3:13:44 PM Dear Edina City Counci, After watching Tobacco Control laws implemented across the nation for the last 4 years I feel compelled to share what I have learned. This should be sent to or read by every lawmakerin the country. The term Tobacco Harm Reduction (THR) is a public health strategy to lower the health risks to individuals and wider society associated with using tobacco products. Havingestablished what THR is, let’s dispel the following misconceptions about the most successful THR method in history, vaping. The Royal College of Physicians (RCP) in the UK reportedthat vaping is AT LEAST 95% LESS HARMFUL than smoking cigarettes (Nicotine without Smoke, 2016). So why are we seeing these Health Organizations denying vaping its properplace in THR? Keep reading to find out why. We often hear that ‘Big Tobacco’ has a new way to addict the youth with vaping. This could not be further from the truth! I personally have never worked for Big Tobacco unless youcount the 31 years I smoked destroying my lungs and quality of life. The same can be said for so many others that just want the truth to be told. They have been able to QUIT smoking usingvaping, plain and simple. However, the industry is under constant attack by ‘Health Organizations’ as being the same as tobacco. Why? The ultimate goal of the ‘Health Organizations’ is to create regulation and governmentcontrol. They do it with a method that was used first in the oil industry. Distract and deny any factual debate and move on with their rhetoric to keep the perceived reality in their favor.With the advent of vaping, we have seen a direct correlation of a reduction in smoking with the same increase in vaping (Worstall, 2014). Coincidence? I think not but the ‘HealthOrganizations’ will not admit that, ever. Instead, they will pull the ‘Save the Children’ mantra and skew the data to suit their needs for continued existence. Oh, did I forget to tell you thatthe majority of funding for these organizations comes from Big Pharmaceutical industry players? You see the pharmaceutical industry stands to lose billions of dollars in revenuebecause of vaping. Think about that for a minute; could we all be seeing their own greed being played out on a world stage as if they are actually interested in Public Health? Now we willlook at some of their ‘Health Organization’ tactics to prove my point: Save the Children- A commonly used phrase that pulls at the very fiber of every elected official in the country. It works so they always use this one. Keep in mind that NOBODYwants kids to start smoking especially those that vape because we had to overcome that addiction and we finally found a way to do it successfully, without the high failure rates of theBig Pharmaceutical companies Nicotine Replacement Therapy via patches and gum, etc. (Barbeau et al, 2013). Does this mean we don’t like children? No, many of us are parents too.We want nothing more than our children’s health and safety. Flavors are attracting children to start vaping- Another intentionally misguiding statement. As a former smoker, I cannot stand the smell of cigarettes and simply cannot quit smokingwith anything that even remotely smells the same. The flavors are not for children, they are for the adult smokers that have the same repulsion to tobacco as I do. The ‘Health Organizations’will continue to use this as a means to ban vaping anywhere they can to accomplish the first bullet point (see above). The shills will proclaim that flavors are only for the children. I am notaware that flavors are meaningless to adults and this seems to be a stretch of the imagination. The vast majority of vapers quit tobacco using flavored e-liquids (CASAA, 2016) We must raise the age to buy tobacco to 21- This is not only a bad idea, is has been proventhat kids start smoking at an average age of 13 (IDPH, 2016). The claims of a 12% decrease are coming from sales statistics. In fact, the uptake of new smokers is most commonlyformed from illegally obtaining tobacco products from friends or family. How will any government enforce this? We also must think about why we are taking away an adults rightto choose a basic freedom of choice. Where do we draw the line? Vaping contains toxic chemicals- This is actually a true statement but we must look at the data to see what’s really being conveyed. ‘The poison is in the dose’ applies here. The amountof toxins in vaping are so minimal that they will NOT harm the user nor any bystanders. Even our exhaled breath contains toxins but we don’t expect everyone to stop breathing around eachother because there is no harm based on the concentrations (Farsalinos, et al, 2015). The studies actually found ONLY trace amounts in the vapor. This misconception is used widelyto ban vaping indoors, in public places, and to keep the conversation going the way that the ‘Health Organizations’ want it to.Teens that never would have smoked are using vapor products- This is coming from the CDC report that surveyed teens and INCLUDED anyone who experimented with vaping once as aregular user (CDC.gov, 2013). The survey clearly indicates that they included teens that experimented with vaping as ‘regular users’. I don’t think I need to elaborate on that pointmuch more because it is obviously skewed information just like the ‘toxic chemical’ claims. Nicotine Addiction- Here is the long term scare tactic. Nicotine addiction is also false. Here is a report on just how ‘addictive’ nicotine really is without the smoke and KNOWN toxinsfound in combustible cigarettes (Satel, 2015). Nicotine by itself is a stimulant but you would not hear this fact from any of the ‘Health Organizations’ or Tobacco Control ‘experts’. Thevaping industry does NOT want teens or children with developing brains to use nicotine but we DO want adults to have the chance to reduce the harm of tobacco use.Vaping is a ‘Gateway’ to Tobacco use- There is also much research on this subject that the uptake from vaping to tobacco is miniscule and hardly an epidemic for public health(Farsalinos, 2017). At a rate of .2%, we can hardly use this claim as anything but sensationalism at best. I can go on and on with these points to prove they are absolutely untrue and deceptive andprove it with facts. Given the opportunity to cross-examine ANY of these ‘Health Organizations’ or Tobacco Control ‘experts’ would reveal that I stand with the truth whilethey simply do not. It is unfortunate that they refuse to have an open and public discussion with any of us that disagree with them because they will be exposed. So back to my original point of government regulation; As I have mentioned before, TobaccoControl Groups and Health Organizations funding comes from the pharmaceutical industry so if they want it to continue, they need a new ‘bad guy’ and vaping is it! They are very awarethat over 11 million American adults have quit smoking using vapor products. That success rate is higher than any other NRT on the market combined as presented in many of the studiesprovided in this statement. It is obvious that they know their revenue streams from dying smokers is threatened and they will even risk the health of the public to secure said revenue.That can only be accomplished by changing the perception of vaping to being as bad as smoking and to regulate it. This may seem far-fetched but you cannot deny how well it allcomes together because it is the truth. Nicotine and tobacco are not one and the same. It is time we start allowing the discussion to be fact-based instead of rhetoric filled scare-tactics. I am not paid by any tobacco companies nor have I ever been affiliated with the tobaccoindustry. I am an ex-smoker. Sincerely, Mark L. Murray8807 Gwynn Ln Brainerd, MN 56401 References Barbeau, A. M., Burda, J., & Siegel, M. (2013). Perceived efficacy of e-cigarettes versusnicotine replacement therapy among successful e-cigarette users: a qualitative approach. Retrieved April 18, 2017, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3599549/ CASAA (2016). Large Survey Finds E-Cigarettes Do Help Smokers Quit. Retrieved April 18,2017, from http://vaperanks.com/large-survey-finds-e-cigarettes-do-help-smokers-quit/ CDC.gov Tobacco Product Use Among Middle and High School Students — United States, 2011 and 2012. (2013, November 15). Retrieved April 18, 2017, fromhttps://www.cdc.gov/mmwr/preview/mmwrhtml/mm6245a2.htm Farsalinos, K. E., Gillman, I. G., Melvin, M. S., Paolantonio, A. R., Gardow, W. J., Humphries, K. E., . . . Voudris, V. (2015, March 24). Nicotine levels and presence of selectedtobacco-derived toxins in tobacco flavoured electronic cigarette refill liquids. Retrieved April 18, 2017, from https://www.ncbi.nlm.nih.gov/pubmed/25811768 Farsalinos KE, Poulas K, Voudris V, Le Houezec J. Intern Emerg Med. (2017 Mar 4). doi:10.1007/s11739-017-1643-7. [Epub ahead of print] PMID: 28260221 Nicotine without smoke: Tobacco harm reduction. (2016, November 01). Retrieved April 18,2017, from https://www.rcplondon.ac.uk/projects/outputs/nicotine-without-smoke-tobacco- harm-reduction-0 Satel, S. (2015, June 23). Nicotine itself isn’t the real villain. Retrieved April 18, 2017, fromhttps://www.aei.org/publication/nicotine-itself-isnt-the-real-villain/ Worstall, T. (2014, December 16). Excellent News As E-Cigarette, Or Vaping, Use Rises. Retrieved April 18, 2017, fromhttps://www.forbes.com/sites/timworstall/2014/12/16/excellent-news-as-e-cigarette-or-vaping- use-rises/#742d0f7c2698 (IDPH, 2016). Illinois Department of Public Health: Smoking. Retrieved April 18, 2017, fromhttp://www.idph.state.il.us/public/hb/hbsmoke.htm From:npedrelli@alum.mit.edu To:Edina Mail Subject:City Council - Market Street development proposal Date:Tuesday, April 18, 2017 3:44:28 