HomeMy WebLinkAbout2019-12-03 City Council Work Session Meeting PacketAgenda
City Council Work Session
City of Edina, Minnesota
Community Room
Tuesday, December 3, 2019
5:30 PM
I.Call To Order
II.Roll Call
III.2020 - 2021 Budget Presentation
IV.Human Services Task Force: 2020-2021 Funding Recommendations
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: December 3, 2019 Agenda Item #: III.
To:Mayor and City Council Item Type:
Reports / Recommendation
From:Don Uram, Finance Director
Item Activity:
Subject:2020 - 2021 Budget Presentation Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Discussion only.
INTRODUCTION:
Staff will provide an overview of the 2020 - 2021 Budget, Budget Work Plan, and proposed 2020 Property Tax
Levy.
ATTACHMENTS:
Description
2020-2021 Budget Work Plan
Rev Dec. 3, 2019 Page 1 of 7
2020 – 2021 Proposed Budget Work Plan
DEFINITIONS
Describes the broad outcomes that must be achieved
through the budget.
Defines the measurable results that need to be
achieved to meet the goals.
Details the specific actions to be taken this budget to
meet the objectives.
Goal 1: Maintain Physical Assets &
Infrastructure
It is crucial to maintain City infrastructure including streets, facilities,
buildings, equipment and public spaces. Deferred maintenance can
lead to costly unplanned repairs and replacements with decisions
based on short-term implementation costs, vs. long-term maintenance
costs. Properly maintained facilities, streets, water main, sanitary sewer
and storm sewer systems provide reliable and efficient operations
while lessening the City’s carbon footprint.
ONGOING OBJECTIVES:
• Incorporate financial, societal and environmental costs into decision-making processes.
• Incorporate lifecycle and maintenance costs and climate adaptation design practices to allow
more informed decision making.
Budget Goal
Budget Objective
Strategy/Action
Rev Dec. 3, 2019 Page 2 of 7
2020 – 2021 Proposed Budget Work Plan
• Provide funding to maintain and replace City facilities, assets and equipment in a manner that
avoids deferred maintenance, prevents emergency repair and replaces assets at the most cost-
effective time.
• Manage the City’s facilities, operations, equipment and capital investments in a manner that
increases energy efficiency, reduces the City’s carbon footprint and GHG emissions and meets
sustainability goals.
• Design and build for resiliency in the infrastructure that reduces flooded structures, improves
water quality (drinking and surface) and increases filtered drinking water production.
2020-2021 BUDGET OBJECTIVES
• As debt levies expire, increase the CIP Levy to establish reliable funding for ongoing building
maintenance, replacement and capital improvements.
• Capture the Southdale TIF tax capacity for 2022 CIP.
• Reduce the City operations’ total electricity GHG emissions by 5 percent, 893,000 kWh each year,
through implementation of energy management plans, ongoing facility maintenance, capital
improvements and operational behavior change.
• Implement Green Fleet Policy recommendations to meet goal of 30 percent emission reduction
mpg and gas usage by 2025.
• Improve security and safety in City facilities for public and staff.
2020-2021 Strategy/Action: Lead
1 Approve architectural option and complete construction of Water Plant
#5. (Q4 2021)
Engineering
2 Create a green building policy for City facilities incorporating
sustainability principles into evaluation, design and construction of
City capital projects. (Connected with project 3-2).
Administration
3 Determine interim park and recreational uses of Fred Richards Park.
Update cost plan estimate prior to CIP process. (Q2 2020)
Parks & Rec
4 Identify funding source and timeline for implementation for Braemar
Park Master Plan by Q3 2020. Prioritize master plan components for
future implementation. Ensure that master plan costing is updated prior to
CIP process. (Q3 2020)
Parks & Rec
5 Consider options for using alternative funding methods for park
improvements and determine next steps. (Q2 2020)
Finance
6 Develop a master plan for addressing City Hall deferred maintenance,
energy efficiency, security and service needs in a cost-effective manner.
