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HomeMy WebLinkAbout2019-01-23 City Council Work Session Meeting PacketAgenda City Council Work Session City of Edina, Minnesota Edina City Hall Community Room Wednesday, January 23, 2019 5:30 PM I.Call To Order II.Roll Call III.Business Meeting IV.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 ampli"cation, an interpreter, large-print documents or something else, please call 952-927-8861 72 hours in advance of the meeting. Date: January 23, 2019 Agenda Item #: III. To:Mayor and City Council Item Type: Other From:Lisa A. Schaefer, Assistant City Manager Item Activity: Subject:Business Meeting Discussion CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: Discussion topics for this business meeting are: 1. Dates and topics for City Council retreat 2. Format for April Town Hall Meeting 3. City Publications 4. The quarterly update for the 2018-2019 Budget Work Session is attached. ATTACHMENTS: Description Distribution of Printed Publications Q4 Budget Work Plan Updates Staff Presentation on Communications Work Session Retreat Plan Town Hall Meeting Proposal January 23, 2019 Mayor and City Council Jennifer Bennerotte, Communications & Technology Services Director Distribution of the City’s primary print publications Information / Background: In 2018, City Council Members were surveyed and defined priorities for City communications that were validated in a September work session: • City communications should be resident-driven • Basic information and values are a priority to communicate • Communication is an ongoing, iterative process that builds trust and relationships • Communication methods and resources should be distributed strategically Council Members also indicated that successful City communications should result in increased participation, greater awareness of City activities and a belief by residents that the City is a trusted and utilized source of information. History of Printed Publications The City has two primary printed publications: About Town and Edition: Edina. The Communications & Technology Services Department has begun to question the effectiveness of their distribution. About Town The purpose of About Town is to keep residents informed of City of Edina news, activities and programs that are important to them. We include articles on community history as well. • Magazine format • Produced since 1990 • Distributed quarterly • Supported by advertisements • Circulation of about 25,000 • Annual budget: $28,000 ($100,000 in expenses and $72,000 in advertising revenue) STAFF REPORT Page 2 About Town is well-read by residents. In the 2017 Quality of Life Survey, 82 percent of residents surveyed said it was a source of information about City government, behind only “word of mouth.” The advertisements offset a substantial portion of the production costs. While it is popular and considered a source of information, the publication is not timely. Staff begin work on it about two and a half months before it hits mailboxes. As a result, we cannot often include stories on the entire cycle of a project. For example, because of the timing of the publication, we were only able to write about the Arden Park project after it was approved. We used other communications vehicles (mostly the website, Edition: Edina, “Agenda: Edina” and press releases) to inform residents about things happening during the community engagement and approval stages. It should also be noted that the magazine format is the most staff-intensive to produce. Also, because of its size, some residents may be overwhelmed by the amount of information presented in each issue. Edition: Edina The purpose of the newsletter is to keep residents informed of timely news and events of the City of Edina, as well as major actions of the Edina City Council. • Newsletter format • Produced since 2013 • Distributed monthly as an insert in the Sun-Current • Circulation of 6,500 • Annual budget: $30,000 Edition: Edina is very timely, efficient to produce and, because it is distributed in the local newspaper, very economical. Once familiar with the piece, most say it has value and is put together well. However, the Sun-Current’s circulation is dwindling (6,500 as of September 2018, down from more than 18,000 when we started the publication) and some readers might “miss” the insert. Recommendation It is concerning whenever someone says “this is the first time I’m hearing about this” since Communications staff works hard to share information about all cycles of a project, program or activity using whatever communications vehicles are available at the time. What that suggests is that residents aren’t receiving that information or receiving it consistently in the same format. Staff has also been concerned about the effectiveness of Edition: Edina, given the dwindling circulation of the local newspaper. The Communications Division sought feedback from other City employees who are part of the Public Information Team (PIT) Crew. The Communications Feedback Group, a new