PM Dear Council members, As an owner of 4528 France Ave in Edina, I would like to support the proposed project byEdina Market St. Development LLC. I know the proponents professionally as well as personally and know they will deliver aquality project for the City. Best regards, -- Nino Pedrelli, PhD Principal State Street Realty Advisors, LLC Check out our new website:www.statestreetrealtyadvisorsllc.com Cell: 612.325.8838 From:tmetsei@cs.com To:James Hovland; Scott H. Neal; Edina Mail Cc:MMicheleost@gmail.com Subject:Edina Collaborative redevelopment Date:Tuesday, April 18, 2017 3:53:16 PM Members of the Edina City Council: My name is Michael Traeger. My wife Michele and I have been residents of the Knolls neighborhood of SW Edina since 1987. We are emailing to voice our support for Edina Collaborative as the preferred development partner with the City of Edina on the redevelopment of 49 1/2 Street at 50th & France. We have reviewed the redevelopment proposal described on the Edina Collaborative web site as well as recent news articles. In addition, we are familiar with Peter Deanovic, a founding principal at Buhl Investors. The redevelopment plans envisioned by the Edina Collaborative address key concerns many locals have had about this area such adequate parking, enhanced retail and common areas, and pedestrian friendly atmosphere. The combined expertise and vision of Edina Collaborative partners Buhl Investors and Saturday Properties we believe is aligned with the long term development goals of Edina Vision 20/20, the City's strategic plan. We appreciate how 50th & France has evolved into a distinctive downtown area that we enjoy on a regular basis. We are confident the redevelopment of 49 1/2 led by the Edina Collaborative will build on this momentum and make 'downtown Edina' a truly great shopping and entertainment asset to the City of Edina. Thank you for your consideration of our input and opinions. Regards, Mike and Michele Traeger 7105 Antrim Court Edina From:paul harmon To:James Hovland Cc:Scott H. Neal; Edina Mail Subject:Edina Collaborative - 50th & France redevelopment Date:Tuesday, April 18, 2017 4:13:15 PM Mr, Mayor, Council & City Manager, I’d like to state my support for the approval of the Edina Collaborative - 50th & France redevelopment. As an Edina resident and commercial real estate investor and manager, I see this project as a very positive cohesive upgrade and renovation of an underutilized section of our City. The fit and proximity of the project will enhance the pedestrian friendly core retail and residential area of Edina. In addition, I am familiar with the design and construction process undertaken by Buhl Investors in other commercial projects and know that the quality and responsibility of redevelopment work will be very high. Thank you for your consideration, Paul Harmon 5304 Glengarry Pkwy Edina, MN 55436 From:Annie O"Neill To:Edina Mail Subject:Please vote in favor of Tobacco 21 tonight! Date:Tuesday, April 18, 2017 4:15:16 PM Hello City Council members, Thank you for all you do for our great city! I am writing tonight to ask you to please vote in favor of passing Tobacco 21 to increase the age to buy tobacco & nicotine products in Edinato 21 years old. I'm sure you have seen the research and understand that tobacco companies target youth age 18-21 in order to try to get them hooked early on tobacco products. I'm sureyou've also seen the research that indicates that increasing the legal age to buy tobacco products would have a significant impact on reducing nicotine and tobacco use by those age15-17 as well. You have an opportunity to be a leader in the state and country by making this important change. Thank you for voting to keep our teens safer and to reduce tobacco and nicotine use inour state and city! Best regards, Annie O'Neill 3537 W Fuller St Edina From:Peggy Halvorson To:Edina Mail Subject:Van Valkenburg Playground request Date:Tuesday, April 18, 2017 4:19:40 PM Dear City Council, Thank you for listening to me last week at the City Council meeting as I presented the petition that I had been working on for the month of March regarding my neighborhoods desire to have a playground for our children. I discovered, on my printer/copier yesterday, a page of the petition that I left there when making a copy of the pages for myself. I will mail this page to Debra Mangen this afternoon. If there is any thing else that I can do to make a playground for Van Valkenburg a reality, I would be interested to hear about it. Regards, Peggy Halvorson RN 952-270-6620 Smile Network International Board of Directors Smile Network International Gala Co Chair 2016 and 2017 International Medical Volunteer, Smile Network International “Be the Change” From:Andrea Banks To:Edina Mail Subject:April 18th Agenda. 50th and France Development. Date:Tuesday, April 18, 2017 4:54:44 PM Dear City Council, This message is a bit lengthy because I think it’s important. Your leadership and vision is equally important. You and a few others on the city council will vote on the 50th and France multi-use development soon. The gravity of this vote, and the legacy of our community depends on your guidance. I believe it’s important to get this development right. That being said, I believe, as many others do, that six-stories is too high to keep the charm of our town. The cap on height was put in place by members of the same council to help the future members make decisions. Remember, we are the “Village of Edina.” If we wanted a concrete city feel next to our Country Club, Morningside, and lovely Arden neighborhoods, we’d move to Southdale. My family has been fortunate to live in many towns and cities over the last 40 years. We have seen some great urban planning. For example, our former home of Portland, OR, has some of the best urban planning I’ve ever seen. The development there, albeit slow, was purposeful, thoughtful, and continues to be amazing! In return, the businesses and residents are reaping the benefits. Edina is an amazing place to live too, so I want us to get the development right. Even if it takes 10 years to make it right. Cities customarily allow developers to build higher in exchange for some public open space at the street level. The idea is that these open areas will give a lovely gathering space for its citizens, providing fresh air, sunlight and greenery. But sometimes, it doesn’t work, and the feeling is a concrete postage stamp at the bottom of a shadowy well, or wind tunnel. This common mistake has a name— the deep well or urban shadow. No matter how well-intentioned the plans might be, people will not congregate in areas where the building scale is too large for the human scale. Where the sky is diminished, and the horizon disappears, humans naturally avoid those areas. Too often, people who design and construct buildings and parks don’t worry about whether they will work properly or what will they cost to run. Once the project is complete, they can move on to the next job. But the public has to live with badly built, poorly designed buildings and spaces; and taxpayers often have to foot the bill for putting them right again.We need your leadership to ensure that we get value for our money. Let’s recognize the value of good design. The economic appraisal process must take in account the whole-life costs of a building project. It must see the risk of high long-term costs and poor performance from buildings and places that are badly designed. I beg our city government to stand against poorly designed streets and public spaces, as we have done in the past. We don’t want bad design to be our legacy for Edina.The buildings being constructed now will shape the way our towns and cities function over the next 50 years. Again, six stories is too high for 50th and France. There are many articles, books and readings that support this fact. Let’s do more research; if we hoisted a 6 foot tarp by cranes at the locations of the new buildings as an example of what is coming, I guarantee there would be a public outcry of this design. I honestly think that aspects of the Buhl Investors design can work, but scrapping our existing height restriction is a bad idea. Because I care warm regards, Andrea Banks 5100 Juanita Ave Edina, MN 55424 612-816-7291 andibanks@gmail.com From:Mertyce Mrvos To:Edina Mail; James Hovland; Mike Fischer; Mary Brindle (Comcast); Kevin Staunton; Robert Stewart Subject:Vote NO to Marketplace Development Date:Tuesday, April 18, 2017 6:01:51 PM Mayor Hovland and members of the Edina City Council, Please vote no. How can we possibly add more to an already densely-built area? This proposed development will ruin the aesthetic and experience of 50th & France by adding morepeople, more traffic and a building too large for the space. Please maintain the integrity of this gem in our city. Thank you for your consideration,Mertyce Mrvos 5004 Bruce Avenue From:Carol Kast To:Edina Mail Subject:Opposition to the building being proposed in the parking lot behind Coconut Thai Date:Tuesday, April 18, 2017 8:26:01 PM Dear Mayor and Council Members— My husband Stuart Adler and I urge you to vote no regarding the building proposed that is being debated tonight at the City Council meeting. The reasons for our urging you to vote no are listed below. Our major objections are first of all setting a bad precedent regarding the special exemptions giving to this project, PRIMARILY THE ZONING LAWS and the disregard for the environment that is 50th and France. We live in Country Club and WE HAVE TO ADHERE TO ALL THE ZONING AND HISTORICAL PRESERVATION rules and guidelines….You are losing credibility and trust with the taxpayers of the city. WHY $22 million in PUBLIC FINANCING!?!?!?! Please address this Someone in response to this email. Thank You, Carol Kast and Stuart Adler 4610 Casco Avenue 1) Too tall. Asking for variance to ordnance from 43 feet/4 stories to 75 feet/6 stories. That’s 50% taller than the code or any other building in the area. 2) Too dense. Asking for variance up to 110 apartment units (that’s 5x size of Henley Condos or 14x Edenderry Apartments). Result is more intense traffic as ±200 cars every day join the parade on 50th. 3) Too much public funds. Plan includes $22mm of public financing, a quarter of the total project. Rationale is public square in middle. No other park in Edina costs or gets anywhere near $22mm. 4) Too long of construction. Expectation is 2½ years of disruption of roads and parking during construction. That’s a death sentence for existing entrepreneurs who will lose customers. Proposal is to “re-accommodate them” with shuttle service . 