(Q3 2020)
Facilities
Rev Dec. 3, 2019 Page 3 of 7
2020 – 2021 Proposed Budget Work Plan
7 Implement decision (to be made in 2019) regarding street assessment
financing and transition plan if applicable. If local option sales tax is
selected, seek State legislative approval to request that voters approve a local
option sales tax for regional park improvements and MSA street
improvements. (Q2 2020 [state approval], Q4 2021 [referendum])
Finance
8 Approve a water quality strategy for Lake Cornelia. (Q2 2021)
Engineering
9 Upgrade the communication equipment (SCADA) that monitors and
ensures delivery of safe potable water and improve our ability to have a
reliable storm and sanitary sewer system. (Q4 2020)
Public Works
10 Develop and begin implementation of of the street lighting system and
maintenance plan that balances sustainability, public safety, and quality
of life goals, including increasing energy efficiency, ensuring safely lit
community, and minimizing light pollution. (Q4 2020)
Public Works
11 Prepare for possible conversion of Centennial Lakes from Enterprise fund
to General fund in 2022-23 budget cycle. (Q2 2021)
Finance
Goal 2: Maintain Service Levels that Best Meet
the Needs of the Community
The City delivers a variety of services, including police and fire response,
water and sewer, snow plowing and building inspections, that are
essential for the safety and wellbeing of those who live, work or visit
Edina. In addition, amenities and services including recreation facilities,
parks and programs contribute to the overall quality of life within the
community. To deliver reliable service, the City needs to recruit and
retain a strong workforce that has the resources and technology needed
to effectively and efficiently perform their work.
ONGOING OBJECTIVES
• Comply with legal and safety standards.
• Maintain adequate response times.
• Provide high-quality services in an efficient manner that demonstrates respect for the public.
• Promote an engaging and respectful work culture that values employee quality of life and
work/life balance.
• Provide competitive employee compensation and benefits to attract and retain a skilled and high-
performing workforce.
Rev Dec. 3, 2019 Page 4 of 7
2020 – 2021 Proposed Budget Work Plan
• Provide staffing, tools, equipment, resources and training to meet expectations for service
delivery.
• Utilize effective technology to easily maintain and locate data for the public, reduce risk and
provide better data for informed decision-making by elected officials and staff.
• Ensure that limited resources (money, equipment and time) are deployed in an equitable and
sustainable manner.
2020-2021 BUDGET OBJECTIVES
• Increase integration of disparate City data systems, (e.g., Financial, Human Resources and
Geographic Information Systems) for better decision-making and easier access.
• Maintain adequate work-life balance for employees with an increased focus on employee quality
of life, stress management, physical and mental well-being.
• Provide adjustments to employee compensation to maintain position with market.
• Provide benefit increases to and design changes to maintain affordability.
2020-2021 Strategy/Action: Department Lead
1 Implement Enterprise Resource Planning (ERP) System, including:
• Project hierarchy and metrics (Q4 2020)
• “Go-live” new finance and HR software (Q1 2021)
• Begin implementation of UB software (Q1 2021)
• “Go-live” new UB system (Q3 2021)
Finance
2 Determine long-term plan for future of Art Center, including:
• Program evaluation of community service needs for the Art Center.
• Ensure critical repairs are made to Art Center to properly continue
existing operations in current building for at least 10 years.
• Conduct feasibility and infrastructure analysis on existing Art Center
building prior to the CIP process. (Q2 2020)
• Conduct alternative site analysis and business plan modeling for
relocation of the Art Center operations. (Q2 2021)
Parks & Recreation
3 Implement rental housing license and inspection program. (Q1 2020) Health
4 Implement Police-Worn Body Cameras. (Q4 2020) Police
5 Replace Public Safety Computer-aided Dispatch (CAD) and Record
Management System (RMS) (Q4 2020)
Police
Rev Dec. 3, 2019 Page 5 of 7
2020 – 2021 Proposed Budget Work Plan
6 Decision, finance method and plan for relocating OR expanding Fire
Station 2 in order to accommodate 24-hour operations with one fire
apparatus, two ambulances and support vehicle. (Q4 2020)
Fire
7 Determine finance method and plan for Fire Station 3 in the Northeast
Quadrant of the City. This station would be of such size to accommodate
24-hour operations with one fire engine, ambulance and support vehicle. (Q4
2020)
Fire
8 Conduct first presidential primary under new state legislation. (Q1 2020) Administration
9 Develop long-term plan for elections absentee voting and storage. (Q1 2020) Administration
Goal 3: Plan for Connected & Sustainable
Development
Redevelopment and renewal of commercial and residential real estate is
essential to the vibrancy of the community. Redevelopment will play an
integral part of providing an inclusive, high quality of life that the Edina
community expects. It is important to ensure plans and policies are
relevant today and flexible for tomorrow. Incorporating sustainability
principles and standards during redevelopment with the goal of
reducing the community’s carbon footprint will be critical to human
health and safety. Creating sustainable redevelopment requires forward
thinking and preparing for the future.
