HomeMy WebLinkAbout2019-08-07 City Council Work Session Meeting PacketAgenda
City Council Work Session
City of Edina, Minnesota
Community Room
Wednesday, August 7, 2019
5:30 PM
I.Call To Order
II.Roll Call
III.City Hall Study
IV.2020-2021 Proposed Budget Work Plan and Budget Scenarios
V.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: August 7, 2019 Agenda Item #: III.
To:Mayor and City Council Item Type:
Other
From:Lisa Schaefer, Assistant City Manager
Item Activity:
Subject:City Hall Study Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None. Discussion only.
INTRODUCTION:
Staff and consultant will present findings from the City Hall Space Needs Study.
ATTACHMENTS:
Description
Presentation City Hall Space Study
Title Slide -Gray
CITY OF EDINA
CITY HALL SPACE NEEDS STUDY
AUGUST 7, 2019
Agenda Slide -Photo
Project Goals
•Implement energy and sustainability goals
•Improve security
•Increase efficiency for customers and staff
•Create flexible and efficient workplace integrating wellness goals
•Upgrade per current building and accessibility codes
Short title, content & rt. vertical photo
•Security & Service
•Programming & Energy Efficient Operations
•Site & Parking Analysis
Study Topics
Security
& Service
Title and content (no subhead, more room for text)Security and Service Diagrams
Title and content (no subhead, more room for text)Security and Service Diagrams
Programming
& Operations
Short title, content & rt. vertical photo
•Staffing & space needs projections
•Operational analysis
•Department interviews
•Survey
•Journey mapping
•Key findings
•Meeting space shortage
•Community Room location
•Unclear customer wayfinding
•Office flexibility impeded by hard-wall construction
•Thermal comfort & energy inefficiencies
•Compromised work flow
•Undersized patrol garage
•Customer experience
Programming & Operations
Title, subhead and content
Existing condition
•71,869 sf
•166 staff
SPACE PROGRAM METRICS
Program Concept:
•Increase energy efficiency and security by co-locating
public meeting rooms and spaces
•Re-organization of department locations to increase
work flow efficiency
•Standardization of office and workstations
•Incorporate wellness/mental health into planning:
daylight, thermal comfort, quiet rooms, fitness
•Co-locate service points for clear, stream-lined
customer service
•Capture under-utilized space
Programming & Operations
Site/Parking
Analysis
Short title, content & rt. vertical photo
Site/Parking Analysis
•Existing parking metrics
•Traffic flow concerns
•Police parking capacity
•Phased improvements
•Coordination with Grandview
Transportation Plan
Title, subhead and contentSite/Parking Analysis
Title, subhead and contentSite/Parking Analysis
Title, subhead and content
Site Sustainability
Summary
Annual Greenhouse Gas
Emissions
•195.9 mTonnes
•(81.6% reduction,
exceeds 2050 Goals)
Energy Use Intensity
(EUI)
•70 –80 estimated
On-site Renewable
Energy Generated
•639.9 MWh
•(97% of use)
Site Tree Canopy Cover
•18.6%
•(+0.4% change)
Thank You
Closing Slide -Photo
Title, subhead and content
PROGRAMMING & OPERATIONS
Existing condition: 71,869 sf -166 staff
SPACE PROGRAM METRICS
Program Concept:71,869 sf –195 staff (15 year projection)
•Increase energy efficiency and security by co-locating public meeting rooms and spaces
•Re-organization of department locations to increase work flow efficiency
•Standardization of office and workstations
•Incorporate well-being into planning: daylight, thermal comfort, quiet rooms, fitness
•Co-locate service points for clear, stream-lined customer service
•Capture under-utilized space
Date: August 7, 2019 Agenda Item #: IV.
To:Mayor and City Council Item Type:
From:Scott H. Neal, City Manager
Item Activity:
Subject:2020-2021 Proposed Budget Work Plan and Budget
Scenarios
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None. Discussion only.
INTRODUCTION:
Staff will review the first draft of the 2020-2021 Budget Work Plan and scenarios/preliminary options for the
2020-2021 Operating Budget.
ATTACHMENTS:
Description
Summary of March 2019 Council Retreat
DRAFT 20-21 Budget Work Plan
Worksession Budget Presentation
SARA A. PETERSON, JD – MANAGEMENT CONSULTANT
P | 812.822.2122 n C | 651.260.0273 n F | 812.205.2987
www.sarapetersonconsulting.com n saraannpeterson@gmail.com
City of Edina – Council Planning Summary
March 14-15, 2019 (Braemar Golf Course)
PARTICIPANTS
Elected Officials Staff & Facilitator
James Hovland, Mayor
Ron Anderson, City Council Member
Mary Brindle, City Council Member
Mike Fischer, City Council Member
Kevin Staunton, City Council Member
Scott Neal, City Manager
Lisa Schaefer, Assistant City Manager
Casey Casella, City Management Fellow
Sara A. Peterson, Management Consultant
AGENDA
THURSDAY
4:45 Arrive & Settle In
5:00 Introduction
Review agenda, ground rules, and meeting
goals
5:10 Setting the Stage
Staff will present an overview re:
Budget & Work Plan Process
SWOT Analysis for Each Goal
Budget History & Forecast
Council will ask questions and discuss the
implications of the presentation for this
process.
6:30 Dinner
7:00 Exploring Priorities for 2020-2021:
Setting Priority Objectives & Strategies
Delve into each Idea to:
Set Council Priorities for 2020-2021
Develop Broad 2-Year Objectives for Each
Prioritize Strategies/Actions
8:45 Next Steps
9:00 Adjourn
We’ll stretch along the way as needed.
FRIDAY
10:15 Grab Coffee & Settle In
10:30 Brief Recap of / Reflection on Yesterday
10:40 Aligning Ethics, Engagement & Participation
Council members have asked for a formal Ethics Policy. At the same
time all are working for a more effective Council process. We’ll set
the stage for both, looking at:
How ethics policies intersect with Public Participation and
Community Engagement
How Council communications, processes and meeting purpose
affect all three
The values that should connect them all
Targeted questions, examples and review of existing values and
policy will frame the discussion. By the end, we will have a clear
direction for this work.
12:30 Lunch
1:30 Effective Financing of Edina Streets
Staff and consultants will present a review of Edina’s street
assessment approach and other approaches available to the City. By
discussing the pros /cons and underlying values inherent in each
approach, we will arrive at answers to:
Will we actively pursue a change in policy in the next 2 years?
If yes, what approach do we prefer, and what is a fair and
appropriate transition?
4:00 Wrap Up
Prioritize Themes and outline next steps
4:30 Adjourn
We’ll stretch along the way as needed.