5) Bad Precedent and Premature. This variation from the City’s Comprehensive Plan isn’t itself comprehensive. It doesn’t consider what will happen if/when Walgreens, Lunds, and Post Office renovate – do they get same density and height? What does that do to the delicate balance of the neighborhood? 6) Bad RFP/Bidding Process. City Dept. of Econ. Dev. requested proposals for redevelopment of the site that clearly stated respondents should adhere to zoning laws. There were 4 formal respondents, narrowed to 1 for negotiations with City Staffers. RFP did not invite all rules to be broken plus $22mm of public financing, but somehow via negotiations this is the “best idea” for the site. 7) Bad timing in market cycle. All private sector investors without public financing are retreating from new apartment construction. Expectation is vacancies, concessions and plummeting rents. BTW, There is no waiting list at apartments on 49th behind Walgreens nor at Edenderry on 50th. 8) Not fair to all existing investors and homeowners who made their premium investment decisions in reliance upon the integrity of local zoning laws and expect all future investors to do the same. From:Jim Stromberg To:Edina Mail Subject:Market Street Date:Wednesday, April 19, 2017 10:41:07 AM Members of Council and Mayor: I have a couple of comments relating to the Market Street renovation andthe meeting of last night (4/18). FIRST (and foremost): Issues like we're facing cannot be easy for you as city leaders. Know that I appreciate the hot-seat that you find yourself inover the redevelopment of the 50th/France District. Last night, you did yourselves proud in listening, monitoring, and discussing the project. Reactions: 1. I think you heard concerns (obviously) from the folks opposed to the project, and I think you addressed many of those concerns during your council comments at the end of the public hearing portion. 2. Those business owners/operators who are afraid of the construction part of the project and what it might mean to their 'bottom-line' need reassurance that the city and developers will do whatever is possible to help them through the construction. I DO think that the point needs to besaid again and again that the project WILL bring more to their bottom line, once completed. Getting there will be the trial, but working together, it will help, not hurt the established merchants. 3. Although I was adamantly opposed to the 6-story height, I have beenconvinced that there has to be a 'bottom-line' for the developers too. As much a public service this project is pointed out to be, it also has to have a financial plus to it for the developers to make the project move forward. We ALL know what Market Street looks like now. They have a vision, nowbeing shared with all of us, of what it can be. Moving the tallest part of the project to the middle, and doing some architectural 'tricks' to the 'look', make it much easier for me to get on board. 4. I was happy to hear Council acknowledge that they have aresponsibility to the 'space' on the north side of the north parking ramp. Iknow that's a huge concern of my neighbors living of the south side of 49th Street, whose property butts up against the ramp. If the city DOES take some responsibility for the maintenance of the 'buffering' that getsput into place, they'll be a much happier part of the District. 5. Parking during construction will be an issue for sure. But I'm glad that both the developers and the city plan on meeting that head-on. Will everyone be happy during construction? No, but working together, theDistrict will be a better place when done. 6. Traffic! We'll never solve completely, the traffic concerns that folks have. There will be more. And our streets are not sufficient to handle all the cars that make their way through the District NOW. So, it's certain to get more congested. I don't see a way to make that go away. France and50th Street will always be the main gateway into and out of the business area. The challenge, I believe, is the 'cut-through', or the folks that try and detour through the residential part of the District. I've come to believe that we'll always fight that. So ... what do we do? I live on 49th,and my main concern is NOT the sheer number of cars coming down the street (that's manageable), but the speed that they come down the street. 49th is NOT a level street between France and Maple - there's a hill to go up and go down. It's a narrow street. I made the mistake once of parkingfor a short time on the street while work was being done by a contractor in my house. Within an hour of my parking there, it was struck by a car going WAY too fast for what the street can safely handle. I've heard many concerns by my neighbors on 49th and Maple about the speed factor. While we may struggle with HOW to limit the number of vehicles that use us as a shortcut, we CAN limit their speed. I know folks hate speed bumps, but there's two kinds of them: (a) the small 6" sharp bumps mostly associated with parking lots, and (b) the larger ramp-type likethose used between 46th and 50th on Stevens Ave, on the west side of 35W. The larger ramp-type do a great job of slowing traffic, and the snowplow operators like them WAY better because of the more gradual slope to them. Let's have our traffic people look at the possibility of usingthese to 'calm' the speed of those who insist on using our nearby streets in the District to avoid the lines of traffic on 50th and France. Thank you for taking the time to always get through my missives. Iappreciate the work you are doing in attempting to work with all the different concerns people have over the project. Bless you for your patience, for your diligence, and for your service. You are 'good-people'!! Jim Stromberg3930 W. 49th St. From:Anne J Hinrichs To:Edina Mail Subject:Tobacco21 Date:Wednesday, April 19, 2017 7:05:49 PM Hello Council Members! I don’t know about you but I’m honestly a bit wiped out after the marathon session last night. Wow! You people are champs to stay focused for hours on end. THANK YOU for the important role you play in our city and for taking it very seriously, even after midnight! And without a smoke break! (Ha ha… that’s a little tobacco joke). Seriously though, THANKS for all the positive comments about moving toward passing the Tobacco21 ordinance in Edina! I know it is not done yet, and that you will very likely be hearing from opponents between now and May 2. I heard lots of cheers today as I ran my errands around Edina. People are happy and proud that we are leading the way and most of all – THAT WE ARE LOOKING OUT FOR OUR YOUNG PEOPLE! Everyone knows someone who has died of a smoking- related health issue, lived in a home with a smoker, etc. People want to see this pass! No one would choose addiction – and yet that is exactly what tobacco companies are trying to do! Get our young people addicted early – when their brains are perfectly ripe for it! It sickens me that getting teens hooked is a key part of the tobacco companies’ business model. Like many businesses, they are primarily concerned about profit – plain and simple. And our local tobacco retailers are certainly concerned about profits too. I get that. They might lose a little if we cut out 2% of their tobacco sales but no one will be going out of business. Not Cub foods, not Holiday, etc. But it’s a SAD day in Edina if we put retailers ahead of the health of our young people. If my efforts help prevent even one student from taking up this lifelong, unhealthy habit then all the time I’ve spent is worthwhile. I know a big priority for the current City Council is HEALTH. Passing Tobacco21 is the obvious choice if you keep HEALTH front of mind. Thanks for your continued support. I will see you on May 2! Anne Hinrichs 4112 W. 44th St. Edina, MN 55424 952.994.3552 From:Annie Halland To:Edina Mail Cc:Lindsey Fabian; Caleb Schultz MD; Laura Klein Subject:Tobacco 21 support Date:Wednesday, April 19, 2017 9:39:52 PM Attachments:Tobacco-letter-Edina0417.docx Dear Members of the Edina City Council, Please see the attached letter from Minnesota Public Health Association President Lindsey Fabian in support of raising the tobacco purchase age to 21. Sincerely, Annie Halland Co-Chair, Policy & Advocacy CommitteeMinnesota Public Health Association P.O. Box 14709 Minneapolis, MN 55414 April 19, 2017 Members of the Edina City Council 4801 W. 50th St. Edina, MN 55424 Dear Members of the City Council: I am writing on behalf of Minnesota Public Health Association to voice our support for the proposed ordinance that will increase the tobacco sales age to 21. The vision of the Minnesota Public Health Association (MPHA) is to be an active, independent voice for public health and to create a healthier Minnesota. Tobacco has numerous negative health effects