group of 20 volunteers comprised of a cross-section of the community formed as a result of the work of the Race & Equity Task STAFF REPORT Page 3 Force, was also asked to weigh in on the effectiveness of distribution of the City’s primary printed publications. Both groups recommended the City mail Edition: Edina or something similar to all households on a monthly basis. The Communications Feedback Group also recommended that production of About Town continue on a quarterly basis, saying they enjoy the magazine format of the publication and the sense of community it builds. The recommendation is consistent with all four priorities for City communications defined by the City Council last fall. Getting information into the hands of all residents is also consistent with the goals of the Race & Equity Implementation Plan, “Better Together,” and the 2018-2019 Work Plan goal to foster an inclusive and engaged community. Other cities that mail a monthly newsletter include Minnetonka, Maplewood, Savage and Woodbury. Such a change in distribution would have an impact on the budget, though, as there is a cost to mail Edition: Edina to all households. The most economical mailing option would be to fold it down to 8.5x3.66 for $0.158 per piece, or about $3,950 per month. For $0.165 per piece, or about $4,125 per month, it could be kept at a folded size of 8.5x11 and mailed at the “flat” rate. Printing costs would increase by about $1,000 monthly since the quantity would increase from 6,500 to 25,500. Annual budget impact would be an increase of approximately $59,400-$61,500, depending on the finished mailing size. Members of the Communications Feedback Group did not find insertion of Edition: Edina to be effective enough to continue distributing it that way. If the City Council is not interested in spending that much more on printed publications, members of the Communications Feedback Group indicated they would prefer About Town be produced six times a year (every-other month). Because it is supported by advertising revenue, new costs to produce two more issues per year is estimated to be $14,000. Of course, such a solution would not be a timely as continued production of a monthly newsletter. 2018 Q4 Updates 2019.01.19 Page 1 2018-2019 Budget Work Plan DEFINITIONS: Budget Goal: Describes the broad outcomes that must be achieved through the budget. Budget Objective: Defines the measurable results that need to be achieved this budget, to meet the goals. Strategy/Action: Details the specific actions to be taken this budget to meet the objectives. BUDGET GOAL 1: MAINTAIN PHYSICAL ASSETS & INFRASTRUCTURE An effective maintenance plan: 1) factors financial, societal and environmental costs (triple-bottom line) into projects and decision making; 2) allows more informed decision-making by incorporating lifecycle and maintenance costs; 3) optimize financial resources by replacing equipment and vehicles at the most cost-effective time; and 4) meets our sustainability goals to ensure the City can continue to provide residents the highest quality of life. Deferred maintenance can lead to costly unplanned repairs and replacements with decisions based on short-term implementation costs, versus long-term maintenance costs. Properly maintained streets, water main, sanitary sewer and storm sewer systems provide reliable and efficient operations that lessen the City’s carbon footprint and reduce energy costs. 2018-2019 OBJECTIVES: • Incorporate sustainability practices into all City maintenance and capital improvement decisions. • Reduce the City operations’ electricity GHG emissions by 5%, 893,000 kWh each year through ongoing facility maintenance, capital improvements, and operational behavior change. • Increase the CIP levy to $600,000 by 2021 through a combination of staged increases and the rollover of expiring levies (Weber Woods, City Hall). Continue to direct general fund surpluses and liquor profits. • Increase City’s investment in streets and bridge maintenance by $550,000 in 2018 and $605,000 in 2019. 2018-2019 Strategies/Actions: Progress: 2018 Q4 Updates 2019.01.19 Page 2 2018-2019 Budget Work Plan 1. Create and implement a green building policy for City facilities by Q4 of 2018. (Administration) Q1: Not started yet. Q2: Testing standards with Arden park Shelter building. Q3: Testing standards with Arden park Shelter building. Q4: This goal will carryover to 2019 and will be incorporated into a broader green policy. 2. Create a master replacement schedule and budget for physical buildings, plumbing, HVAC and other mechanical systems, furniture, fixtures, and equipment that optimizes long-term financial resources to meet sustainability goals by Q3 of 2018. (Public Works) Q1: We are presenting to the City Council on May 15 to present the results of the Facilities Asset Management project. Q2: Presentation made to Council July 17 (an important school district topic preempted our presentation). Q3: A master replacement schedule has been created for each building within the City. It is focused on plumbing, HVAC, building envelope, mechanical systems, fixtures, etc. ADA proposal going to City Council on November 7 for approval. Furniture schedule proposal under review; results anticipated in November. Q4: The inventory is complete, except for furniture, which is on hold due to other priorities. 