ONGOING OBJECTIVES
• Determine, track and meet sustainability goals for metrics such as energy, transportation, water
and waste.
• Connect neighborhoods, businesses and open spaces.
• Support the continued high quality of life offered to residents and those who work in Edina.
• Promote affordable lifecycle housing.
• Demonstrate resiliency to changing climate and future community needs.
2020-2021 BUDGET OBJECTIVES
• Continue installation of sidewalks and shared-use paths (e.g., Twin Loops implementation).
• Launch residential curbside organics and recycling (define numbers and goals).
• Create affordable/workforce housing (1,220 units by 2030).
2020-2021 Strategy/Action: Department Lead
Rev Dec. 3, 2019 Page 6 of 7
2020 – 2021 Proposed Budget Work Plan
1 Continue development and implement a strategy to create
affordable housing units with revenue from the Affordable
Housing Policy and from Southdale II TIF District special authority.
Community
Development
2 Create and implement a green building policy to incent sustainable
building and operational practices for new development and
redevelopment. (Connected with 1-2)
Administration
3 Develop waste reduction goals and implementation plan for
residential organics recycling for April 2020 launch.
Health
4 Implement Energy Benchmarking ordinance. Administration
5 Decide on future of redevelopment of the former Public Works site in the
Grandview area by Q2 2021.
Administration
6 Develop a Climate Action Plan for the City. (Q4 2021 Administration
7 Complete study of expanding public parking at 44th and France and
explore a strategy to create district parking in the 44th and France Area per
the 44th and France Small Area Plan, including parameters that balance
current transportation needs and sustainability goals. (Q4 2021)
Community
Development/
Finance
8 Develop Travel Demand Management Policy. (Q4 2020) Engineering
9 Prepare a District Plan for the Cahill Industrial Park by Q4 2021. Community
Development
10 Work with Edina School District to develop and implement Safe
Routes to Schools program. (Q4 2021)
Engineering
Goal 4: Foster Inclusive and Engaged
Community
It is important that the City helps to foster a community that is
welcoming and inclusive to all who live, work and spend time in Edina.
The City wants to ensure that it works for all of the community. Efforts
to engage the community will utilize multiple platforms, be informative,
transparent, responsive and involve volunteers and City Commissions.
ONGOING OBJECTIVES
• Ensure City policies and practices do not have disparate impacts based on race, color, national
origin, creed, religion, age, sex, sexual orientation, gender expression, familial status or disability.
• Conduct clear and meaningful community engagement where:
o The decision to be made and decision-making process is clearly defined.
o Individuals understand how and when they can participate.
o The City communicates what feedback is used and why.
Rev Dec. 3, 2019 Page 7 of 7
2020 – 2021 Proposed Budget Work Plan
o Inclusive engagement methods provide a variety of ways for the public to participate in
the decision-making process and ensure all voices are heard.
o Residents are satisfied with the process, even if they disagree with the outcome.
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 and Commissions.
• Reduce barriers to public participation.
• Increase diversity of boards, commissions, task forces and staff.
NEW 2020-2021 Strategy/Action: Department Lead
1 Continue implementation of Racial Equity Implementation Plan and
provide quarterly reports to City Council and HRRC. (Q4 2020)
Administration
2 Continue to evaluate and further refine community engagement standards
and protocols based on IAP2 model. (Q4 2020)
Administration
3 Develop measurable city-wide/department racial equity goals (Q3 2020)
and incorporate racial equity tools and resources into decision-making
processes. (Q1 2021)
Administration
4 Strengthen leadership and support for city-wide racial equity work,
including providing additional training, tools and resources to embed an
equity framework to City processes, services and decisions. This strategy
will build upon all employee and leadership training conducted in 2018-
2019.
• Develop and implement racial equity leadership training, resources
and support for City Council. (Q1 2020).
• Conduct advanced racial equity training for staff leadership and
foundational training for all employees. (Q2 2020).
• Incorporate employee selected racial equity competency in annual
performance review. (Q3 2020)
Administration
5 Develop and implement a plan to increase diversity of boards and
commissions members. (Q3 2020)
Administration
Date: December 3, 2019 Agenda Item #: IV.