including high blood pressure, insulin resistance, cancer, and heart disease. Nicotine is harmful to the developing adolescent brain and use beginning at a young age can lead to a lifelong addiction. Tobacco use is still the leading cause of death and disease in this state. Each year in the Minnesota, more than 6,000 people die from tobacco-related diseases. An article published in the January/February 2017 issue of Minnesota Medicine looked at the statewide impacts of increasing the tobacco age. It showed that if Minnesota increases the tobacco age, 30,000 young people would not become smokers over the next 15 years. Increasing the age gap between young people and those who can legally buy tobacco will reduce youth access to tobacco and save lives. Thank you for doing everything you can to protect our children, and all people in Edina from the harms of tobacco. Edina will help prevent another generation from becoming lifelong tobacco users. Thank you for your leadership and consideration of this issue. Sincerely, Lindsey Fabian, MPH President, Minnesota Public Health Association president@mpha.net From:Deshler, Ann M To:Edina Mail Subject:Thank you Date:Thursday, April 20, 2017 12:13:51 PM Mayor Hovland and members of the Edina City Council- Thank you for your support to change the tobacco age of sale to 21. I was very impressed with your thoughtful comments following testimony and for taking the time to review the data and educate yourselves on the issue ahead of the meeting. And most of all for putting the health of our youth as the priority. Ann Ann Deshler 6621 Galway Drive Edina, MN 55439 Edina Resident and ACS CAN volunteer 952-212-9805 Ann.M.Deshler@healthpartners.com This e-mail and any files transmitted with it are confidential and areintended solely for the use of the individual or entity to whom they areaddressed. If you are not the intended recipient or the individualresponsible for delivering the e-mail to the intended recipient, please beadvised that you have received this e-mail in error and that any use,dissemination, forwarding, printing, or copying of this e-mail is strictlyprohibited. If you have received this communication in error, please return it to thesender immediately and delete the original message and any copy of it fromyour computer system. If you have any questions concerning this message,please contact the sender. Disclaimer R001.0 From:Cossette, Sandra K To:Edina Mail Subject:T21 Date:Monday, April 24, 2017 8:34:19 AM Dear Edina City Council, I’m writing as myself and others have been watching the T21 movement in Edina and we are hopeful that it will be supported and passed by city council. In our own community, Frazee, we have multiple people championing T21 and hope to pass this spring. If Edina passes it first we will have an even greater argument for why people should support it. Even though Frazee is our first target, we are also talking with Perham and Detroit Lakes and building community awareness, education and engagement. The mayor of Frazee is championing T21 in that community, but also as a regional initiative through the regional mayors council. In short, your success can impact ours and so I truly hope that you support and pass T21 as our children’s lives and health are at stake. Our future generations deserve better. Thank you for your initiative so far in moving forward with this! Sandra Cossette From:Mark Ogren To:Edina Mail Subject:EDINA CITY CODE TOBACCO AMENDMENT Date:Wednesday, April 26, 2017 2:16:33 PM Attachments:Edina City Council Letter.pdf Attached please find a letter related to the proposed amendment to the Edina City Code regarding tobacco. Thank you, Mark J. Ogren President Croix Oil Company P. O. Box 15 Stillwater, MN 55082 (t) 651-439-5755 (f) 651-439-1051 From:Joseph Totten To:Edina Mail Subject:Re: 49-1/2th Street Development questions Date:Wednesday, April 26, 2017 5:37:08 PM (January-2015 was the Traffic Safety Report it was on, item A3) On Wed, Apr 26, 2017 at 3:36 PM, Joseph Totten <jtotten@pdx.edu> wrote: City Councilmembers, I was wondering about the new Market Street development, and wondering if the TrafficImpact Analysis included funding for (or further study of) the RRFB flashers to be added to crossings on the road. I know the Traffic Safety Committee looked at these crosswalks andsaw that the crossings needed further study to confirm how close RRFBs could be placed and not cause confusion and safety issues. This was unable to be done by staff, due to adearth of research and limited staff time, so I would recommend this be added to the Traffic Impact Analysis, and some sort of flasher installed at some of the Market Street crossings. Regards,Joe Totten -- Joseph TottenPortland State UniversityCivil Engineering-Transportationjtotten@pdx.edu, 651-895-3127 -- Joseph TottenPortland State UniversityCivil Engineering-Transportationjtotten@pdx.edu, 651-895-3127 From:J Victorsen To:Edina Mail Subject:T21 Date:Wednesday, April 26, 2017 8:16:39 PM Attachments:20170426 T21 2nd Hearing Letter.pdf JON R. DEMARS VICTORSEN FAX: 952-835 -4498 7213 CORNELIA D RIVE, EDINA, MN 55435-4159 P HONE: 952-835-0772 April 26, 2017 Edina City Council 4801 West 50th Street Edina, Minnesota 55424 RE: T21 Dear City Council Members and Mayor: Being good parents isn’t enough! We speak from experience, when we ask for the community’s support to prevent underage tobacco use. As parents we did everything reasonably possible to keep our children from smoking, and we were successful in two out of our three kids. She started smoking at age 15, while a student at Edina High School. She and her friends found random people to purchase cigarettes for them. She smoked for six years and managed to quit. She is our only child who uses an inhaler for asthma. This is the exact scenario, which Edina’s “T21” Ordinance targets. You don’t get a second chance at adolescent brain development. Brain research indicates nicotine negatively affects the development of the frontal cortex during late adolescence and early adulthood. This is the exact time period which our daughter smoked. We ask that you increase the minimum age to 21 to purchase tobacco products in Edina. Help our community make the statement, “Not here, not yet.” We, as parents, will continue to do our very best to deter our kids from using tobacco. Together, our young people will have a better chance to develop healthy minds! Thank you, Jon DeMars Victorsen From:Juliana Milhofer To:Edina Mail Subject:City Council Meeting (5/2/17): Minnesota Medical Association - Letter of Support - Tobacco 21 Date:Monday, May 01, 2017 4:25:50 PM Attachments:Minnesota Medical Association - Letter of Support - Tobacco 21 - City of Edina - 5.1.17.pdf Dear Mayor Hovland and City Council Members of Edina, Good afternoon. Attached, please find a letter from the Minnesota Medical Association in support of efforts by the City of Edina to raise the minimum legal sale age for tobacco products to 21. This letter is in preparation for the City Council meeting scheduled for Tuesday, May 2, 2017. On behalf of the Minnesota Medical Association, thank you for the opportunity to provide this letter of support, and if there are any questions, please feel free to contact me. Regards, Juliana Milhofer, JD | Policy Analyst Minnesota Medical Association “The voice of medicine in Minnesota since 1853.” jmilhofer@mnmed.org mnmed.org | Twitter @mnmed 612-362-3735 office | 612-396-2980 mobile Confidentiality Notice: The information contained in this message may be privileged, confidential, encrypted and protected fromdisclosure. If you are the intended recipient of an encrypted message and do not have the information necessary to un-encrypt the information, please contact the sender of this email. If the reader of this message is not the intended recipient, or an employee or agentresponsible for delivering this message to the intended recipient, you are hereby notified that any dissemination, distribution, or copyingof this communication is strictly prohibited. If you have received this communication in error, please notify us immediately by replying tothe message and deleting it from your computer. Thank you. May 1, 2017 The City of Edina 4801 W. 50th St. Edina, MN 55424 Dear Mayor Hovland and City Council Members of Edina: I am pleased to provide this letter of support on behalf of the Minnesota Medical Association (MMA) for efforts by the City of Edina to raise the minimum legal sale age for tobacco products to 21. The MMA represents more than 10,000 physicians, medical residents and medical students throughout Minnesota. In our efforts to help make Minnesotans the healthiest in the nation, preventing death and disease caused by tobacco and secondhand smoke has long been an MMA goal. The MMA proudly and actively supported passage of the Freedom to Breathe Act in 2007, and for over two decades, the MMA has had longstanding policy that supports a ban on the sale of tobacco products to individuals under the age of 21. As of April 21, 2017, two states (California and Hawaii) and at least 225 localities in 16 states and the District of Columbia, have raised the minimum legal sale age for tobacco products to 211. Cigarette smoking remains the leading preventable cause of death in the United States2, and the campaign to raise the minimum legal sale age for tobacco products from 18 to 21 years represents a nationwide effort to save our young from a lifetime addiction to tobacco. There are many strategies to reduce the use of tobacco, such as raising taxes on tobacco products, laws to ensure that workplaces and public spaces are smoke-free, and tobacco cessation programs - yet a strategy is needed to ensure that adolescents and young adults do