3. Create and implement energy-efficiency plan for City Hall, Braemar Arena, Edinborough Park, and Centennial Lakes by Q4 of 2018. (Public Works) Q1: Base on the results of the discussion regarding the first goal, we will begin creation of the energy efficiency plan. We have performed a commissioning study on the Braemar arena, which will be instrumental in forming the plan for that facility. Q2: All facility energy conversation opportunities were added to the CIP. The CIP will be presented to Council in early August. Q3: Framework of the Plan and one site completed, on schedule for end of Q4 completion. Q4: Scheduled to be completed in Q1 of 2019. 4. Complete construction of Water Treatment Plant No. 5. – by Q3 of 2019. (Engineering) Q1: Design is ongoing; construction delayed to determine architectural fit in Southdale Area. Q2: Presenting Council with updated architecture, findings of the water distribution model in September. 2018 Q4 Updates 2019.01.19 Page 3 2018-2019 Budget Work Plan Q3: Council approved additional consulting services to study an alternate location and develop a cost estimate for an updated architectural option at Southdale. Q4: Council approved the Dublin Reservoir Site to begin preliminary architectural discussion with area property owners. 5. Complete update to the Water Resources Management Chapter of the Comprehensive Plan – Wastewater, Surface Water, and Water Supply by Q4 of 2018. (Engineering) Q1: All studies nearing completion and chapter language edits are underway. Q2: Seeking Council approval at the August 17 city council meeting. Q3: Complete. Approved by City Council. 6. Identify funding source and timeline for implementation of the Fred Richards Park Master Plan by Q2 of 2018. (Parks & Recreation) Q1: We have not started working on this yet. Q2: This is part of the 2019-2023 CIP process. Q3: This is part of the CIP process. Staff plans to discuss this with Council before the end of the year. Q4: The most feasible funding source is development revenue from the development of the north parcels of Pentagon Park. Timeline is to be determined. 7. Identify funding source and timeline for implementation for Braemar Park Master Plan by Q2 of 2018. (Parks & Recreation) Q1: Projects have been prioritized. This will be completed by the end of Q2. Q2: This is part of the 2019-2023 CIP process. Phase 1 is included in the CIP. Q3: This is part of the CIP process. Staff plans to discuss this with Council before the end of the year. Q4: Programmed into the 2019-2023 CIP. 8. Partner with St. Louis Park to develop Weber Woods Master Plan, identify funding source and timeline for implementation by Q4 of 2018. (Parks & Recreation) Q1: St. Louis Park has requested that we delay the start of this project. At this time a delay until 2019 is anticipated. Q2: Delayed until 2019. Q3: Delayed until 2019 or 2020. This is not a priority for the City of St. Louis Park. 2018 Q4 Updates 2019.01.19 Page 4 2018-2019 Budget Work Plan Q4: No change. 9. Identify funding source for Arden Park Master Plan implementation. Begin design phase (Q1 2018). Begin construction (Q4 2018 or Q1 2019). (Parks & Recreation) Q1: A funding source has been identified and the City Council will be asked for formalize the funding source when we reach the appropriate stage in the process. At the 60% phase in May the Council will be asked if we should proceed with the project design. Q2: This is part of the 2019-2023 CIP process. Q3: This project is currently out for bid. Award of bid will come to the Council in November with construction planned to start in December. Q4: The project contract has been awarded. Construction on the project is underway. 2018 Q4 Updates 2019.01.19 Page 5 2018-2019 Budget Work Plan BUDGET GOAL 2: MAINTAIN SERVICE-LEVELS THAT BEST MEET THE NEEDS OF THE COMMUNITY. Maintaining service-levels contributes to the overall quality of life, safety and wellbeing for our residents and guests. It is important because effective service-levels: 1) ensures compliance with state statutes and city code; 2) maintains adequate response times; 3) ensures resources are matched to service-level requirements; and 4) ensures limited resources (money, equipment, and time) are deployed in an equitable manner. To maintain service-levels, the City needs a strong workforce that have the resources needed to effectively perform their work. To recruit and retain a strong workforce, the City needs to provide competitive compensation, benefits, and work-life balance. Investing in technology allows staff to more efficiently maintain and locate data for the public, provide better data and analysis for informed decision-making by elected officials and staff, reduces risk of lost data or human error, and allows more effective use of our real estate by reducing paper storage space. 