Page 2 of 13
I. Setting the Stage
The retreat began with an overview of Edina’s planning and budgeting process, a quick grounding in its financial position, and
a presentation of senior staff perspectives related to City goal status. What follows are key elements from that presentation.
Overview of Process
Timeline 8/7 City Manager presents 2020-21 draft budget work plan and budget scenarios
2/26 ELT Retreat 8/20 City Manager presents budget draft to Council
3/14 Council Retreat 9/4 City Council adopts preliminary 2020 property and HRA tax levy and budget
6/1 Departments send budget requests 12/3 Public Hearing & option to adopt final property and HRA tax levy and budget
7/19 ELT reviews 2018-2019 budget draft 12/17 Deadline to adopt final property and HRA tax levy and budget
Consolidated Budget
Highlights
• Market and median values have risen since 2013
• Past tax levy growth:
o 2011-14, 1.8%/year average
o 2015-19, 6.4%/year average
• There is a significant amount of unfunded
maintenance needs
• Edina’s 10-year forecasting includes these
assumptions:
o Flat Revenue Growth (Permits: $4.5 million)
o Wages/Benefits/Staff Increases: 5%
o Other Costs: 3%
o Growth in Tax Capacity 2.77%
o Median Value Home: 1%
Edina Consolidated Budget $116M
Governmental Funds $71M
General Fund $43M
Debt Service Fund $8M
Construction Fund $10M
Special Revenue Funds, inc. HRA
Enterprise Funds $45M
Utility Fund $19M
Liquor Fund $13M
Park Enterprises $13M
Page 3 of 13
Staff Highlights of Goals
1
2
3
4
Page 4 of 13
II. Setting Priority Objectives & Strategies
Background
In 2017, the City Council retreat was designed to identify key themes that would drive Edina’s biennial budget. The meeting
resulted not only in themes for that cycle, but ones that have since been crafted into four evergreen goals for the City budget:
As a result, the 2019 retreat focused on priorities within those areas. By discussing priorities, Council Members essentially
provided staff with principled parameters for crafting the budget rather than focusing on the few that “we can afford.” Doing
so opens the door to a range of funding approaches and mechanisms for any given project, while ensuring that we do what is
right and needed for Edina.
Discussion & Direction
As discussion progressed, Council Members developed frames for prioritizing needs, applicable to each of the goals as follow:
• Focus on items that increase City resilience to change whether that be environmental, financial, technological, etc.
• Emphasize those items and efforts that benefit more than one goal when possible
• Continue focus on questions of equity – how everyone receives Edina’s highest and best service
With that as the starting point, the Council discussed each of the four goals, providing the following guidance to staff:
“Evergreen”
Objectives:
• Factors financial, societal and environmental costs (triple-bottom line) into projects and decision making;
• Allows more informed decision-making by incorporating lifecycle and maintenance costs;
• Optimizes financial resources by replacing equipment and vehicles at the most cost-effective time; and
• Meets our sustainability goals to ensure the City can continue to provide residents the highest quality of life.
Preliminary
Priorities:
• Develop a comprehensive approach to water, including storm water management, water quality and water
treatment
• Focus on sustainability and energy efficiency when assessing capital projects
• Focus on resilience when assessing and funding parks projects in the future
• Address City Hall deferred maintenance and upgrades because of its impact on energy efficiency, security,
effective function and service
Other
Considerations
• Given this framework, the fire station became a consideration under goal 2 rather than here
• Likewise, the art center ties to the Grandview project placed it in another category
Maintain physical assets and infrastructure.
• Streets & bridges
• Water/sewer/storm infrastructure
• City buildings
• City vehicles
• Other equipment
Page 5 of 13
“Evergreen”
Objectives:
• Recruits, trains, & retains a strong workforce.
• Utilizes effective technology & data systems
• Complies with legal and safety standards
• Ensures adequate response times
• Ensures equitable deployment of resources.
Preliminary
Priorities:
• Focus on employee quality of life, stress, mental health and work/life balance
• Pay particular attention to the needs of police and fire employees in response to increased complexity of work
• Focus on system integration resulting in 1) efficiency gains to both employees and residents, 2) increased data
capabilities (e.g., longer-term data, deeper analysis, increased predictive potential), and 3) further proactive step
in developing as a “Smart City”
Other
Considerations
• Looking for ways to bring better, faster, cheaper services to residents
• Developing a plan for the Cahill area
“Evergreen”
Objectives:
• Ensure plans and policies are relevant today and flexible for tomorrow
• Meet sustainability goals
• Connect neighborhoods, businesses and open spaces
• Support the continued high quality of life offered to residents and those who work in Edina
Preliminary
Priorities:
• Develop a comprehensive approach to housing across the life cycle, including next generation affordability
spanning 100-200% of AMI as well as workforce housing. The approach should be focused on single-family
residences (preservation and their ability to regenerate/revitalize Edina) while encompassing a full range of variety
and options
• Deepen commitment to and role-modeling of sustainable practices (e.g., recycling, education)
Other
Considerations
• Note need to resolve Grandview Public Works site issues before addressing art center under goal 1
• Note link between sustainability practices for new construction here and water discussed in goal 1
Maintain service-levels that best meet community needs.
• Public safety response (police/fire/medical)
• Code inspections & enforcement
• Street & utility maintenance
• Parks & recreation programs
• Strong workforce to effectively deliver services
• Effective systems to manage service delivery
Plan for connected and sustainable development.
• Residential and commercial development & renewal
• Connected neighborhoods, businesses, and open spaces
• Multi-modal transportation & living streets
• Affordable/workforce housing
Page 6 of 13
“Evergreen”
Objectives:
• Understand community needs
• Use inclusive engagement methods
• Communicate using multiple platforms
• Eliminate disparate impacts
Preliminary
Priorities:
See conclusions under “Aligning Ethics, Engagement & Participation” for preliminary priorities
Foster an inclusive and engaged community through:
• Community engagement
• City communications
• Boards and commissions
• Race and equity initiatives
• Volunteers
• Intergovernmental partnerships
Page 7 of 13
III. Aligning Ethics, Engagement & Participation
Council Members have asked for a formal Ethics Policy. At the same time, all are working for a more effective community
engagement process. We set the stage for both, looking at:
• How ethics policies intersect with Public Participation and Community Engagement
• How Council communications, processes and meeting purpose affect all three
• The values that should connect them all
This topic directly addresses “City Goal 4 : Better Together” efforts to “foster an inclusive and engaged community.” It also
intersects with “City Goal 2: Reliable Service” efforts requiring a “strong workforce to effectively deliver services.”