not start to smoke. According to a 2015 report3 by the National Academy of Medicine (formerly known as the Institute of Medicine), raising 1 Campaign for Tobacco Free Kids, States and Localities that Have Raised the Minimum Legal Sale Age for Tobacco Products to 21, available at: https://www.tobaccofreekids.org/content/what_we_do/state_local_issues/sales_21/states_localities_MLSA_21.p df 2 Centers for Disease Control and Prevention (CDC), Health Effects of Smoking, available at: https://www.cdc.gov/tobacco/data_statistics/fact_sheets/health_effects/effects_cig_smoking/ the minimum legal sale age for tobacco products would delay initiation rates of tobacco use by adolescents and lower prevalence in the overall population. In addition, the downstream effects of smoking, tobacco-related disease, would also decrease in proportion to the reduction in tobacco use. On behalf of the MMA, thank you for taking the time to examine whether the minimum legal sale age for tobacco products should be raised to 21 in the City of Edina. The long-term effects of tobacco use on the adolescent brain are a significant public health concern, and we urge the City of Edina to take action that would help delay the onset of tobacco use and help lower overall tobacco use rates. Sincerely, David C. Agerter, MD MMA President 3 National Academy of Medicine, Public Health Implications of Raising the Minimum Age of Legal Access to Tobacco Products, March 2015, available at: http://www.nationalacademies.org/hmd/Reports/2015/TobaccoMinimumAgeReport.aspx From:Marie Sullivan To:Edina Mail Subject:Fred Richards redevelopment Date:Saturday, April 29, 2017 3:29:46 PM Dear City Council Members, As the time approaches to make a decision on the Fred Richards Golf Course redevelopment, there are 3 very important concerns I have as a neighborhood resident of 20 years. Your decision will have a large, permanent impact on the quality of my neighborhood so I ask that you take a few minutes of your time to read and consider my concerns. 1). As I've mentioned before, people who do not live in our neighborhood are probably unaware of the extreme noise level we are subjected to from the concentrated majority of departing flights from MSP airport that fly right over us, as well as the constant loud freeway noise from both highways 494 and 100! Due to this noise pollution we're already having to endure, I feel strongly that the city should act to protect us and our property values from the additional noise pollution that would come from an installation of athletic fields on the Fred Richards property! I plead with you to grant us a more peaceful environment, as was the golf course! 2). Also a major concern is the threat of increased light pollution by the installation of athletic field or other path lighting! There is also the concern that night lighting would have the detrimental affect on our neighborhood of allowing for more noise pollution to extend into the evening hours when we are trying to have our windows open and eat meals outside during our oh so brief summers! I plead with you to not allow evening lighting! I'm also asking you to choose a design that would limit the activity, lighting and noise level generated by any Pentagon Park redevelopments! Unless you live in my neighborhood, you don't realize how sounds echo off the large buildings to the south of the park! The proposed parkway and parking spots along the southern edge of the park would also generate a lot of unpleasant noise! 3). Also a very serious concern is the annoyance, inconvenience, and detriment to our neighborhood caused by cars parking on our streets to access the park from the north. Again I plead with you to prevent this from happening! The entrance to the park from the north should be very small and low key- intended just for residents living close enough to walk or bike there. "No Parking" signs might need to be added! So basically, I'm asking you to please vote on a plan for the park that will treat our neighborhood residents with the respect and consideration we deserve. When contemplating a "community park", the affect on nearby residents must and should hold great importance! Thank you for listening and I sincerely hope you will vote to protect my neighborhood from further noise, light, and parking issues! Please!!! Sincerely, Marie Sullivan 4512 Hibiscus Ave. Sent from my iPhone From:Waldock, Janelle To:Edina Mail Cc:Molly Moilanen Subject:Invitation to T21 press conference Date:Tuesday, May 02, 2017 8:57:01 AM Dear Mayor Hovland and Members of the Edina City Council: Thank you for leading the way as the first city in Minnesota to pass a Tobacco 21 ordinance. We are grateful for your leadership on this important public health issue. Building on the momentum that your leadership has created, this Thursday, we are planning to announce the introduction of a statewide bill at the Capitol. All of you are invited to attend this press event. We hope a number of Edina residents active in advocating for the local policy will attend as well. **Please let me know if you are planning on attending along with your cell phone number so we can contact you with any changes or updates.** Tobacco 21 Press Conference Thursday, May 4, 2017 9:30 a.m. Capitol Press Conference Room Capitol Basement – B971 https://fmd-inquiry.state.mn.us/booking/spaces/press-conference-room-b971 Spokespeople (tentative): Senate Authors – Sen. Nelson, Sen. Ingebrigtsen, Sen. Hayden, Sen. Franzen, Sen. Simonson Minnesotans for a Smoke-Free Generation Co-Chair– Molly Moilanen Medical Professionals – Caleb Schultz, MD (HCMC) and David Agerter, MD (MMA / Mayo) Edina Mayor James Hovland (invited) Thank you, Janelle Waldock and Molly Moilanen Co-Chairs, Minnesotans for a Smoke-Free Generation This email and any files transmitted with it are confidential and intended solely for the use of the individual or entity to whom they are addressed. If you are not the named addressee youmust not disseminate, distribute or copy this e-mail. Please notify the sender immediately by e-mail if you have received this e-mail by mistake and delete this e-mail from your system. Ifyou are not the intended recipient you are notified that disclosing, copying, distributing or taking any action in reliance on the contents of this information is strictly prohibited. From:Heather Coale To:Edina Mail Subject:T21 ordinance Date:Friday, April 28, 2017 10:44:21 AM Hello, Council. I'm writing to you to voice my opposition to raising the age for vaping products to 21. In my opinion, 18-year-olds can join the military and go to war. Eighteen year-olds can be trustedand utilized to protect our nation. The argument that 18 year-olds have access to adult products such as alcohol and tobacco is not only true, but children younger than 18 have access to alcohol and tobacco. It all boilsdown to the criminal adult who presents an opportunity for the youngster to have access to alcohol and tobacco. Raising the legal adult age does nothing to solve any problems. We all remember being youngand 'indestructible'. And every one of us had an older friend or friend's parent who just so happen to have items that weren't good for us. We all lived it. Nothing has changed over theyears. Implementing more restrictive laws will do nothing to stop what is already going on. Youngsters will continue to experiment with substances that are for adults only. It's a fact ofthis society. I truly believe that structure of a child starts at home. Parents need to take personal responsibility to raise their children to be honest and responsible. It is not up to thegovernment to raise our children. There is no excuse for a parent to be a bad parent. Understandably, things happen that are not foreseen. However, with parents taking more of arole instilling good values in their children, the result will be less instances of criminal activity, at ANY age. Thank you for your time. Heather Coale308 Central Ave S New Prague, MN 56071 From:Bown, Meghan To:Edina Mail Subject:Thank you! Date:Friday, April 28, 2017 3:24:10 PM Good afternoon, I would like to thank the City of Edina for recognizing the importance of health! I am so excited that you are choosing to invest in people over industry but passing the first in the state Tobacco 21 ordinaince. Thank you for your leadership and investment in our youth! Meghan Bown Meghan Bown | Coordinator CentraCare Health Foundatione meghan.bown@centracare.comp 320.251.2700, ext. 77527 Crave the Change | Working to build healthy, tobacco-free communities for the next generation. 