2018-2019 BUDGET OBJECTIVES: • Provide increases to compensation and benefits needed to attract and retain skilled and high-performing employees. • Add staff needed to maintain public safety service-levels in response to growth in number and complexities of calls for services. • Invest in technology upgrades to improve data collection, data management, and staff efficiency. 2018-2019 Strategies/Actions: Progress: 1. Add 4 public safety positions in 2018 including 2 police officers, 1 9-11 dispatcher, and 1 police administrative support position by Q2 2018. (Human Resources) Q1: Recruiting process nearly complete with two police officers and Administrative position in final stages of background screening. Q2: COMPLETED 2018 Q4 Updates 2019.01.19 Page 6 2018-2019 Budget Work Plan 2. Add 4 public safety positions in 2019, including 3 paramedic/firefighters and 1 EMS captain by Q1 2019. (Human Resources) Q1: No Q1 progress to report. Q2: Fire/HR/CTS developed a strategic recruiting plan, executing in July 2018, which includes targeted sourcing to reach diverse candidates. Q3: Posted, screened, and started interview process for four new positions, pending City Council approval in December 2018. Q4: Selected, completed pre-employment exams for new positions. Starting in January 2019. 3. HR and Finance to jointly research financial/HRIS systems by Q2 2018, identifying funding and develop project timeline by Q3 2018. (Human Resources) Q1: Completed and published RFP for ERP consultant. Q2: Currently reviewing RFPs for ERP Consultant, selection to take place first week in May. Q2: BerryDunn selected as ERP software selection consultant; contract executed. Q3: Project kick-off with City – Preliminary Functional and Technical Requirements identified, Joint Requirements Planning work sessions conducted, RFP developed and issued. Q4: Identified short-list of vendors from RFP responses, on-site demonstrations completed, top two vendors identified. 4. Develop budget, identify funding, and timeline for implementation of body-worn camera initiative for Police Department by Q4 2018. (Police) Q1: Researching pricing for CIP process. Gathering information for a draft policy. Q2: Budget developed and submitted to the CIP process for review. When funding becomes available, the implementation process would be about six months from date of order. Still gathering information for policy. Q3: Draft policy near completion. Q4: Funding has been identified in the CIP and will be available in 2020. We will use the same vendor as the current in squad digital systems and the timeline for implementation should be six months from date of order. Draft policy completed, but on hold until closer to implementation. 2018 Q4 Updates 2019.01.19 Page 7 2018-2019 Budget Work Plan 5. Identify funding and staged strategy to continue to upgrade and expand GIS. Q1 2018. (CTS) Q1: A meeting has been scheduled with representatives of the Administration, Communications & Technology Services, Engineering and Finance departments to start to identify a funding source. Q2: A meeting was held with Administration and Finance staff to lay out the need. The Finance Department has determined a possible funding source for a GIS Coordinator. Q3: The City Council has approved the use of surplus funds to more fully fund GIS. Staff is working to draft a job description for a GIS Coordinator, to be posted in mid-November. Q4: Thirty people applied for the GIS position. Final interviews for a GIS Coordinator will begin Jan. 18, 2019. 6. Develop and implement a rental housing license and inspection program by Q1 2019. (Public Health) Q1: Coordination between Health and Fire to develop proposal. Initial draft proposal to be presented to Council at work session Summer 2018, with final presentation in Fall. Q2: Framework of proposal including cost estimates presented to Council on June 5, 2018. No clear direction from Council to continue implementation. Staff waiting for further direction from Council and Administration. Q3: Council work session scheduled for Dec. 18 to provide additional direction. Planning for additional staff, workspaces, ordinance development, and policy underway. Q4: Council work session conducted in December to discuss proceeding with program development and implementation. Fire, Health, Police and Affordable Housing staff attended. Council indicated staff to proceed with implementation, including ordinance language and complete cost estimates. First draft of ordinance completed by City Attorney. Stakeholder engagement plan in development process. 