Discussion
The Council began this discussion by defining the problem it is trying to solve. The result of this portion of the discussion was
agreement that this is largely about managing expectations and perceptions related to Council behavior as individuals and as
a group. It is not about fixing emotions or the spread of inaccurate information.
Why have a policy? Where does it come into play? What are concerns?
Ensure we meet legal obligations
Demonstrate that we have and
consistently follow a code of conduct
and professionalism above and beyond
those legal obligations
Acknowledge the impact of perceptions
of our conduct regardless of intent, etc.
Interactions with the public, staff, each other
• How we treat individuals
• What, how and when we communicate
Community engagement processes
• Process clarity and consistency
• Our promises to the public
• Their expectations of us
Deliberative and decision-making meetings
• The structure of meetings/hearings
• Our conduct in and out of meetings
• Actual and perceived:
o Process fairness and respect
o Conflicts of interest
o Promises kept
We “stumble” when our interactions,
processes or conduct (regardless of
intent) aren’t perceived as:
Transparent
• Council work sessions
• Long/late Council meetings
Fair/Reliable
• Public ability to be heard
• Meetings with interested individuals
• Mid-process changes
• Changed decisions
Coordinated
• Different “answers” given to resident
questions from multiple city sources
including staff and elected.
In a city of approximately 52,000 residents, approximately 75% of whom are adults, Council and staff members estimate that
they hear from maybe 500-1,000 individuals over the course of a year. With this in mind, the Council then delved into its
assumptions about those who do/don’t engage. Importantly, the same descriptions to those we hear from could be applied
to those we don’t and vice versa. It is not simply a matter of who is willing AND able to “show up.”
Who DO we hear from? What do they want?
• Those directly affected
• Those who want to be heard
• Those in the habit of engaging
From their participation
• To influence the outcome
• To mitigate potential losses, fears
• To learn or gain information
From us
• Us to agree with them
• Do our job without negatively affecting “front door” issues:
o Property values
o Quality of life or lifestyle
o Safety
o Neighborhood conveniences
o The City’s brand or their personal identity
Who DON’T we hear from?
• Those who trust us to do our job as their representatives
• Those who do not trust, or have negative views of, the system
• Those who do not know about or understand the process
What constrains engagement?
• Age or ability
• Work or child commitments
• Transportation or income
• Schedule or duration of meeting
• Weather or time of day
• Experiences and perceptions
• Comfort or ability to interact in a formal public forum
• Technology access or ability
Make a plan
Do what we say we will do
Don’t change the rules
Make a decision
Tell people why
Page 8 of 13
Edina invests a significant amount of time and energy into these processes – as staff, elected officials and community
volunteers. In a typical year, this includes:
City Council
Time spent in meetings, general in the evening, include:
• 24 Regular Meetings = total 86 hours / 3.6-hour average per meeting
• 24 Work Sessions = total 36 hours / 1.5-hour average per meeting
• 24 HRA Meetings = total 36 hours / 1.5-hour average per meeting
• Board/Commission Interviews = total 30 hours
• As well as Special & Joint Meetings, Town Halls, Annual Commission, etc.
Each of these requires significant investment of staff and Council time in
preparation and follow up.
Advisory: City Boards & Commissions
Edina’s 10 advisories include 99 volunteers who
commit the following each year:
• 24-48 hours in public meetings (per person)
• 72 hours in related work
• As well as preparation
Staff support of each is also substantial, e.g.:
• 3,780 hours for the Planning Commission
• 708 hours for Parks & Recreation
• 276 hours for Energy & Environment
The Council then engaged in a discussion of participation in meetings/hearings of the Council and advisory bodies. We
clarified that we almost never promise to empower a group or process (i.e., cede final authority to them); that public
hearings are at most a consultation process; and that we involve or collaborate through advisory processes.
PROMISE We choose which promise to make depending on the specific situation.
1. We will work hard to inform
and listen every day.
2. We will consult
when appropriate.
3. We will communicate formal, defined processes
when we involve or collaborate. Where? INFORM 1 LISTEN OR CONSULT CONSULT OR INVOLVE OR COLLABORATE
Public Meetings
Council or advisory
meetings that are open
for public observation
Public Hearings
A meeting designated to
receive public comment
and testimony
Advisory Group Processes
Commissions, Boards, & Task Force work that can include public
meetings, public hearings or closed meetings depending on the
body involved, the work required and the process defined PURPOSE Make a decision
Provide transparency
Increase awareness of an
issue or proposal
Hear a report, speaker or
presentation
Meet legal requirements
Collect feedback on
positions
Create public ownership
Define issues and identify early warning signs
Identify values and understand different perspectives
Analyze alternatives and make recommendations DO NOT USE TO: Deal with complex or
controversial topics
Identify values
Gather feedback
Accomplish any of the
items listed as purpose of
advisory group meetings
Make binding decisions
1 Notice that the columns in the table above do not line up with those below. This is intentional to show that some meetings can vary. DEFINITIONS INFORM LISTEN CONSULT INVOLVE COLLABORATE
We give the
public
information
We listen to the
aspirations and
concerns of the public
We seek feedback on
drafts and proposals, then
share how the input
influenced the decision
We work with public to
ensure that their concerns /
aspirations are directly
reflected in the alternatives
developed
We work together to form
solutions and incorporate
advice/recommendations
into decisions to the
maximum extent possible. GOAL Provide the public balanced and objective
information to assist in understanding the
problem, alternatives, opportunities
and/or solutions.
Obtain public feedback on
analysis, alternatives
and/or decisions.
Work directly with the public
to ensure perspectives are
consistently understood and
considered.
Partner with the public in
each aspect of the decision
process, beginning to end.
Page 9 of 13
The Council engaged in a lengthy discussion of the purpose, timing, duration and process of decision-making particularly as it
relates to public hearings. They recognized that:
• Too much participation can be as problematic as too little
• The Council wants to understand the range of concerns, but does not need to hear each of them multiple times
• There is risk to process integrity if the last to speak is the one that is heard
• There is risk to process integrity if the advisory hearing is rendered moot by the Council hearing
• There is risk to perception of process integrity when a hearing is immediately followed by a decision without time for
deliberation
• There is value in residents hearing each other, not just the Council hearing residents
• Participation in public hearings needs to be meaningful for and respectful of residents, elected officials, and staff.
Successful participation means residents are able to participate in a meaningful way that respects their time and
constraints, and doesn’t necessarily mean that the meeting continues for as long as anyone wants to speak
They explored ideas such as:
• Relying more heavily on the public hearings conducted by advisory bodies
• Reporting on those hearings and follow-up research in more depth
• More explicitly treating the Council hearing as Part 2 of the advisory hearing – a follow up focused on changes to
proposals in response to the first part, questions answered from the first part, and perspectives that have changed,
again since the first part
This discussion also led to exploration of process transparency overall. This touched on the time/place and follow up of
Council work sessions. It also touched on ex parte Council communications with interested parties, and the difficulties that
can arise when different Council members provide different answers to resident questions.