1406 Sixth Ave. N., St. Cloud, MN 56303-1901 www.CraveTheChange.org Confidentiality Notice: This e-mail and any attachment may contain confidential information that is legally privileged. This information is intended only for the use of the individual orentity named above. The authorized recipient of this information is prohibited from disclosing this information to any other party unless required to do so by law or regulation. If you are notthe intended recipient, you are hereby notified any disclosure, copying, distribution or action taken in reliance on the contents of these documents is strictly prohibited. If you have receivedthis transmission in error, please notify the sender immediately, reply to this transmission, or contact the CentraCare Health Information Systems Network Security staff by calling the ISHelp Desk for assistance at (320) 251-2700 ext. 54540 and delete these documents. Date: May 2, 2017 Agenda Item #: C.1. To:Mayor and City Council Item Type: Minutes From:Joyce Repya, Senior Planner Item Activity: Subject:Minutes: Heritage Preservation Commission, March 14, 2017 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None INTRODUCTION: Attached are the March 14, 2017 Heritage Preservation Commission minutes. ATTACHMENTS: Description Minutes: Heritage Preservation Commission, March 14, 2017 Approved Minutes☒ Approved Date: 4/17/2017 Heritage Preservation Commission March 14, 2017 1 Minutes City Of Edina, Minnesota Heritage Preservation Commission Edina City Hall Tuesday, March 14, 2017 I. Call To Order Chair Birdman called the meeting to order at 7:00 p.m. II. Roll Call Answering roll call were Chair Birdman and members Moore, Sussman, Nymo, Loving, Blake, Ellingson; and student members Puerzer and Nemerov. Absent were members Kelly and Christiaansen. Staff liaison Joyce Repya, Senior Planner was also in attendance. III. Approval Of Meeting Agenda Chair Birdman explained that Jerry Straub, the Planning Commission member serving as the HPC liaison for updating the Comprehensive Plan would like to address the Commission. Motion was made by Moore and seconded by Nymo to add the Comprehensive Plan update to the agenda as item VI. B. (after consideration of the COA request). All voted aye. The motion carried. IV. Approval Of Meeting Minutes Motion was made by Moore and seconded by Nymo to approve the minutes from the January 10, 2017 meeting. All voted aye. The motion carried. V. Community Comment - None VI. Reports/Recommendations A. Certificate of Appropriateness - 4920 Arden Avenue Planner Repya provided details of the proposed plans where the applicant is requesting to replace an existing attached, one-story, single-stall garage that faces West 50th Street with a two-story, two-stall attached garage with living space above. The changes to the home complement its American Colonial Revival style, and are consistent with the goals of the Country Club District’s plan of treatment, thus Ms. Repya recommended approval of the request subject to the plans presented. Approved Minutes☒ Approved Date: 4/17/2017 Heritage Preservation Commission March 14, 2017 2 Following a brief discussion, Motion was made by Moore and seconded by Sussman to approve the Certificate of Appropriateness request subject to the plans presented. All voted aye. The motion carried. B. Comprehensive Plan Update: Jerry Straub, Planning Commission liaison to HPC Planning Commission member Jerry Straub introduced himself and provided an overview of the Comprehensive Plan process currently being led by the Planning Commission. Straub pointed out that the official kick-off of the plan update has been postponed pending the scheduling of some community meetings. He stressed that he looks forward to working with the HPC; encouraging the Commission to share ideas, questions, or concerns once the process is underway. C. 2017 Heritage Award Nominations - Discussion Planner Repya reported that in February it was announced that nominations for the 2017 Edina Heritage Award will be accepted until April 12, 2017. At the April 17th meeting, the HPC will review the submitted nominations and determine the 2017 recipient. A plaque recognizing the winner will be presented by the Mayor& City Council at the May 2nd City Council meeting. Ms. Repya explained that thus far no nominations have been received. She pointed out that typically HPC members take an active role in discussing potential properties for nominations; often actually submitting nominations for consideration. Discussion ensued regarding potential nominations with the Commissioners suggesting that in addition to advertising the request for nominations in the Edina Sun Current newspaper and About Town Spring magazine, perhaps the City could post a request for Heritage Award nominations on the Nextdoor Neighborhood site and provide a link to the nomination form. Planner Repya agreed to check into the potential of posting on the Nextdoor Neighborhood site. D. Name Change from Heritage Preservation “Board” to “Commission” Planner Repya reported that at the February 22nd City Council meeting, the City Council granted first reading to an ordinance amending the Edina City Code concerning Boards and Commissions. The following changes were made: Approved Minutes☒ Approved Date: 4/17/2017 Heritage Preservation Commission March 14, 2017 3 • The name Heritage Preservation Board will be changed to Heritage Preservation Commission. • A board or commission chair may now serve 3 one year terms instead of just 2. • The joint meeting with the City Council will no longer count toward attendance for board and commission members. Ms. Repya concluded that the second reading of the ordinance was granted at the March 7th Council meeting and the Ordinance will go into effect after its publication on March 16, 2017. The commission thanked Ms. Repya for the information. E. Annual Election - Chair & Vice Chair Prior to the election of officers, commission members introduced themselves to the two new members of the Heritage Preservation Commission; Laurie Blake and John Ellingson. Chair - Motion was made by Sussman and seconded by Moore to nominate Michael Birdman for a second term as Chair of the Heritage Preservation Commission. All voted aye. The motion carried. Vice Chair - Motion was made by Birdman and seconded by Sussman to nominate Scott Loving to the position of Vice Chair of the Heritage Preservation Commission. All voted aye. The motion carried. VII. Correspondence And Petitions - None VIII. Chair And Member Comments Moore explained that when working at the Edina Historical Society he uncovered some original 1935 photographs of the 2016 Edina Heritage Award winning home at 5201 Wooddale Avenue. He agreed to share the photos with Planner Repya for the files; and Rehkamp Larson Architects who were co-recipients of the award along with the property owners Doug and Pat Vayda. IX. Staff Comments Planner Repya reported the following: • The annual board and commission chair/liaison meeting will be held on Wednesday, March 29th from 6:30 - 8:00 p.m. Chair Birdman stated that he would be unable to attend - Vice Chair Loving agreed to attend in his stead. • The city is undergoing a revamping of the entire web site that includes an evaluation of the most viewed pages. A consolidation of information on the HPC Approved Minutes☒ Approved Date: 4/17/2017 Heritage Preservation Commission March 14, 2017 4 pages will occur to ensure easy access. She agreed to keep the commission advised of the web site progress. • Consultant Vogel has been communicating with a representative from the Morningside Church as they look for guidance with a forth coming building project. Currently, there is no new information to report. X. Adjournment - 8:10 p.m. Respectfully submitted, Joyce RepyaJoyce RepyaJoyce RepyaJoyce Repya Date: May 2, 2017 Agenda Item #: C.2. To:Mayor and City Council Item Type: Minutes From:Sharon Allison, Engineering Specialist Item Activity: Subject:Minutes: Edina Transportation Commission, March 16, 2017 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: Receive the minutes of the Edina Transportation Commission for Mar. 16, 2017. ATTACHMENTS: Description Minutes: Edina Transportation Commission, March 16, 2017 Draft Minutes☐ Approved Minutes☒ Approved Date: 4/20/2017 1 Minutes City of Edina, Minnesota Transportation Commission Community Room March 16, 2017, 6:00 p.m. I. Call To Order Chair LaForce called the meeting to order. II. Roll Call Answering roll call were commissioners Ahler, Brown, Koester, LaForce, Miranda, Olk, Olson, Richman and Ruthruff. Late arrivals: Commissioners Iyer and Kane. III. Approval Of Meeting Agenda Motion was made by commissioner Ahler and seconded by commissioner Brown approving the meeting agenda. All voted aye. Motion passed. Commissioners Iyer and Kane were absent. IV. Approval Of Meeting Minutes Motion was made by commissioner Ruthruff and seconded by commissioner Miranda approving the Feb. 16, 2017, minutes. All voted aye. Motion carried. Commissioners Iyer and Kane were absent. V. Community Comments Keith and Liz Keller, 5107 W. 44th Street, addressed the ETC regarding parking restriction on W. 44th Street. Ms. Keller said parking is not allowed on W. 44th Street, which they agree with. In the past, to accommodate residents for family events that required on-street parking, the police would bag the no parking signs temporarily; however, residents recently found out that this service would no longer be provided. She said engineering staff recommended parking on Thielen Avenue but this is a short street with parking only allowed on one side that will be used by those residents and their guests at times when everyone are having guests. She said they offered to pick up the bags and return them to City Hall since they were told the service was eliminated because of staff shortage. Ms. Keller said they were representing several neighbors who couldn’t attend the meeting and that a letter was sent to staff by another neighbor. Planner Nolan said because this was a police department decision, staff recommended bringing the concern to City Council. VI. Reports/Recommendations A. Edina Community Circulator Chair LaForce said this item was on their work plan last year. He said Ms. Courtney Whited presented DARTS as a transportation option to the ETC on Dec. 15, 2016, and the decision was made to wait and meet again at a later date. Discussion • DARTS is recognized transportation gap filler. • DARTS in Hastings operates once weekly with 305 riders which exceeds the standard of 2.5 ridership per hour. • Handicapped services are provided. • The routes shown are proposed until feedback is received to help identify the best routes; routes can be customized. Draft Minutes☐ Approved Minutes☒ Approved Date: 4/20/2017 2 • A six month trial period could be done. • Pilot in an area where most likely to have greatest