2018 Q4 Updates 2019.01.19 Page 8 2018-2019 Budget Work Plan BUDGET GOAL 3: PLAN FOR CONNECTED & SUSTAINABLE DEVELOPMENT Redevelopment and renewal of commercial and residential real estate is essential to the vibrancy of the community. Redevelopment will play an integral part of providing an inclusive, high-quality of life that the Edina community expects. Incorporating sustainability principles and standards during redevelopment with the goal of reducing the community’s carbon footprint will be critical to human health and safety. Creating sustainable redevelopment requires forward thinking and preparing for the future. An effective plan for connected and sustainable development: 1) incorporates sustainability principles and standards critical to decoupling economic growth and greenhouse gas (GHG) emissions growth; 2) is generationally relevant and yet flexible enough to meet changing future needs; 3) includes an effective and multi-modal municipal transportation system which balances effective and efficient personal mobility with the goals of reducing the community’s carbon footprint and negative impacts on human health and safety. 2018-2019 BUDGET OBJECTIVES: • Support sustainable building practices and policies that meet the need of redevelopment and renewal while accomplishing our sustainability goals around carbon emission reduction, waste, and water quality. • Support redevelopment that incorporates transportation design that makes it easy to walk, bike, and move around within and between neighborhoods. • Increase the number of affordable housing units within Edina. 2018-2019 Strategies/Actions: Progress: 2018 Q4 Updates 2019.01.19 Page 9 2018-2019 Budget Work Plan 1. Complete Comprehensive Plan Update by Q4 2018. (Community Development) Q1: 44th and France SAP is completed; 70th & Cahill SAP is in draft form; and 50th and France SAP is starting. All commissions submitted drafts of their issues, goals and policies for their portion of the Plan. Public hearings on the completed Plan is anticipated in November with the Planning Commission and December with the City Council. Q2: The Southdale District Plan is advancing, as is the 70th and Cahill, and 50th and France SAP. The goal is still to hold the final public hearings before the end of the year. A one-year extension has been granted by the Met Council for submittal. Q3: The Southdale District Plan and Design Guidelines continue to progress. The District Plan is scheduled for Public Hearings in December. The Design Guidelines will stretch into 2019. The 70th and Cahill SAP has experienced delays. Public hearings are still planned for November/December. The 50th and France Plan is on schedule and should also wrap up before the end of the year. The entire plan should be completed in Q1 of 2019. Q4: The Southdale District Plan and 70th and Cahill Plans have been completed and approved. The 50th and France Plan should be completed and public hearings held the first quarter of 2019. The overall Plan is nearing completion. Public hearings are anticipated in Q2 of 2019. 2. Create and implement a green building policy to incent sustainable building and operational practices for new development and redevelopment by Q1 2019. (Administration) Q1: Not started yet. Q2: St. Paul’s Green Building Policy was presented to Energy and Environment Commission. Continue to write conditions into PUD rezoning. Q3: Beginning prep work to kick off effort in 2019 Q4: In-process. 2018 Q4 Updates 2019.01.19 Page 10 2018-2019 Budget Work Plan 3. Approve preliminary redevelopment plan of 7001 York Avenue (Southdale Regional Library Site) Q4 2018. (Administration) Q1: Hennepin County Library staff have scheduled community meetings for May 21 and July 23 to collect feedback on the design of the library. Q2: The July 23rd meeting has been postponed by Hennepin County. Q3: ON HOLD: Hennepin County continues to pursue options for this site. A revised timeline has not yet been made available. Q4: No change. Waiting for decision by Hennepin County. No City action can be taken at this time. 4. Implement the Construction Mitigation and Parking Management Plan for the Market Street redevelopment project for completion by Q4 2019? (Administration) Q1: This Plan is actively being implemented. It has been supplemented by additional mitigation steps such as off-site employee shuttle. Q2: The North Ramp is on schedule for substantial completion in September 2018. Q3: The North Ramp was fully reopened in October and the structural frame of the apartment building is taking shape. Mitigation efforts continue to support nearby businesses and residents. The valet program has been extended until Dec. 31, 2018. Q4: Valet ended, and mitigation efforts continue to support nearby businesses and residents. 5. Determine the viability of the Grandview Green and decide whether to include in Grandview Area Master Plan by Q2 2018. (Administration) Q1: A concept update was delivered in April. The general direction was to allow for this type of project instead of preventing it in the future. Q2: No update. Q3: Consistent with the direction provided in April, the general concept is intended to be included in the 2018 Comprehensive Plan. Clarification was made about the far-term nature of this concept. No funding is provided for additional study. Q4: No change. 