Conclusion
In the end, the Council did not decide to change its process, but did remain open to further conversation on how to:
• Increase the efficiency of meetings and hearings overall
• Increase quality of communication with report outs from prior hearings or work sessions
• Increase process integrity by separating hearings from decisions into two meetings when practicable
Staff will delve into these items, exploring what may or may not be effective in the future. This could include process
timelines as well as deeper use of online solutions for community engagement and public participation in decision-making.
As discussion continued, the Council also began to re-discover some of its existing policy statements (appended to this
document) as a starting point for improved practice. All agreed that Council and staff should engage in a review of these
policies to bring up to date, fill gaps (e.g., developer communications; disclosure of meetings; differences between mayor,
member and staff), and include implementation expectations. This will likely require a workshop in the coming year.
The ultimate goal for all of this work is to:
• Align our intentions with the perceptions that our conduct creates
• Clearly communicate the principles, processes and promises behind decision-making and public participation in it
• Hold ourselves accountable to those principles, processes and promises
Page 10 of 13
IV. Effective Financing of Edina Streets
During this portion of the retreat, staff presented a review of Edina’s street assessment approach. The Council discussed
pros/cons and underlying values inherent in various approaches in order to address the agenda questions:
• Will we actively pursue a change in policy in the next two years?
• If yes, what approach do we prefer, and what is a fair and appropriate transition?
Background
With the following as background Council members asked whether the volume/pace of work per year was capped by the
financing mechanism. Staff responded that it was not. Rather, the pace is driven by utility constraints and is, thus, a reasonable
pace to expect going forward.
Local Streets Municipal State Aid Streets
• These streets are 100% assessed to the resident
• Over 23 years of street reconstruction Edina has completed
approximately 50% (80 of 164 total miles)
• Over the past 10 years, Edina has averaged $4.5 million in
assessments per year
• These streets are 20% assessed to the resident
• Over 18 years of street reconstruction Edina has completed
approximately 30% (13 of 41 total miles)
• Over the past 10 years, Edina has averaged $290,000 in
assessments per year
Discussion
The Council then discussed the pros and cons of the various financing options presented, touching on the following:
Pros Cons
Special
Assessments
Resident viewpoint
• Maintains the status quo, avoids transition concerns
• Users pay direct, actual cost, fair in the long-term
• Depending on tenure, may never have to pay
City viewpoint
• Stays out of general tax, keeping those rates down
• Actual cost means no need to estimate long-term
• Can assess otherwise tax-exempt property owners
Resident viewpoint
• Viewed as service covered in general tax, double-dip
• Not deductible for the homeowner
• Moving increases the risk of multiple assessments
• Amount is painful, often-unwelcome surprise, not a
benefit
City viewpoint
• Keeps property taxes lower
• Residents expect greater control over specifics
• Process requires public hearings
• Process appeals bring time and dollar costs
• Variability among courts brings uncertainty
Page 11 of 13
Pros Cons
Local Sales
Tax
• Requires visitors help pay for the improvements
• Puts initial decision in hands of voters
• Reduces conflict in the design process because
residents are not financially at risk (as demonstrated
by City’s experience with PACS)
• Not deductible for the homeowner
• Possible impact on 50th & France (unlikely given
Minneapolis tax across the street) and other shopping
areas
• Legislation must be specific, reduces flexibility of use
General
Property
Tax
• Tax is spread across more people so it’s easier for
residents to budget.
• Reduces conflict in the design process because
residents are not financially at risk (as demonstrated
by City’s experience with PACS)
• Cost is less transparent
• Cannot include visitors or tax-exempt property owners
Franchise
Fees
• More Control for the City – allows City to
differentiate rate by class of customer for
differential fees
• Reduces conflict in the design process because
residents are not financially at risk (as demonstrated
by City’s experience with PACS)
• Not deductible for the homeowner
Conclusion
By the close of the discussion, all Council Members agree that if they were starting from scratch, they would not choose the
current system. The overarching concern for all in considering any potential change is how to manage transition in an equitable
way, especially for those who have been assessed in the final years pre-transition. All agree that any transition plan should
simultaneously ramp down the current approach and ramp up any replacement that is approved as much as possible without
overly-burdening the implementation system.
If the current system were to change, most preferred a hybrid approach that included a partial assessment supplemented with
a local sales tax approach. Two of five Council members initially preferred an approach that started with sales tax legislation,
then moved to the hybrid above if that proved ineffective. Staff will investigate these options in greater detail and return to
the Council for further discussion during the coming two years.
Page 12 of 13
Appendix: Work to build from
City Council Guiding Principles
Working Together Effectively
We are all part of a team committed to the residents of Edina both today and in the future. To be effective we must come to meetings
with an open mind, think strategically about City issues and delegate details of implementations to staff. We will strive to maintain a
culture of trust, respect and candor as a Council and when working with staff.
Addressing Concerns of Residents
City staff is the first call for help for residents. We will refer residents who have concerns to appropriate City staff. If a resident has
contacted City staff but is still not satisfied, we will refer the resident to the City Manager and inform the City Manager of the concern.
Meetings Called by Residents
If we are invited to a resident meeting about an issue the Council has decided upon, we will explain how the Council arrived at the decision.
If we are invited to a resident meeting about an issue that will be before the Council in the future, we will keep an open mind and explain
that we are interested in their point of view, as well as others. We will make ourselves available to all parties on an equal basis, and we
will not advocate for a particular point of view. We will be circumspect about how we participate in the meeting, and we will not prejudge
the issue before the Council has had a change to deliberate.
Working with Boards and Commissions
We view our Boards and Commissions as vitally important resources to support out decision-making. We will communicate effectively
with Boards and Commissions and ensure they have the tools to do their work. We will give clear direction and take adequate time to
review the result of their deliberations. If we attend meetings of Boards and Commissions, we will do so only as an observer. If we attend
a meeting, we will strive for good communication among Council members and between Council members and staff.
Effective Meetings and Decision Making
• We will be consistent in policy and process.
• To be effective, we may need to slow down the process at times, look at the big picture and consider the strategic implications of
the decisions we make. We will encourage staff to focus on the big picture in their reports.
• We will respect our staff as valued resources and members of our team.
• We will honor our rules regarding public testimony and clearly communicate the rules to members of the public in attendance.
Guiding Principles were developed at a two-day retreat of the Edina City Council, the City Manager and the Assistant City Manager in May 2009.
Board & Commission Expectations
Conflict of Interest
Definition: any member who has a financial interest in, or who may receive a financial benefit as a result of, any Board or Commission
action or if there is potential for the appearance of conflict of interest.
Members who have a conflict of interest must:
• Disclose the conflict of interest to the group, and
• Abstain from discussing or voting on the matter.
Gifts
• Members may not receive gifts from any “interested person” in conjunction with their Board or Commission duties.
• Boards or Commissions can recommend acceptance of general gifts through the City’s donation policy.
Respectful Behavior
Members should STRIVE TO:
• Treat people with courtesy, politeness and kindness.
• Encourage others to express their opinions and ideas.
• Listen to what others have to say.
• Use the ideas of others to improve decisions and
outcomes.
• Recognize and respect differences.
Members should AVOID:
• Speaking over or cutting off another individual’s comments.
• Insulting, disparaging or putting down people or their ideas.
• Bullying other members by displaying a pattern of belittling,
demeaning, judging or patronizing comments.
• Violence or the threat of violence will not be tolerated.
• The Chair or the Staff Liaison can call for the removal of any anyone
who threatens or commits an act of violence.
Board & Commission Expectations are from the Edina Board & Commission Handbook.
Page 13 of 13
Code of Ethics
• I have been entrusted by the Edina City Council to perform my duties and services as a volunteer Board or Commission Member in
manner that is always in the best interests of the community of Edina.
• While honest differences of opinion may develop, I will work harmoniously with other Board or Commission members to assure
residents the services they require.
• I will invite all residents to express their opinions so I may be properly informed prior to making my decisions. I will make them
based solely upon the facts available to me. I will support the final decision of the Board or Commission.
• I must devote the time, study and thought necessary to carry out my duties.
• I understand that the Board or Commission members recommend policies, the City Council establishes policies and the staff is
responsible for administering the policies of the City Council.
• I understand that as a Board or Commission Member, I have no authority outside of the proper meeting of the Board/Commission.
• I understand that all Board/Commission meetings shall be open to the public, except as provided by law.
• I understand that it is my duty as a Board or Commission member to treat all residents, staff and fellow Board and Commission
members in a respectful and professional manner at all times.
• I will withdraw from discussions and decision-making actions in cases where I have a conflict of interest and I will disclose those
conflicts of interest when they arise.
Code of Ethics is from the Edina Board & Commission Handbook.
Community Engagement Principles
Relationships
• Make relationships foundational
• Strengthen relationships and build new ones
• Develop a trust between the City and residents
Inclusion
• Strive to provide meaningful engagement opportunities
• Invite underrepresented groups to participate
• Make all feel welcomed and valued
Equity
• Engage with residents where they are
• Remove barriers for participation
• Provide multiple options for participations
Accountability
• Make a plan
• Do what we say we are going to do
• Communicate how to participation influences decisions
These principles and values were presented to City Council on September 5, 2018.
The Council signified trust should be the foundation with the remaining 4
principles. The principles and values will foster an engaged community built on
trust by intentionally focusing on equity, diversity and inclusion.
In our work with residents, co-workers and other customers we:
These are the core values for City Staff
Integrity
• Proactively and openly share
information.
• Do what we say we are going to do.
• Are honest, ethical and transparent in
our actions
• Work for the common good and put the
interests of the City above our own.
• Wisely use City resources, money,
equipment and time.
Quality
• Do accurate, high-quality work.
• Take smart risks and look for
innovative solutions.
• Strive to provide the best long-
term value for our residents.
• Show initiative by continuously
improving our operations.
• Take pride in our work and in being
a leading organization.
Service
• Welcome, listen to and seek to
understand others.
• Strive to anticipate the needs of others
and to exceed their expectations.
• Look for opportunities to work with
others in solving problems.
• Seek out feedback and use it to improve
our work.
• Support one another and work
cooperatively.
August 7, 2019 City Council Work Session Page 1 of 9
2020-2021 BUDGET WORK PLAN
City Council DRAFT #1
DEFINITIONS
Describes the broad outcomes that must be achieved
through the budget.
Defines the measurable results that need to be
achieved this budget to meet the goals.
Details the specific actions to be taken this budget to
meet the objectives.
Budget Goal 1: Maintain Physical Assets & Infrastructure
ONGOING
OBJECTIVES:
• Factor financial, societal and environmental costs (triple bottom line) into
projects and decision making.
• Incorporate lifecycle and maintenance costs and climate adaptation
design practices to allow more informed decision making.
• Optimize financial resources by replacing equipment and vehicles at the
most cost-effective time.
• Properly fund and maintain City facilities and assets to avoid deferred
maintenance and emergency repair.
Budget Goal
Budget Objective
Strategy/Action
It is crucial to maintain City infrastructure including streets, facilities,
buildings, equipment and public spaces. Deferred maintenance can lead to
costly unplanned repairs and replacements with decisions based on short-
term implementation costs, 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 reduces energy costs.
August 7, 2019 City Council Work Session Page 2 of 9
2020-2021 BUDGET WORK PLAN
City Council DRAFT #1
• Meet our sustainability goals to ensure the City can continue to provide
residents the highest quality of life.
2020-2021
BUDGET
OBJECTIVES:
• Increase the CIP Levy and establish a Building & Assets Maintenance and
Replacement Levy to establish reliable funding for ongoing maintenance,
without increasing overall taxes by timing increases to coincide with
expiring City Hall and Weber Woods debt levies.
• Capture the Southdale TIF tax capacity for 2022 CIP.
• Reduce the City operations’ electricity GHG emissions by 5%, 893,000
kWh each year through implementation of energy management plans,
ongoing facility maintenance, capital improvements, and operational
behavior change.
• Incorporate sustainability impacts into all purchasing decisions. Focus on
resilience when assessing and funding parks projects in the future.
• Implement Green Fleet Policy recommendations to meet GHG reduction
goals in fleet. Keep fleet mpg and gas usage on track to meet 30%
emission reduction goals by 2025.
• Design and build for resiliency in the infrastructure by less flooded
structures, better water quality (drinking and surface) and increased
filtered drinking water production.
• Focus on sustainability and energy efficiency when assessing capital
projects Carbon Reductions in capital projects, buildings, and fleet.
• Address City Hall deferred maintenance and upgrades because of its
impact on energy efficiency, security, effective function and service.
• Improve safety in City facilities with less unattended access points into
facilities and less unattended access locations.
2020-2021 Strategy/Action: Department
1 Approve architectural option and complete construction of Water
Plant #5.
Engineering
2 Create and implement a green building policy for City facilities and
process for incorporating sustainability principles into evaluation,
design, and construction of City capital projects.
Admin/
Engineering
/Building/Financ
e
3 Determine interim park and recreational uses of Fred Richards
Park. Ensure that master plan costing is updated prior to CIP
process.
Parks & Rec
4 Identify funding source and timeline for implementation for
Braemar Park Master Plan by Q3 of 2020. Prioritize master plan
components for future implementation. Ensure that master plan costing is
updated prior to CIP process.
Parks & Rec
5 Consider options for and determine whether to hold a Park Improvement
Referendum.
Parks &
Rec/Finance
6 Develop a master plan for addressing City Hall deferred
maintenance, energy efficiency, security, and service needs in a
cost-effective manner. City Hall.
Facilities/Admin
August 7, 2019 City Council Work Session Page 3 of 9
2020-2021 BUDGET WORK PLAN
City Council DRAFT #1
7 Implement decision (to be made in 2019) regarding street
assessment financing and transition plan if applicable. If local
option sales tax is selected, seek State legislative approval to request that
voters approve a Local Option Sales tax for street improvements.
Engineering/Fin
ance
8 Approve a water quality strategy for Lake Cornelia.
Engineering
9 Upgrade the communication equipment (SCADA) that monitors and
ensures delivery of safe potable water and improve our ability to
have a reliable storm and sanitary sewer system. (Roughly $2.9 million
project – not currently in CIP).
Public Works
10 Upgrade the street lighting system to ensure energy efficient and
safely lit neighborhoods. (419 lights at $10,000 per light = $4.2 million)
($100k currently in annual General Fund budget)
Public Works
11 Develop a park system asset inventory, lifecycle investment plan and
implementation schedule.
Parks & Rec
12 Convert Centennial Lakes from Enterprise fund to General Fund using
phased reduction/elimination of liquor transfer.
Finance
13 Establish a Building & Assets Maintenance and Replacement Levy to
provide dedicated source of funding for maintenance, replacement, and
repair of City Buildings and assets (similar to Equipment Levy).
Finance
Note: Conversion of Centennial Lakes from Enterprise fund to General fund is likely needed in
22-23 budget cycle.
August 7, 2019 City Council Work Session Page 4 of 9
2020-2021 BUDGET WORK PLAN
City Council DRAFT #1
Budget Goal 2: Maintain Service-Levels that Best Meet the Needs of
the Community
ONGOING
OBJECTIVES:
• Comply with legal and safety standards.
• Maintain adequate response times.
• Ensure staffing-levels and other resources are matched to service-level
requirements.
• Ensure limited resources (money, equipment, and time) are deployed
in an equitable manner.
• Recruit, train and retain a strong workforce.
• Utilize effective technology and data systems to improve data
collection, data management, and staff efficiency.
2020-2021
BUDGET
OBJECTIVES:
• Increase system integration (e.g., ERP, GIS) to achieve efficiency gains
to both employees and residents.
• Increase system integration to increase data capabilities (e.g., longer-
term data, deeper analysis, increased predictive potential).
• Maintain adequate work-life balance for employees. Focus on
employee quality of life, stress, and mental health.
• Provide market adjustments to employee compensation and benefits
as needed to attract and retain skilled and high-performing employees.
2020-2021 Strategy/Action: Department
1 Implement Enterprise Resource Planning (ERP) System, including:
• Complete contract and statement of work (Q3 2019)
• Complete RFP for and award contract for an “as-needed” Project
Manager to assist project team during implementation (Q3 2019)
Finance & HR
The City delivers a variety of services that are essential to a local
government such as, emergency response, fire/EMS, development
planning and review, permits, inspections, and public programs.
Maintaining service-levels contributes to the overall quality of life,
safety and wellbeing for our residents and guests. 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.
August 7, 2019 City Council Work Session Page 5 of 9
2020-2021 BUDGET WORK PLAN
City Council DRAFT #1
• Begin implementation of finance and HR software (Q3 2019)
• “Go-live” new finance and HR software (Q1 2021)
• Begin implementation of UB software (Q1 2021)
• “Go-live” new UB system (Q3 2021)
2 Determine long-term plan for future of Art Center, including:
• Ensure critical repairs are made to Art Center to properly continue
existing operations in current building for at least ten years.
• Conduct feasibility and infrastructure analysis on existing Art Center
building prior to the CIP process.
• Conduct alternative site analysis and business plan modeling for
relocation of the Art Center operations.
Parks & Rec
3 Implement rental housing license and inspection program. Police (Health)
4 Implement Body Worn cameras for Police Patrol Officers in Q3 of
2020.
Police
5 Replace Public Safety Computer-aided Dispatch (CAD) and Record
Management System (RMS)
Police
6 Decision, finance method, and plan for the relocation or expansion of
Fire Station 2.
• Either expand Station 2 in current location to accommodate
additional response capability or
• relocate Station 2 to address response times and accommodate
additional response capability.
Fire
7 Determine finance method and plan for Fire Station 3 in the
Northeast Quadrant of the City. This station would be of such size to
accommodate 24-hour operations with one fire engine, ambulance and
support vehicle.
Fire
8 Conduct first presidential primary. Administration
9 Develop long-term plan for elections absentee voting and storage. Administration
August 7, 2019 City Council Work Session Page 6 of 9
2020-2021 BUDGET WORK PLAN
City Council DRAFT #1
Budget Goal 3: Plan for Connected & Sustainable Development
ONGOING
OBJECTIVES:
• Determine, track and meet sustainability goals for metrics such as
energy and waste.
• Connect neighborhoods, businesses and open spaces.
• Support the continued high quality of life offered to residents and those
who work in Edina.
• Promote affordable lifecycle housing.
• Demonstrate resiliency to changing climate and future community
needs.
2020-2021
BUDGET
OBJECTIVES:
• Increase installation of sidewalks and shared-use paths (e.g., Twin
Loops implementation).
• Adaptation Planning and Climate Mitigation.
• Successful launch of residential curbside organics and recycling.
• Create affordable/workforce housing (1,220 units by 2030)
• Work with the community on GHG emission reduction to mitigate
climate change.
2020-2021 Strategy/Action: Department
1 Continue development and implement a strategy to create
affordable housing units with revenue from the Affordable
Housing Policy and from Southdale II TIF District special authority.
Community
Development
2 Create and implement a green building policy to incent sustainable
building and operational practices for new development and
redevelopment by Q1 2019.
Administration/
Building/
Engineering
3 Develop waste reduction goals and implementation plan for
residential organics recycling for April 2020 launch.
Health/Admin
4 Implement Energy Benchmarking ordinance. Administration
5 Decide on future of redevelopment of the former Public Works site in
the Grandview area by Q4 of 2021.
Administration
6 Develop and approve a City Climate Action Plan. Administration
Redevelopment and renewal of commercial and residential real
estate is essential to the vibrancy of the community.
Redevelopment will play an integral part of providing an
inclusive, high-quality of life that the Edina community expects. It
is important to ensure plans and policies are relevant today and
flexible for tomorrow. Incorporating sustainability principles and
standards during redevelopment with the goal of reducing the
community’s carbon footprint will be critical to human health
and safety. Creating sustainable redevelopment requires forward
thinking and preparing for the future.
August 7, 2019 City Council Work Session Page 7 of 9
2020-2021 BUDGET WORK PLAN
City Council DRAFT #1
7 Complete study of expanding public parking at 44th and France and
explore a strategy to create district parking in the 44th and France
Area per the 44th and France Small Area Plan by Q4 of 2021.
Planning/Finance
8 Develop Travel Demand Management Policy. Engineering
9 Prepare a District Plan for the Cahill Industrial Park by Q4 of 2020. Community
Development
10 Work with school district to develop and implement Safe
Routes to Schools program.
Engineering
August 7, 2019 City Council Work Session Page 8 of 9
2020-2021 BUDGET WORK PLAN
City Council DRAFT #1
Budget Goal 4: Foster Inclusive and Engaged Community
ONGOING
OBJECTIVES:
• Ensure City policies and practices do not have disparate impacts based
on race, color, national origin, creed, religion, age, sex, sexual
orientation, gender expression, familial status, disability.
Conduct clear and meaningful community engagement where:
• The decision to be made and decision-making process is clearly defined.
• Individuals understand how and when they can participate.
• The City communicates what feedback is used and why.
• Inclusive engagement methods provide a variety of ways for the public
to participate in the decision-making process and ensure all voices are
heard.
• Residents are satisfied with the process, even if they disagree with the
outcome.
2020-2021
BUDGET
OBJECTIVES:
• Increase participation in Better Together Edina online engagement
website.
• Implement racial equity measures to provide accountability of work.
• Strengthen leadership and support for city-wide racial equity work.
• Better leverage Boards & Commissions.
• Reduce barriers to public participation.
• Increase diversity of boards, commissions, task forces and staff.
NEW 2020-2021 Strategy/Action: Department
1 Continue implementation of Racial Equity Implementation Plan and
provide quarterly reports to City Council and HRRC.
Administration
2 Implement and track measurable department racial equity goals:
• Application of tools/resources as it relates to racial equity
decision making process.
• Create and train foundational racial equity all City staff (which
includes tools and resources from multiple sources).
• Advanced racial equity leadership training for staff leadership.
• Employee selected racial equity competency in annual
performance review.
Administration
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. Efforts to
engage the community will utilize multiple platforms, be informative,
transparent, responsive and involve volunteers and City Commissions.
August 7, 2019 City Council Work Session Page 9 of 9
2020-2021 BUDGET WORK PLAN
City Council DRAFT #1
• Develop racial equity leadership training for City Council
members and provide coaching opportunities.
3 Develop and implement a plan to increase diversity of boards and
commissions members.
Administration
4 Continue to evaluate and further refine Community Engagement
standards and protocols.
Administration
The CITY of
EDINA
2020-2021 Budget and Tax Levy
Wednesday, August 7
The CITY of
EDINAAgenda
1.Budget Work Plan & Budget Recap
2.Budget Work Plan Draft
1.2020 –2021 Draft Budget Objectives
2.2020 –2021 Draft Strategies/Actions
3.Budget Scenarios
www.EdinaMN.gov 2
The CITY of
EDINABiennial Budget Process
Even Year: CIP Focus
First year of biennial budget
Update operating budget for
odd year
Review CIP in detail
Odd Year: Operating Budget Focus
Second year of biennial budget
Plan for next biennial budget
www.EdinaMN.gov 3
The CITY of
EDINABudget Timeline
Feb 26 ELT Retreat
Mar.14 Council Retreat
June 1 Department Heads send budget requests to Finance
July 19 ELT reviews 2018-2019 budget draft
Aug. 7 City Manager presents 2020-21 Draft budget work plan and budget scenarios
Aug. 20 City Manager presents 2020-21budget draft to Council
Sept.12 HRA adopts preliminary 2020 property tax levy and budget
Sept. 17 City Council adopts preliminary 2020 property tax levy and budget
Dec.3 Public Hearing & option to adopt 2020 final property and HRA tax levy and budget
Dec. 17 Deadline to adopt final 2020 property and HRA tax levy and budget
www.EdinaMN.gov 4
Vision Edina
(Twenty-year)
Budget Work Plan Operating Budget
(Two-year)
Department Work
Plans (Annual)
Employee Work
Plans (Annual)
Commission Work
Plans (Annual)
Comprehensive
Plan
(Ten-year)
Capital
Improvement Plan
(Five-year)
Strategic Policy
Implementation
Level
Work Plan Budget
Two-Year Budget Work Plan
City-Wide Performance Measures
Approval: City Council
Accountable: City Manager
Annual Department Work Plans
City-Wide Performance Measures
Approval: City Manager
Accountable: Department Director
Individual Work Plans
Annual Performance Reviews
Approval: Manager
Accountable: Employee
Annual Commission Work Plans
Approval: City Council
Accountable: Commission
Budget Work
Plan
Other Work
Plans
The CITY of
EDINA
Department Work Plans
•From Budget Work Plan
•From Race & Equity Implementation Plan
•From Commission Work Plans
•City-wide Goals: Sustainability, Equity,
Employee Engagement
•Department Proposed Projects
•From other department’s proposed
projects.
Budget Work Plan
•Council priority or significant
Council involvement.
•Amount of staff time or
resources will significantly
impact capacity for other
projects.
•Significant new budget
commitment needed.
Budget vs Department Work Plan
The CITY of
EDINA
The CITY of
EDINABudget Work Plan Goals
www.EdinaMN.gov 9
The CITY of
EDINAAgenda
1.Budget Work Plan & Budget Recap
2.Budget Work Plan Draft
1.2020 –2021 Draft Budget Objectives
2.2020 –2021 Draft Strategies/Actions
3.Budget Scenarios
www.EdinaMN.gov 10
The CITY of
EDINABudget Work Plan
www.EdinaMN.gov 11
Focus for today:
•20-21 Objectives
•20-21 Strategies/Actions
Later:
•Budget goal descriptions
•Ongoing objectives
•Editing: eliminating redundancy/plain language
•Performance measures
The CITY of
EDINAAgenda
1.Budget Work Plan & Budget Recap
2.Budget Work Plan Draft
1.2020 –2021 Draft Budget Objectives
2.2020-2021 Draft Strategies/Actions
3.Budget Scenarios
www.EdinaMN.gov 12
The CITY of
EDINA
www.EdinaMN.gov 13
Edina Consolidated Budget
$116M
Governmental
Funds $71M
General Fund $43M
Debt Service Fund $8M
Construction Fund $10M
Special Revenue Funds, including HRA $10M
Enterprise Funds
$45M
Utility Fund $19M
Liquor Fund
$13M
Park Enterprises
$13M
The CITY of
EDINAEstimated Market Value
10.1 9.9 9.4 9.1 8.9 9.0 9.8 10.4 10.9 11.6 12.4 12.9
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Values are in Billions
www.EdinaMN.gov 14
The CITY of
EDINAMedian Value Home
439,000
396,300
548,500
$300,000
$350,000
$400,000
$450,000
$500,000
$550,000
$600,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
www.EdinaMN.gov 15
The CITY of
EDINA
www.EdinaMN.gov 16
The CITY of
EDINATotal Levy vs. Levy Increase
www.EdinaMN.gov 17
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
2012 2013 2014 2015 2016 2017 2018 2019
5.54%
1.15%
1.79%1.90%
2.65%
8.18%
7.07%
6.36%
5.80%
4.60%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
The CITY of
EDINA
Year Increase
2016 7.07%
•Grandview Planning Study
•Braemar Park Planning Study
•Liquor Transfer adjustment
2015 8.18%
•Braemar Field/Backyard
•Pamela Park
Past Levy Increases & Drivers
www.EdinaMN.gov 18
Year Increase
2019 4.6%
•Public Safety Staff
2018 5.8%
•Increased CIP Levy
•Public Safety Staff
2017 6.36%
•Weber Woods
•Comp Plan
•CIP for Streets & Bridges
The CITY of
EDINATotal Tax Levy
www.EdinaMN.gov 19
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Bloomington EdenPrairie Edina Minnetonka Plymouth Saint Louis Park
The CITY of
EDINAAnnual % Levy Increase
www.EdinaMN.gov 20
City Bloomington Eden
Prairie
Minnetonka Plymouth St. Louis
Park
Edina
Year
2017 6.11 2.84 4.37 4.76 5.93 5.92
2018 4.95 3.87 3.33 4.95 5.03 5.51
2019 5.67 2.73 3.61 4.63 4.18 4.47
Avg 5.58 3.15 3.77 4.78 5.05 5.3
The CITY of
EDINABudget Scenarios
www.EdinaMN.gov 21
Draft Levy Draft Levy Draft Levy Draft Levy Draft Levy Draft Levy
2019 2020 (A)2020 (B)2020 (C)2021 (A)2021 (B)2021 (C)
General Fund 30,009,121$ 31,910,243$ 33,359,243$ 32,057,243$ 33,304,471$ 34,688,471$ 34,071,471$
5.32%6.34%11.16%6.82%4.37%3.98%6.28%
Arts/Culture 20,000 20,000 20,000 20,000 20,000 20,000 20,000
0.00%0.00%0.00%0.00%0.00%0.00%0.00%
Debt Service 4,611,900 4,596,300 4,596,300 4,596,300 3,651,400 3,651,400 3,651,400
0.70%-0.34%-0.34%-0.34%-20.56%-20.56%-20.56%
Construction 2,630,000 2,830,000 2,830,000 2,830,000 4,080,000 4,080,000 4,080,000
2.45%7.60%7.60%7.60%44.17%44.17%44.17%
HRA 160,000 192,000 192,000 192,000 230,400 230,400 230,400
28.00%20.00%20.00%20.00%20.00%20.00%20.00%
Total Tax Levy 37,431,021$ 39,548,543$ 40,997,543$ 39,695,543$ 41,286,271$ 42,670,271$ 42,053,271$
% Increase 4.60%5.66%9.53%6.05%4.39%4.08%5.94%
The CITY of
EDINA2020 Scenario A
•Increase for services and initiatives already approved.
•3% market adjustment planned
•State mandated 1.5% increase to Public Safety pension contribution
•Street light replacement required by Xcel maintenance plan
•Increased levies for CIP, Equipment, HRA -$232,000
•Building maintenance levy –replaces Weber Woods $400,000 levy
www.EdinaMN.gov 22
The CITY of
EDINA2020 Scenario B
•Includes all changes from Scenario A
•Includes all additional staff requests submitted by Department
Directors
•4 Facilities
•3 Paramedic/Firefighters
•2 GIS Specialists
•2 Police Officers
•1 Dispatcher
•1 Public Works
•1 Risk Management
www.EdinaMN.gov 23
The CITY of
EDINA2020 Scenario C
•Includes all changes from Scenario A
•Reduce Cahill Industrial Park study budget by $50,000
•New staff additions:
•2020
1 Police Officer
1 Facilities
1 Risk Management
•2021
1 Police Officer
3 Paramedic/Firefighters
1 Facilities
www.EdinaMN.gov 24
The CITY of
EDINAEstimated Levy Impacts
•In 2019, the median home was valued at $530,650. This home paid
property tax of $1,480 or about $123 per month to fund all of the
City provided services.
•For 2020, the median value home increased by about 3.4% to
$548,500.
www.EdinaMN.gov 25
The CITY of
EDINAEstimated Levy Impacts
Option A Option B Option C
Tax Levy Increase 5.66%9.35%6.05%
Total City Tax $1,560 $1,618 $1,566
$ Increase $80 $138 $86
Monthly Increase $7 $12 $8
Monthly Payment $130 $135 $131
www.EdinaMN.gov 26
The CITY of
EDINAHRA Levy for 2020
•An HRA can levy up to 0.0185% the previous year’s taxable market
value of all property in the City, or about $2.3M in Edina.
•An HRA levy is separate from the City levy.
•Levies collected must be used only for purposes listed in the HRA
Act.
•A $192,000 HRA levy in Edina would be about $7.59/year for a
median single family home ($548,500)
Sources: LMC Handbook for Cities, Edina Finance Dept., & Edina Assessing Division
www.EdinaMN.gov 27
The CITY of
EDINANext Steps
Feb 26 ELT Retreat
Mar.14 Council Retreat
June 1 Department Heads send budget requests to Finance
July 19 ELT reviews 2018-2019 budget draft
Aug. 7 City Manager presents 2020-21 Draft budget work plan and budget scenarios
Aug. 20 City Manager presents 2020-21budget draft to Council
Sept.12 HRA adopts preliminary 2020 property tax levy and budget
Sept. 17 City Council adopts preliminary 2020 property tax levy and budget
Dec.3 Public Hearing & option to adopt 2020 final property and HRA tax levy and budget
Dec. 17 Deadline to adopt final 2020 property and HRA tax levy and budget
www.EdinaMN.gov 28