success (western part of city or Southdale area). • Why wasn’t it approved when first worked on several years ago? The option worked on was no longer available. Motion was made by commissioner Iyer and seconded by commissioner Richman to write an advisory communication to the City Council recommending approval of the Community Circulator with a six month trial. The motion was amended to include forming an advisory working group to define the pilot methodology and success criteria All vote aye. Motion carried. Commissioner Brown volunteered to write the advisory and commissioners LaForce and Iyer volunteered to review it. B. Comprehensive Plan Update Planning commissioner John Hamilton thanked everyone for their feedback so far. He said the City Council decided to slow down the update process to make the Plan Update aspirational and inspirational, something lacking in the previous Plan. The following feedback of the current Transportation Plan was provided by commissioners: • It is auto-focused. • It has no measurable goals; set milestone for building out the sidewalk network, for example. • Include score card to track outcome. • It referenced roads frequently, plus other plans that should be included for integration purposes. • The City has no control over some streets; should they spend time on these? Planner Nolan said the Met Council requires them to minimally address regional roads in the Plan. • Helpful to know what is required so they can be aspirational. C. Passenger Rail Engagement Report Draft Request for Proposals (RFP) Planner Nolan said he is looking for input on the RFP that he is hoping to send out next week. Discussion • Are they violating the gag rule? No, the gag rule is applicable to the State, Met Council and regional but not to cities. • Was the SWOT Analysis from their December meeting included? Planner Nolan said he included a summary of it. • Regarding decision criteria and community engagement, planner Nolan said he expects the consultants to provide detailed information on these. • How will the consultants measure success in terms of residents’ participation? • Who are the stakeholders? The consultant will help to identify stakeholders. • Consultant should understand and be able to explain gag rule. • Provide examples of other communities that have upgraded tracks for passenger rail. Commissioner Brown volunteered to evaluate proposals, and be part of the interview and management teams. D. Additional Updates on 2017 Work Plan Initiatives No updates; remove item from the agenda. Draft Minutes☐ Approved Minutes☒ Approved Date: 4/20/2017 3 E. Bicycle Benefits Program Commissioner Miranda said he was looking for approval or endorsement of the Bicycle Benefits Program from the ETC and/or the City. He said this would include sponsorship and paying for postage and printing costs. He said the program was established to incentivize people to bike and this is done through business participation who offers discounts to participants when they bike to their establishment. The program is well established in other parts of the metro area and across the country. Commissioner Miranda has four rides planned in Edina to promote the program – the first ride schedule for April 8, the Half-Mile Pizza Ride, is sponsored by the Morningside Neighborhood Association to Hello Pizza who signed on as the first business to participate in Edina. He is looking for sponsorship for the other three and asked if the ETC and/or City could sponsor the second ride. Planner Nolan will check to see if this is allowed but said the ETC does not have a budget and therefore would not be able to assist financially. The consensus was that the program was a good one that fits in with plans like Living Streets and the Bike and Pedestrian Plan, but staff will need to follow up on liability of sponsorship and endorsement. Motion was made by commissioner Iyer and seconded by commissioner Olson to endorse the Half- Mile Pizza Ride. All voted aye. Motion carried. F. City Code Changes Concerning Boards and Commissions For information purposes - no discussion. VII. Correspondence And Petitions A. Updated Transportation Commission Public Roster For information purposes - no discussion. Planner Nolan handed out copies of the letter Ms. Keller referred to regarding parking restrictions on W. 44th Street and explained that the police department decided to discontinue bagging no parking signs because of limited staff time and because they’ve been inconsistent in their practice. It was suggested that the police consider writing a policy because Ms. Keller made a compelling argument for the service. VIII. Chair and Member Comments Four new commissioners were welcomed to the ETC, commissioners Ahler, Kane, Richman and Ruthruff. Commissioner Ahler said she serves on a working group of the Energy & Environmental Commission and she invited the ETC to a monthly environmental series that they are hosting. Commissioner Iyer revisited the lack of snowplowing of the Nine Mile Creek Regional Trail in Edina. Planner Nolan said the City of Hopkins is in a snowplowing trial phase with Three Rivers Park District for their portion of the trail. He said Edina’s portion will be discussed further. Commissioner Brown said at W. 56th Street and France Avenue, the Minnehaha Creek is signed incorrectly as Nine Mile Creek. Planner Nolan will follow up on this. IX. Staff Comments • Staff began the bidding process for the 2017 Neighborhood Roadway Reconstruction; bids for Birchcrest A & Countryside B project came in lower than estimated. • Public Works staff will construct some of the 2017 sidewalks and crosswalks which will be a cost reduction from the PACS fund because staff time will come from the public works budget. • Construction began on the Courtney Field Pedestrian Bridge to connect the sidewalk from the Valley View Road roundabout to the trail in the park. Draft Minutes☐ Approved Minutes☒ Approved Date: 4/20/2017 4 • Staff is working on 2017 street sealcoating and maintenance plan which will include some bike lanes. • Seven firms expressed an interest in the Pedestrian Master Plan RFP. • The City Council gave permission to close the intersection at Dovre & Lincoln on Mar. 13 and to remove most of the existing controls including the peak hour controls. Traffic has been greatly reduced since the closure but they’ve spilled over into adjoining neighborhoods including cities of Hopkins and Minnetonka, and intersections at Blake & Vernon, and Blake & Interlachen. • The April 6 Comprehensive Plan training was postponed. X. Calendar of Events A. Schedule of Meeting and Events as of Mar. 16, 2017 For information purposes - no discussion. XI. Adjournment at 8:26 p.m. J F M A M J J A S O N D SM # of Mtgs Attendance % Meetings/Work Sessions 1 1 1 3 NAME (Date) Ahler, Mindy 1 1 100% Bass, Katherine 1 1 2 67% Boettge, Emily 1 1 2 67% Brown, Andy 1 1 1 3 100% Iyer, Surya 1 1 1 3 100% LaForce, Tom 1 1 1 3 100% Janovy, Jennifer 1 1 2 67% Kane, Bocar 1 1 100% Miranda, Lou 1 1 1 3 100% Olson, Larry 1 1 2 67% Richman, Lori 1 1 100% Ruthruff, Erik 1 1 100% Koester, David (student) 1 1 2 67% Olk, Megan (student) 1 1 33% TRANSPORTATION COMMISSION ATTENDANCE Date: May 2, 2017 Agenda Item #: C.3. To:Mayor and City Council Item Type: Minutes From:Jackie Hoogenakker, Planning Division Item Activity: Subject:Minutes: Planning Commission, March 22, 2017 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None INTRODUCTION: Attached are the March 22, 2017, Planning Commission Meeting Minutes for your information. ATTACHMENTS: Description Minutes: Planning Commission, March 22, 2017 Draft Minutes☐ Approved Minutes☒ Approved Date: 4/5/2017 March 22, 2017 Page | 1 Minutes City Of Edina, Minnesota Planning Commission Edina City Hall Council Chambers March 22, 2017 I. Call To Order Chair Olsen called the meeting to order at 7:05 P.M. II. Roll Call Answering the roll were: Commissioners Thorsen, Strauss, Nemerov, Hamilton, Bennett, Berube, Bennett, Chair Olsen. Student Members, Kivimaki and Jones. Staff, City Planner, Teague, Assistant Planner, Aaker Sr. Communications Coord., Eidsness, Support Staff, Hoogenakker III. Approval Of Meeting Agenda A motion was made by Commissioner Thorsen to approve the March 8, 2017, meeting agenda. The motion was seconded by Commissioner Strauss. All voted aye. The motion carried. IV. Approval Of Meeting Minutes A motion was made by Commissioner Thorsen to approve the minutes of the February 22, 2017, meeting, The motion was seconded by Commissioner Strauss. All voted aye. The motion carried. V. Special Recognitions and Presentations Staff Presentation Planner Teague reported at this time new officers need to be elected and the Commission Bylaws need to be adopted. Teague noted no changes were made to the bylaws. Motion Draft Minutes☐ Approved Minutes☒ Approved Date: 4/5/2017 March 22, 2017 Page | 2 A motion was made by Commissioner Thorsen to adopt the Planning Commission Bylaws as written. The motion was seconded by Commissioner Strauss. All voted aye. The motion carried. Commissioner Nemerov suggested that sometime in the future the Commission should review Robert’s Rules. Election Motions Commissioner Berube nominated Commissioner Thorsen as Planning Commission Secretary. The motion was seconded by Commissioner Nemerov. No further nominations were offered. Chair Olsen called for a vote to elect Commissioner Thorsen as Secretary for the Planning Commission. All voted aye. The motion carried. Todd Thorsen elected as Secretary, Commissioner Strauss nominated Commissioner Nemerov as Vice-Chair. The motion was seconded by Commissioner Berube. No further nominations were offered. Chair Olsen called for the vote to elect Commissioner