2018 Q4 Updates 2019.01.19 Page 11 2018-2019 Budget Work Plan 6. Approve a master plan for the redevelopment of the Grandview area, including the former Public Works site by Q4 2018. (Administration) Q1: Negotiations with the Development Partner are ongoing. Q2: Frauenshuh has been designated as the preferred developer but negotiations continue. Q3: The preliminary agreement with Frauenshuh was terminated after the parties were unable to reach agreeable terms. Staff will bring back this item for further action in Q1 2019. Q4: No change. 7. Implement short- and mid-term improvements from the Grandview District Transportation Study by Q4 2019. (Engineering) Q1: Transportation improvements being considered as redevelopment occurs and Grandview Green discussions continue. Q2: Bid documents in process to improve the Interlachen Blvd/Vernon Avenue Intersection. Other transportation improvements being considered as redevelopment occurs including the old public works site and Grandview Green. Q3: Bid documents in process to improve the Interlachen Blvd/Vernon Avenue Intersection. Other transportation improvements being considered as redevelopment occurs including the old public works site and Grandview Green. Q4: Bid documents in process to improve the Interlachen Blvd/Vernon Avenue Intersection. Other transportation improvements being considered as redevelopment occurs or as proposed as part of the CIP. 8. Implement Southdale Area Circulator pilot by Q4 2018. (Engineering) Q1: Task force developing routes and service locations for a June 2018 launch. Q2: COMPLETED. 9. Determine strategy and timeline for meeting waste reduction goals with residential organics recycling by Q2 2018. Q1: Conducted work session with City Council in March. Policy options will be presented to EEC in May. Q2: EEC and staff presented policy option to Council in June. Council directed staff to develop a plan for curbside organics and add it to the next bid process for recycling. Q3: Staff is working on a Request for Proposal for recycling to be sent out in Q4. Q4: Request for Proposal sent out. Proposals will be reviewed in 2019 Q1 2018 Q4 Updates 2019.01.19 Page 12 2018-2019 Budget Work Plan (Administration) BUDGET GOAL 4: FOSTER INCLUSIVE AND ENGAGED COMMUNITY. 2018 Q4 Updates 2019.01.19 Page 13 2018-2019 Budget Work Plan It is important that the City helps to foster a community that is welcoming and inclusive to all who live, work, and spend time within in Edina. The City wants to ensure that it works for all of the community, and that its policies and practices do not have disparate impacts based on race, color, creed, religion, age, sex, sexual orientation, gender expression, marital status, disability, status with regard to public assistance, familial status or national origin. Efforts to engage the community will utilize multiple platforms, be informative, transparent, responsive and involve volunteers and City Commissions. To achieve this, the City needs to 1) clearly understand community needs, expectations and opinions, 2) consistently seek the input of a broad range of stakeholders in meaningful and interactive communication, 3) develop clear roles and expectations, and 4) “right-size” community engagement efforts to ensure that investments are focused on broadening stakeholders reached. 2018-2019 BUDGET OBJECTIVES: • Develop a more strategic approach to Community Engagement. • Advance racial equity within City Government. • Increase the number of affordable housing units within the City. 2018-2019 Strategies/Actions: Progress: 1. Incorporate inclusive principles into Comprehensive Plan Update, including race, religion, age, gender, etc. by Q4 2018. (Community Development) Q1: Same as above. Q2: This is being discussed as the Task Force work with the Boards and Commissions. Q3: These will be included in the overall Comprehensive Plan, which should be completed in Q1 of 2019. Q4: In process. 2018 Q4 Updates 2019.01.19 Page 14 2018-2019 Budget Work Plan 2. Provide resources and staff support to Race & Equity Task Force/Working Groups. (Administration) Q1: Race & Equity Task Force met with City Council on April 17 to review a high-level summary of the recommendations. The final task force report will be presented to City Council on May 15, at which point staff will begin their review. Q2: Race & Equity Task Force provided final report to Council on May 15, 2018. Final report has been handed off to staff to conduct staff assessments on each recommendation to assist in developing an implementation report. City Manager will present a draft implementation report to Council on Aug. 21. Q3: Council approved the Racial Equity Implementation Report on Sept. 5, 2018. Staff has developed a Racial Equity Work Plan for 2019 and will update HRRC and the Council quarterly. Q4: Staff continues to make progress on the Racial Equity Work Plan. Training of all full-time staff is nearly complete. Recruitment for the Race & Equity Coordinator is in process. 3. Develop and implement a plan to increase diversity of the City’s workforce by Q2 2018. (Human Resources) Q1: In process. Q2: HR developed and executed a diversity recruiting strategy. Q3: In partnership with the League of MN Cities, expanded recruitment efforts to include additional diversity-focused job posting sites. Q4: Incorporated goals from City’s Race & Equity Plan into HR’s 2019 Work Plan. 4. In cooperation with the Edina Housing Foundation, develop and implement strategy to creating affordable housing units with revenue from Affordable Housing Policy by Q2 2018. (Community Development) Q1: The housing foundation is considering a strategy and is currently advertising for an Affordable Housing Coordinator to assist with this goal. Q2: Stephanie Hawkinson has been hired and will be working on this over the next several months with the Foundation. Q3: Staff continues to work with the Edina Housing Foundation on this issue. Q4: Staff continues to work with the Edina Housing Foundation on this issue. 2018 Q4 Updates 2019.01.19 Page 15 2018-2019 Budget Work Plan 5. Develop community engagement protocols based on IAP2 Spectrum Model of Inform, Consult, Involve, Collaborate, Empower or other by Q4 2018. (Administration) Q1: Project Coordinator and Assistant City Manager were certified in Foundations of Public Participation from IAP2 and conducted City Council work session in March. Staff are developing tools and plan to present recommendations to Council in August. Q2: Staff is developing a Community Engagement Employee Guide including the City’s philosophy on Community Engagement and Public Participation. Staff will be presenting recommendations to Council on September 5, 2018. Q3: Staff had work sessions with Council on Sept 5 and 20. The W. 58th Street reconstruction project was chosen as a pilot. Staff will present a proposal in November. Q4: Proposal for 58th Street Pilot Project presented to council and is in process. Internal employee templates and tools have been created and are being utilized. 6. Assign individual council members to specific intergovernmental assignments by Q1 2018 and annually thereafter. (Administration) REMOVED. The Council discussed this idea at the Jan. 17 Work Session, and ultimately decided against it. City Communications Jan. 23, 2019 City Council Work Session Council Feedback •Question 1: Top priorities for City communications •City communications should be resident-driven •Basic information and values are a priority to communicate •Communication is an ongoing, iterative process that builds trust and relationships •Communication methods and resources should be distributed strategically •Question 2: Areas City does good job communicating •Original print and video productions www.EdinaMN.gov 2 Council Feedback •Question 3/4: Areas City could improve communications or use fewer resources •Newspaper and social media communication methods •Improve timeliness of information •Video talent could be utilized differently •Question 5: Definition of successful City communications •Linked with increased participation •Broad awareness and no surprises •Residents can find the information they seek •City is a trusted and utilized source of information www.EdinaMN.gov 3 Communications Priorities •City communications should be driven by residents •Basic information and values are a priority to communicate •Communication is an ongoing, iterative process that builds trust and relationships •Communication methods and resources should be used strategically PROVIDE TIMELIER INFORMATION EdinaMN.gov 4 Tonight’s Focus What is the most effective way to reach residents with printed publications? EdinaMN.gov 5 About Town The purpose of the magazine is to keep residents informed of City of Edina news, activities and programs that are important to them. We include articles on community history as well. •Magazine format •Produced since 1990 •Quarterly •Supported by advertisements EdinaMN.gov 6 Pros and Cons of About Town + Well-read by residents •82 percent of residents surveyed said it was a source of information about City government, behind only “word of mouth” + Builds community + Supported by advertisements -Not timely -Magazine format is the most staff-intensive to produce -Some residents may be overwhelmed by amount of information EdinaMN.gov 7 Edition: Edina The purpose of the newsletter is to keep residents informed of timely news and events of the City of Edina, as well as major actions of the Edina City Council. •Newsletter format •Produced since 2013 •Monthly •Distributed as insert in Sun-Current EdinaMN.gov 8 Pros and Cons of Edition: Edina + Timely + Efficient to produce + Economical -Sun-Current circulation is dwindling (6,500 as of September 2018) -Sun-Current covers a lot of things included in Edition: Edina -Some newspaper readers might “miss” insert EdinaMN.gov 9 Feedback What is the most effective way to reach residents with the City’s printed publications? •Public Information Team Crew (PIT Crew) •Communications Feedback Group EdinaMN.gov 10 Their Recommendation •Mail Edition: Edina •Continue About Town ✓Timely ✓Ongoing, iterative with entire news cycle of a project or activity in one place ✓Gets information in the hands of all residents EdinaMN.gov 11 Costs •Printing -$3,348-$3,625/month (up from budget of $2,500/month) •Postage -$3,950-$4,125/month Total budget impact would be an increase of $59,400-$61,500/year 12X EdinaMN.gov 12 Staff Recommendation •Continue About Town •Mail Edition: Edina, but not in months that About Town is distributed (January, April, July and October) ✓Timely ✓Ongoing, iterative with entire news cycle of a project or activity in one place ✓Gets information in the hands of all residents ✓Less staff-and resource-intensive EdinaMN.gov 13 Costs •Printing -$3,348-$3,625/month (up from budget of $2,500/month) •Postage -$3,950-$4,125/month Total budget impact would be an increase of $39,600-$41,000/year 8X EdinaMN.gov 14 Tonight’s Focus What do YOU think? What is the most effective way to reach residents with printed publications? EdinaMN.gov 15 Up Next •Launch new online engagement site •-BetterTogetherEdina.org •Evaluate effectiveness of e-newsletters •-Friday Report •-Parks & Recreation •-Water Resources •Continue use of Communications Feedback Group and PIT Crew EdinaMN.gov 16 2019 City Council Retreat Planning Tentative Schedule: • Thurs, March 14 5:00 pm – 9:00 pm • Fri, March 15: 10:30 am – 4:30 pm. Part One: 2020-2021 Operating Budget & Work Plan Process • Overview of Budget and Work Plan Process • Staff report / SWOT assessment • Discuss priorities for Budget Objectives • Discuss priorities for Strategies/Actions BUDGET GOAL 1: Maintain physical assets & infrastructure • Streets & bridges • Water/sewer/storm • City Facilities • City Equipment • Plans for lifecycle replacement & maintenance • Optimizes financial resources • Meets sustainability goals • Budget Goal 2: Maintain Service-Levels that meet community needs • Police • Fire/Medical • Inspections • Street Maintenance • Parks & Rec • Appraisal • Retains a strong work force • Utilizes effective technology & data systems • Complies with legal and safety standards • Ensures adequate response times • Ensures equitable deployment of resources Budget Goal 3: Plan for Sustainable & Connected Development • Residential & Commercial development & renewal • Multi-modal transportation • Affordable Housing • Incorporates sustainability principles • Is relevant today and flexible for tomorrow Budget Goal 4: Foster Inclusive & Engaged Community • Community Engagement • City Communications • Boards & Commissions • Race & Equity Initiatives • Volunteers • Understands community needs • Uses inclusive engagement methods • Communicates with multiple platforms. • Eliminates disparate impacts Part Two: “Deeper Dive” Discussions - TBD Council Member Ideas: Goal 1: Maintenance & Infrastructure 1. CIP – hard look at priorities & funding streams. 2. Levies – are the number and type relevant to current and future needs. 3. Alternative methods of street assessments. Goal 2: Service-levels 1. Community Center options 2. Lodging tax collection and use 3. Expanding city-wide circulator. Goal 3: Sustainable & Connected Development 1. Update on 2018 Comp plan 2. A third-party Housing Needs Analysis 3. Pentagon Park N. Development agreement and TIF district 4. Future of Small Area Plans 5. Sustainability – how do we guide city meeting GHG reduction goals. 6. Affordable single-family homes – “Payment in lieu of” (Mtka). Goal 4: Inclusive & Engaged Community 1. Ethics Policy 2. Effective social media for council members 3. Role of City Commissions Additional Staff Ideas: 1. Board Governance Topics 2. Land Use Planning Topics City of Edina • 4801 W. 50th St. • Edina, MN 55424 Administration Department Phone 952-927-8861 • Fax 952-826-0390 • EdinaMN.gov Date: January 23, 2019 To: Mayor & City Council cc: Lisa Schaefer, Assistant City Manager & Scott Neal, City Manager From: MJ Lamon, Community Engagement Coordinator Subject: Town Hall Meetings The Town Hall meeting is scheduled for April 6, 2019 at Braemar Golf Course from 10am to noon. This meeting is for the public to hear from City Council on topics of interest. Discussion Objectives: 1. Meeting Purpose/Goal 2. Meeting Format 3. Record (and/or video streaming) Currently City Council’s town hall meetings have focused on providing an informal way for the public to hear from Council on topics they are most interested in. The City doesn’t video stream or record to provide an informal option for individuals who don’t wish to speak on camera to talk to Council without being on camera or recorded. Current Practice: Other Options: Purpose/Goal • City Council informs the public on topics of interest to those in attendance. (Inform) • The Council/City gather feedback or input on topics of interest. (Consult) Format/Set Up • Presentation from Council panel • Table, chairs/stools, microphones, question cards • Collect input/feedback Cons: Pros: Recording • Meeting becomes more formal • Individuals don’t need to be present • Could be seen as more transparent Questions for Council: 1. What should be the purpose of the meeting? 2. What is the right format? 3. Should it be recorded (and/or video stream)?