To:Mayor and City Council Item Type:
Reports / Recommendation
From:Casey Casella, City Management Fellow
Item Activity:
Subject:Human Services Task Force: 2020-2021 Funding
Recommendations
Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None. Discussion only.
INTRODUCTION:
The Human Services Task Force will present their preliminary funding recommendations for the 2020-2021
budget. The goal of today's discussion is for the Task Force to present their rational for the recommendation and
gather feedback from the City Council.
ATTACHMENTS:
Description
Task Force Report: Human Services Funding
Staff Report: Human Services Funding
City of Edina • 4801 W. 50th St. • Edina, MN 55424
Task Force Report
EdinaMN.gov/hs
Date: December 3, 2019
To: Mayor and City Council
From: 2019 Human Services Task Force
Subject: Human Services Task Force: 2020-2021 Funding Recommendations
The Task Force
The Human Services Task Force for 2019 consisted of the following members who participated in the
deliberations:
● Jim Nelson, Task Force Chair (Human Rights & Relations Commission)
● Christy Zilka (Community Health Commission)
● Annie Schilling (Heritage Preservation Commission)
● Patrick Willette (Parks & Recreation Commission)
● Bayardo Lanzas (Energy & Environment Commission)
Our Process
The Task Force has convened four times to date:
• On July 17, we met for the first time and
o Discussed the history of the Task Force and the general parameters of our work as
outlined by Staff Liaison Casella
o Elected our chair and decided on future meeting dates
o Reviewed and commented on the request for proposal draft (using the 2018-2019 proposal
as the template)
• On September 16, we met and reviewed responses to the RFP. We discussed each of the
proposals and decided on a meeting with certain of the applicants to answer some clarifying
questions.
• On October 9, we met with five of the applicants and discussed their business and received
answers to specific questions which had previously been put to them.
• On October 28, the Task Force met again to consider final allocation recommendations. This
memorandum contains the results of that discussion.
Our Methodology
We received nine applications for grants this year. Of those, 8 had received grants, either in the
immediately preceding biennial grant period (6) or in the penultimate period of 2016-7 (2); one (Edina
Village) is a new organization and therefore had not applied in the past for a grant.
The Task Force was of the unanimous view that a grant should not be made to Edina Village, for the reason
that it is a start-up organization, without as of the time of writing the RFP submission had not received
501(c)(3) status, had not organized a board of directors, and had not started any operations. We were of
the opinion that good stewardship of taxpayer dollars requires some track record such as provided by the
other applying organizations. We also note that Edina Village proposed operations seems to overlap what
the other applying agencies were already doing, but the primary basis for our decision was that the City
would be funding only start-up costs for an organization with no experience in the community.
Page 2
City of Edina • 4801 W. 50th St. • Edina, MN 55424
With this conclusion, we were down to the eight organizations listed below.
Having reviewed the applications, spoken to representatives of many of them and
reviewed the past history of funding, the Task Force was of the view that all of the
eight organizations were worthy of continued support. The eight applicants’ grant
requests total $255,404, which quite substantially exceeds the council’s budget for
these services based upon a 2% annual increase in grant funds. In making these recommendations, we
assumed the budget was as presented to us, i.e., $95,229 in year 1 and $97,334 in year 2, for a total of
$192,563. Obviously if the Council decides that these appropriations are insufficient to meet current
human service needs, then we could reallocate based on larger amounts as determined by the Council.
The Task Force started with the question: How much would we be granting if we simply multiplied each of
the last year’s grant amount (2019 for the six and 2017 for the two), by 1.02 in each of 2020 and 2021, i.e.
if we assumed that all applicants are equally worthy of continued funding at the previous levels, plus a
uniform 1.02% increment in each of the next two years. By applying that mathematical formula, the grant
amount would be $233,840, still considerably over the budgeted amount. In order to compress that
amount to the budgeted 2-year number, we calculated that we would have to reduce uniformly all
requested amounts by about 17.77%.
We concluded that, based on the knowledge before us, all of the eight grantees were equally worthy, all
served different needs of various segments of the Edina population, and we did not have enough contrary
information to justify a different method of allocation. Some Edina staff have direct contact with some of
these entities and if there were issues involving past services of any of them, we were not made aware of
them. The past history of grants to these organizations suggested to us that they are performing their
functions well as far as the City is concerned.
Therefore, with two exceptions we applied this mathematical approach to arrive at our recommendation.
The exceptions are the two smallest entities in terms of grant requests (and in terms of their overall
organizational size also). Those were Oasis for Youth and Bridge for Youth. If we round those grant
amounts to the funds requested, the process increased their allocations by only $3300, which funds are
easily taken out on a more-or-less pro rata basis from the remaining six organizations’ grants without doing
significant disruption to the overall amounts granted.
Our Allocation Recommendations
Using the foregoing analysis and rationale, we recommend the following based on the budgeted amounts
we were given:
Organization
Requested
two-year
Funding
Recommended
Funding 2020
Recommended
Funding 2021
Recommend
Funding over
two years
VEAP (food shelf, mobile
food pantry, supportive
housing services)
$50,000 $17,296 $17,677
$34,974
Oasis for Youth (support
for homeless youth)
$6,000
$ 3,000
$3,000 $6,000
Beacon Interfaith (case
management, staffing for
youth housing)
$30,000
$10,840
$11,092 $21,932
Page 3
City of Edina • 4801 W. 50th St. • Edina, MN 55424
Cornerstone Advocacy
Service (Domestic
violence
$46,000
$16,827
$17,198 $34,025
Senior Community
Services (senior support,
outreach, caregiver
support)
$42,000
$16,785
$17,155 $33,940
Normandale Center for
Healing and Wholeness
(Dementia, Alzheimer
caregiving for seniors)
$36,000
$12,547
$12,833
$25,380
Help at Your Door (Food
delivery, driving for
seniors)
$30,704
$10,584
$10,829 $21,413
Bridge for Youth
(operation cost for shelter
for youth, crisis council,
food,)
$14,700 $7,350 $7,350 $14,700
Edina Village $30,000 -- - $-
Totals $285,404 $95,229 $97,134 $ 192,363
Recommendations Going Forward
It would be helpful to future task forces if there were staff inputs from those staff members who interact
with the grantee agencies. It is our understanding that there is a mid-biennium review done by staff, and it
would be helpful to have at least that input, but also input on any ongoing experience with the
organizations in question. As it is now, the task force is largely left to looking at past allocation experience
and the representations and information provided by the organizations themselves. Perhaps at the
conclusion of the mid-biennium the Task Force could be reconvened to confer with staff on its review,
keep good minutes of the discussion and then pass on the information gathered to the next Task Force.
Continued attention to improving the Request for Proposal is warranted. We know there was enough
confusion about the form that some of the responses were inconsistent and had to be interpreted to
harmonize the intention of all applicants.
Current plans call for the Task Force to meet one more time – after the start of the new year – for a
debriefing session, out of which may come additional recommendations.
We thank the Council providing this opportunity for citizen input into the allocation process.
November 6, 2019
Mayor and City Council
Casey Casella, City Management Fellow
Human Services Task Force: 2020-2021 Funding Recommendations
Information / Background:
The City of Edina supports organizations that serve Edina residents. The City provides special funding to
organizations that address an immediate basic human need (i.e., elements required for survival and mental
and physical health, such as food, water, shelter, protection from environmental threats, and supportive
services to assist with activities of daily living).
The City Council established the Human Services Task Force to provide an informed and community-based
recommendation on how funds could be distributed. The Task Force forms every two years and is made up
of current City Advisory Board and Commission members. The Task Force charge is to solicit and consider
proposals from organizations and provide recommendations of a two-year funding distribution amount to be
considered for adoption by the City Council. The Task Force creates a Request for Proposal, accepts
applications, analyzes and interviews applicants, and ultimately provides a funding recommendation. Because
this is a budget distribution, the City Council has the final decision on the funding.
The 2019 Task Force staff liaison was Casey Casella, City Management Fellow for the City of Edina. The
2019 Task Force was comprised of 5 volunteer members:
• Jim Nelson, Task Force Chair (Human Rights & Relations Commission)
• Christy Zilka (Community Health Commission)
• Annie Schilling (Heritage Preservation Commission)
• Patrick Willette (Parks & Recreation Commission)
• Bayardo Lanzas (Energy & Environment Commission)
The staff liaison and 2019 Task Force members brainstormed recommendations going forward for future
task forces. Highlights include:
• Providing the task force with more staff input and recommendations upfront
• Inviting the task force members to the mid-year check in for the funded organizations
• Improvements to the request for proposal, including the information required
Staff will address these recommendations and work with the Task Force to improve the process for 2022.
The Human Services Task Force 2020-2021 funding recommendation memo is attached.