Nemerov as Vice-Chair. All voted aye. The motion carried. Ian Nemerov was elected as Vice-Chair. Commissioner Strauss nominated to re-elect Commissioner Olsen as chair. The motion was seconded by Bennett. No further nominations were offered. Chair Olsen called for a vote. All voted aye. The motion carried. Chair Olsen was re-elected as Chair. VI. Community Comment None. A motion was made by Commissioner Nemerov to close community comment. The motion was seconded by Commissioner Thorsen. All voted aye. The motion carried. VII. Reports/Recommendations A. Sketch Plan Review – RH at Southdale Planner Presentation Draft Minutes☐ Approved Minutes☒ Approved Date: 4/5/2017 March 22, 2017 Page | 3 Planner Teague reported the Planning Commission is asked to consider a sketch plan proposal to develop the north east corner of France Avenue & 69th Street, underneath the water tower at Southdale. The site is currently paved overflow parking for the mall and theaters. Teague explained that Restoration Hardware (RH) is proposing to construct a 3-4 story 58,000 square foot store that would include: furniture sales, a rooftop showroom, a cafe/restaurant, outdoor courtyards and garden terraces. The store would have two main entrances; one that opens to France/69th intersection and the other that faces Southdale. Valet parking services would be available on the Southdale side that would allow for reduced site parking. Teague added that the site is zoned PCD-3, Planned Commercial District. The proposed uses are all permitted on the site. The applicant would only be requesting a site plan review with a parking stall variance. Teague further noted that parking stall variances have been standard practice for development on the Southdale site over the past 15 years. The City does not have a lot of discretion when reviewing this project as it is a permitted use. Continuing, Teague said the Greater Southdale Area Vision Plan has been shared with the property owner, Simon Properties, and RH. RH has responded to the Greater Southdale Area Principles, adding the applicant has done a nice job in creating a site plan with some of the guiding principles in mind. Some of those items include having a main entrance facing the street, increasing green space and landscaping, providing high quality of building materials and design, mixed uses, extensive pedestrian connections, movement through the site, meeting the 50-foot setback from the curb on France to the building and the 30-foot setback from the curb on 69th. That said, staff has concern about the wall that would face the street and the large parking fields along the street. Appearing for the Applicant Stuart Wagner, RH (Restoration Hardware) Applicant Presentation Mr. Wagner explained that over the last several years RH has shifted their market focus, adding their goal is to create a grand residence instead of the typical retail structure. In addition to offering home furnishings RH will now offer food and beverage to create an area to live in, eat in, drink in, and shop. Draft Minutes☐ Approved Minutes☒ Approved Date: 4/5/2017 March 22, 2017 Page | 4 With graphics Wagner presented to the Commission sketched renderings of the proposed structure and photos of other newly constructed RH stores. Wagner said they believe the proposed development will enhance the intersection of France and 69th Street with a beautiful building with defined outdoor courtyards, garden terraces, Juliet balconies and lush plantings. Wagner asked the Commission to note the building was placed at a diagonal to complement the pie-shape lot and to afford building presence from not only France Avenue but West 69th Street as well. He further added parking has been kept to a minimum (variance required) and the store will offer valet parking. Wagner noted they have an agreement to work with Simon on parking. Wagner further noted that when designing the building, they believe they have aligned with the district principles. Wagner concluded that they welcome comments from the Commission and are excited to be at this location. Mr. Martin, 10 Southdale Center, addressed the Commission and stated Simon is very happy to welcome RH to the Southdale Center. Martin reported that in the near future the AMC theatre will be renovated and seating will be reduced. Martin said he believes RH will enhance Southdale Center and the new renovations to the theatre. Mr. Child informed the Commission that the architectural features and layout of the building respond to the RH Brand. Child said in his opinion as previously mentioned the orientation of the building addresses both the mall, France Avenue and West 69th Street. He added the proposed wall is part of the branding features and would create an area that is heavily landscaped, a promenade area and possibly a water feature. The proposed wall will help create a lush welcoming area. Comments/Discussion Commissioners shared the following: • It was pointed out that the orientation of the building, the wall and the presence of parking along France Avenue may not fully address the principles of the area. Mr. Child responded that in his opinion the proposal offers a strong corner presence. He also stated he believes connectivity is enhanced by activating the corner with pedestrian friendly connections to the sidewalk and to the mall. Draft Minutes☐ Approved Minutes☒ Approved Date: 4/5/2017 March 22, 2017 Page | 5 • An opinion was raised that it feels like the buildings diagonal orientation was giving a cold shoulder to the corner(s). The applicant was asked if they considered a more traditional building orientation. Mr. Child pointed out that area principles also suggest a 50-foot setback which can create conflict in design. Mr. Wagner said that they would consider the buildings orientation; however, feel that the orientation works well in providing a vision through the building. As oriented one can look through the building. • A question was raised if there was a concern that the building as proposed may appear isolated. Mr. Wagner acknowledged the building was large; however, the building was well articulated to include offsetting mass and a green rooftop area that would showcase outdoor furniture pieces. Enhanced landscaping would also soften the mass of the structure. Wagner further stated that the proposed building would be the first proposed along the ring road, adding this could be the catalyst for future ring-road redevelopment. • It was further suggested that the applicant try to follow the suggestions from the City’s consultant Mic Johnson to include lowering the wall and reducing and/or eliminating parking stalls visible to the street. It was noted that as depicted parking would be seen from the street. Mr. Wagner acknowledged that point, adding they believe building orientation, landscaping, etc. would soften any negative impact from vehicles. • Ensure that the ring road can be safely crossed to gain access to the mall. • With regard to the proposed wall it was suggested that the wall could be created with transparent materials (to mitigate height). • It was stressed that more landscaping was always better, • Remember to design with the Minnesota climate in mind. Chair Olsen thanked the applicants for their presentation VIII. Correspondence And Petitions Chair Olsen acknowledged back of packet materials. IX. Chair And Member Comments None X. Staff Comments Planner Teague reported that the City Council at their last meeting agreed with the Planning Commission and approved the re-plat for Gateway Pointe Draft Minutes☐ Approved Minutes☒ Approved Date: 4/5/2017 March 22, 2017 Page | 6 XI. Adjournment A motion was made by Commissioner Thorsen to adjourn the meeting of the Planning Commission at 8:50 P.M. The motion was seconded by Bennett. All voted aye. The meeting was adjourned. Jackie HoogenakkerJackie HoogenakkerJackie HoogenakkerJackie Hoogenakker Respectfully submitted. Date: May 2, 2017 Agenda Item #: XII. To:Mayor and City Council Item Type: Other From:Sulekha Mohamed, Executive Assistant Item Activity: Subject:Schedule of Meetings, Events & Dates as of May 2, 2017 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: ATTACHMENTS: Description Schedule of Meetings, Events & Dates as of May 2, 2017 CITY COUNCIL SCHEDULE OF UPCOMING MEETINGS/DATES/EVENTS AS OF May 2, 2017 SCHEDULE OF UPCOMING MEETINGS/DATES/EVENTS Tues May 2 HRA Work Session 5:30 P.M. COMMUNITY ROOM Tues May 2 Work Session Joint Meeting with Transportation Commission 6:15 P.M. COMMUNITY ROOM Regular Meeting 7:00 P.M. COUNCIL CHAMBERS Wed May 3 Comprehensive Plan 101 Meeting 7:00 P.M. PUBLIC WORKS BUILDING Mon May 8 Comprehensive Plan Community Kick-off Meeting 7:00 P.M. TO 9:00 P.M. BRAEMAR GOLF CLUBHOUSE Tues May 16 HRA Work Session 5:30 P.M. COMMUNITY ROOM Work Session State of the Infrastructure 6:15 P.M. COMMUNITY ROOM Regular Meeting 7:00 P.M. COUNCIL CHAMBERS Wed May 24 Joint Meeting with Edina School Board & Superintendent 5:00 P.M. TO 6:30 P.M. EDINA HIGH SCHOOL Mon May 29 MEMORIAL DAY HOLIDAY OBSERVED – City Hall Closed Tues June 6 Work Session Comprehensive Plan Check In 5:30 P.M. COMMUNITY ROOM Work Session Joint Meeting with Community Health Commission 6:15 P.M. COMMUNITY ROOM Regular Meeting 7:00 P.M. COUNCIL CHAMBERS Tues June 20 HRA Work Session 5:30 P.M. COMMUNITY ROOM Work Session Fred Richards Master Plan with Consultants 6:15 P.M. COMMUNITY ROOM Regular Meeting 7:00 P.M. COUNCIL CHAMBERS Tues July 4 FOURTH OF JULY HOLIDAY OBSERVED – City Hall Closed Tues July 18 HRA Work Session 5:30 P.M. COMMUNITY ROOM Tues July 18 Work Session Joint Meeting with Energy & Environment Commission 6:15 P.M. COMMUNITY ROOM Tues July 18 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS