HomeMy WebLinkAbout2021-08-04 City Council Work Session Meeting PacketAgenda
City Council Work Session
City of Edina, Minnesota
Community Room, City Hall
Call 800-374-0221, enter Conference ID 7371118 to listen to meeting
Wednesday, August 4, 2021
5:30 PM
I.Call To Order
II.Roll Call
III.Public Works and Parks Maintenance Stang Study
IV.MOTION TO CLOSE SESSION: As permitted by Minn. Stat. 13D.05
Subd. 3(b) for Attorney-Client Privilege to Discuss Robert C. Tengdin,
Trustee of the Robert C. Tengdin Revocable Trust dated May 18,
2009 v. City of Edina
V.Update on Robert C. Tengdin, Trustee of the Robert C. Tengdin
Revocable Trust dated May 18, 2009 v. City of Edina
VI.Motion to move back into open session
VII.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 ampli7cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: August 4, 2021 Agenda Item #: III.
To:Mayor and City Council Item Type:
From:Lisa Schaefer, Assistant City Manager
Item Activity:
Subject:Public Works and Parks Maintenance Staffing Study Discussion, Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None. Discussion only.
INTRODUCTION:
Jonathan Ingram from the Novak Consulting Group will present their findings from the Public Works, Facilities
and Park Maintenance Staffing Assessment
ATTACHMENTS:
Description
Presentation
Staffing Study
Organizational AssessmentAugust 4, 2021City of Edina Public Works, Facilities and Park Maintenance
1.Who We Are2.Project Overview3.Key Findings & Recommendations4.Q&A2Agenda
Who isRaftelis/TNCG?One of the most experienced local government financial and management consulting practices in the nation.With more than…120consultants across the U.S.31,200+public agencies and utilities25%of the U.S. population38/50of the nation’s 50 largest cities300+municipal and county governmentsRaftelis has provided financial/ organizational assistance forthat serve more thanincluding the agencies servingand including
Who is Raftelis/TNCGStrategic Planning – Define where organizations want to go and how to get thereExecutive Search – Manage executive and staff recruitment processesOrganizational Assessment – Help organizations define how to most efficiently and effectively deliver services
5Project Overview
Project Context6•Review of Public Works Department and divisions of Engineering and Parks & Recreation•Recent reorganizations ›Facilities Division moved to Engineering Department in 2021›Park Maintenance moved to Parks & Recreation Department in 2018
Project Goals7Compare current service level targets to best practicesClarify service delivery gap and associated staffing needsGenerate staff capacity through structure, technology, process, and policy enhancementsDefine clear service level goals
Project Approach•Kick-off meeting with City staff•Conducted 11 virtual interviews with 12 City staff•Completed 17 in-person interviews with 57 Public Works, Facilities, and Park Maintenance staff•Staff Guided tours of Public Works and Parks facilities•Reviewed and analyzed City data•Completed best practice research•Developed staffing models for different services•Finalized analysis and recommendations•Developed project report 8
9Key Findings and Recommendations
General Observations•Staff are dedicated and committed to high service level expectations•Staff have pride in their work as well as the City's reputation for quality municipal services•Strong working relationships among and between crews•Coordination and work planning across divisions has improved through the mill and overlay program10
Staffing Challenges•Opportunity to enhance service in key areas such as stormwater management and sidewalk maintenance•Ability for PTO is limited especially in winter months•Facilities deferred maintenance backlog of approximately $54 Million•Current approach to ice rink maintenance requires seven-day work week•Opportunity to generate efficiencies in the snowplow route design while maintaining service level11
12Public Works Department
Stormwater Management•Increase frequency of street sweeping to meet MS4 permit guidelines›Bi-weekly service April-October on high maintenance zones›Monthly service April-October on other zones›Represents 2,360 labor hours›Additional 2 FTEs needed for Asphalt Division•Begin inspecting catch basins annually›Backlog of catch basin repairs close to being addressed›Regular inspections will improve preventative maintenance›Additional 1 FTE needed for Utilities Division13
Stormwater Management•Establish a storm sewer inspection program›Storm sewer pipes are currently inspected on a reactive basis›Best practice is to televise pipes on a regular cycle based on asset condition›Pursue a contract for televising the entire system in the next five to 10 years14
Water System Maintenance•Implement unidirectional flushing ›Best practice from AWWA that isolates sections of the system and flushes with higher flow rates›Can reduce the staff time and water used compared to hydrant flushing•Establish a valve exercising program›Part of unidirectional flushing approach›Proactively identify and address inoperable valves15
Streets & Sidewalk Maintenance•Develop a comprehensive asphalt paving approach›Asphalt Division completes more than five miles of mill & overlay annually›Life cycle approach to asphalt maintenance should involve multiple approaches including preventative maintenance›May be an opportunity to perform additional street reconstruction if budget allows16
Streets & Sidewalk Maintenance•Establish a sidewalk inspection and maintenance program›Current response is reactive as staff receive requests from the community›City's sidewalk network has grown 9% since 2018 with capital plans to expand by another 29 miles›Begin inspecting 20-25% of sidewalk miles annually›Additional 1 FTE needed for Concrete Division17
Vehicle & Equipment Maintenance•Fleet maintenance staffing appears appropriate›Maintenance and Repair Unit (MRU) analysis showed 5 FTEs wasadequateto handle fleet workload and other duties•Improve regular generator maintenance›Load bank testing not occurring regularly›Can be absorbed by current staff capacity•Invest in training for Mechanics to maintain hybrid and alternativefuel vehicles›The updated Fleet Purchasing Policy will increase the number of greenvehicles, staff need skillset to properly maintain them18
Snow & Ice Removal•Complete route redesign process for snowplow routes›Current approach requires 34 staff assigned to 26 street routes, 5 sidewalk routes, and 3 ramp routes›Edina has the lowest lane miles per route (18.7 miles) and accumulation trigger (1.5 inches) of all peer communities›Route design can be improved in partnership with staff while maintaining or enhancing service levels to the community19
20Facilities Division
Facility Maintenance•Add facility maintenance technicians to address maintenance needs›International Facility Management Association (IFMA) benchmarkanalysis showed need for additional staff to manage current portfolio offacilities›Based on workload and current skillset, priority should be given to addingstaff with electrician skillset, followed by plumbing and generalmaintenance›Additional 3 FTEs needed for the Facilities Division21
Facility Maintenance›Establish service level agreements to fully centralize facilitiesmaintenance over time›Current approach is decentralized with enterprise facilities maintained bydifferent City staff›Consistent approach can improve preventative maintenance and allowfor common standards›Service level agreements can outline specific needs of each facility,Facilities Division staffing should reflect those needs22
23Parks & Natural Resources Division
Park & Ice Rink Maintenance•Improve turf management and ice rink maintenance›Reliant upon seasonal employees in the summer for mowing ›Heavy use of overtime in the winter for ice rink maintenance›Additional staff can reduce the use of overtime and improve service to the community›Additional 3 FTEs needed in Parks & Natural Resources Division•Assess the winter staff schedule for ice rink maintenance›Seven-day work week during the winter to provide the expected service level for ice rink maintenance›Evaluate alternative schedules and deployment allow for days off using new FTEs and potential use of seasonal staff24
Park & Ice Rink Maintenance•Define park maintenance service level standards›Division provides a high level of service, but expectations are not clearly defined›Standards allow comparison of current approach to industry best practices25
Forestry Management•Monitor forestry staffing level as strengthened tree ordinance is fully implemented›Ordinance updated in 2019 to include more tree species for protection and additional disease types to monitor›Current staffing approach is heavily reliant on City Forester›Building permit plan review becoming a workload driver›As strategies to align with ordinance are implemented additional staff may be necessary26
Summary of Recommended Positions27Department Division Program FTE CostPublic WorksAsphalt Street Sweeping 2.0 $158,022Utilities Catch Basin Inspections 1.0 $79,011ConcreteSidewalk Inspections & Maintenance1.0 $79,011Engineering Facilities Facility Maintenance 3.0 $237,033Parks & RecreationParks & Natural ResourcesPark Maintenance 3.0 $237,033Total10.0 $790,110
28
Contact: Jonathan Ingram, Senior Manager513 430 2887 / jingram@raftelis.comThank you!
Snow & Ice Removal30CityPopulationLane MilesStart Time RoutesLane Miles per RouteTriggerCity of Edina, MN52,857 487 4:00 AM26 18.7 1.5 inches City of Eagan, MN66,372 688 4:00 AM2 loader10 mainline15 cul-de-sac25.5 2 inches City of Eden Prairie, MN64,839 580 3:00 AM 18 32.2 2 inches City of Lakeville, MN67,317 600Varies (discretion of Streets Supervisor)24 25.0 2 inches City of Minnetonka, MN54,064 -Between Midnight -4:00 AM 22 main7 cul-de-sac N/A 2 inches City of St. Louis Park, MN48,662 389Between Midnight -5:00 AM 11 35.4 3 inches
CITY OF
Edina
Public Works, Facilities, & Park Maintenance
Organizational Assessment
Project Report / August 2021
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19 Garfield Place, Suite 500 Cincinnati, OH 45202
www.raftelis.com www.thenovakconsultinggroup.com
August 4, 2021
Scott Neal
City Manager
City of Edina
4801 W. 50th St
Edina, MN 55424
Subject: Public Works, Facilities, & Park Maintenance Organizational Assessment
Dear Mr. Neal:
We are pleased to present this project report regarding the staffing and organizational assessment of the City of
Edina's Public Works, Facilities, and Parks Maintenance operations. This report includes observations and
recommendations intended to improve the effectiveness of current Public Works, Engineering, and Parks &
Recreation staff as well as provide the staffing capacity necessary to meet the community's service level expectations.
The City staff engaged in this process are dedicated and strive to offer exceptional services to the community.
However, there are opportunities for improvement and investments are needed to allow the City to continue to
provide such high levels of service. Addressing staffing needs and operational practices will ensure that the City's
Public Works, Facilities, and Park Maintenance operations continue to be high performing assets for the community.
Thank you for the opportunity to continue to work with the City of Edina.
Sincerely,
Michelle Ferguson
Vice President - Organizational Assessment
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CITY OF EDINA PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT
Table of Contents
EXECUTIVE SUMMARY ........................................................................ 2
BACKGROUND AND METHODOLOGY ............................................... 6
PUBLIC WORKS, FACILITIES, AND PARK MAINTENANCE
OPERATIONS OVERVIEW .................................................................... 8
PUBLIC WORKS DEPARTMENT OVERVIEW ................................................ 8
OVERVIEW OF THE FACILITIES DIVISION.................................................. 11
OVERVIEW OF THE PARKS AND NATURAL RESOURCES DIVISION ...... 14
ANALYSIS AND RECOMMENDATIONS............................................. 18
PUBLIC WORKS DEPARTMENT .................................................................. 18
FACILITIES DIVISION ................................................................................... 42
PARKS AND NATURAL RESOURCES DIVISION ........................................ 46
CONCLUSION ...................................................................................... 56
CITY OF EDINA
List of Tables
Table 1: List of Report Recommendations ...............................................................................3
Table 2: Public Works Core Services ........................................................................................8
Table 3: Public Works Authorized Staffing Level, 2017 – 2021 ............................................ 10
Table 4: Public Works Department Expenditures by Fund, 2017 – 2021 ............................. 11
Table 5: Facilities Division Core Services .............................................................................. 12
Table 6: Facilities Division Authorized Staffing , 2017 – 2021 .............................................. 13
Table 7: Facilities Division Expenditures by Fund, 2017 – 2021........................................... 14
Table 8: Parks and Natural Resources Division Core Services ............................................ 14
Table 9: Parks and Natural Resources Authorized Staffing Level, 2017 – 2021 ................. 16
Table 10: Parks and Natural Resources Division Expenditures by Fund, 2017 – 2021 ...... 16
Table 11: City of Edina 2020 MS4 Permit Waste Load Allocations....................................... 19
Table 12: Watershed Sweeping Zones .................................................................................... 20
Table 13: Street Sweeping Scenarios ..................................................................................... 21
Table 14: Pavement Condition Index, 2015 to 2019 ............................................................... 30
Table 15: MRU Equipment Staffing Calculation ..................................................................... 34
Table 16: Non-Asset Labor Hours Staffing Calculation ........................................................ 35
Table 17: Generator Maintenance Labor Hours ..................................................................... 36
Table 18: Peer Community Snow Response Comparison .................................................... 39
Table 19: Snow & Ice Removal Labor Hours, Full Time Employees 2019 & 2020 ............... 39
Table 20: Facility Maintenance FTE Requirements ................................................................ 42
Table 21: Building Maintenance Labor Hours by Other City Staff ........................................ 43
Table 22: Electrician Salary Range Peer Comparison ........................................................... 44
Table 23: Staffing Required to Supplement Mowing Performed by Seasonal Employees . 47
Table 24: Cost Impact of Additional Parks Maintenance Public Service Workers .............. 47
Table 25: Proposed Ice Rink Maintenance Schedule with Seasonal Staff ........................... 49
Table 26: Cost Implications of Utilizing Seasonal Staff in the Winter .................................. 49
Table 27: Proposed Ice Rink Maintenance Schedule at Current Staff Capacity.................. 50
Table 28: Template for Park Maintenance Service Level Standards .................................... 53
Table 29: Tree Maintenance Labor Hours, 2019 and 2020 .................................................... 54
Table 30: Summary of FTE and Cost Impact of All Recommendations ............................... 56
Table 31: Example Park Maintenance Service Level Standards ........................................... 59
List of Figures
Figure 1: Public Works Organizational Chart, 2021 ............................................................... 10
Figure 2: Facilities Division Organizational Chart, 2021 ....................................................... 13
Figure 3: Parks and Natural Resources Division Organizational Chart, 2021 ..................... 15
Figure 4: Conventional versus Unidirectional Flushing ........................................................ 26
Figure 5: Pavement Condition to Age Curve .......................................................................... 29
CITY OF EDINA PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT
List of Appendices
APPENDIX A: EXAMPLE PARK MAINTENANCE SERVICE LEVEL STANDARDS ............... 58
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 1
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2 CITY OF EDINA
Executive Summary
The City of Edina is widely considered a premier community within the Minneapolis/St. Paul area. According to
the City's 2019 Quality of Life Survey, residents are highly satisfied with the City's sense of community, reputation,
and image; 98% of residents rated their quality of life as excellent or good.1 One of the drivers of satisfaction is the
City's infrastructure and public spaces. High quality streets, utilities, parks, and facilities all contribute to a sense of
place and community. As such, in order to maintain the community’s quality of life, it is important to ensure that
the City is sufficiently staffed to meet the community’s service level expectations in these key program areas.
To that end, the City of Edina contracted with The Novak Consulting Group (TNGC), now Raftelis, to assess
whether the City was sufficiently staffed in the operations and maintenance functions to meet the community’s
service level expectations. This work focused on the Public Works Department and two divisions in other
departments, the Facilities Division of the Engineering Department and the Parks and Natural Resources Division
in the Parks & Recreation Department. This evaluation showed a need for additional capacity in several areas.
One of the common themes from the assessment is that coordination and work planning across different workgroups
has been a strength for the City. An example of this is the Mill and Overlay Program: the Utilities Division
coordinates closely with the Engineering Department and the Asphalt Division to inspect and repair water and sewer
mains before streets are paved. This has allowed the City to begin proactively maintaining utility assets and reduce
instances of cutting into newly paved asphalt. This type of coordination will be important as the City takes on new
programs and strengthens other efforts. One of the opportunities for future coordination is through stormwater
management. The Asphalt and Utilities Divisions will need to work collaboratively to reduce the pollution and debris
that flow into local streams and watersheds. The assessment of staff capacity showed that addressing stormwater
management will require three additional positions in Public Works.
The City's Pedestrian and Bicycle Master Plan identifies the importance of sidewalks to the community and how
sidewalks contribute to the City's transportation network. However, the City does not currently have a sidewalk
inspection and maintenance program. Staff respond to issues on a reactive basis rather than on a regular cycle. In
order to manage this community asset like streets or utilities infrastructure, regular sidewalk maintenance should be
part of the Public Works Department responsibility. Starting a sidewalk inspection and repair program will require
an additional full-time equivalent (FTE) position in the Concrete Division.
The City's parks and recreation facilities are exceptional and, as the center of the American hockey universe
according to ESPN, this extends into the winter months. The City maintains 12 ice rinks and staffs them with a
combination of full time and seasonal positions. There are opportunities to adjust staffing and scheduling to better
align staffing with service demand and limit the use of overtime. The Parks and Natural Resources Division is also
tasked with enforcing the City's tree ordinance and maintaining trees on City owned property; this work is expected
to increase as the strengthened tree ordinance is fully implemented.
There is also a need to increase facility maintenance staffing. A 2019 facility condition assessment identified
approximately $54 million in deferred maintenance. As the City works to better support facilities maintenance efforts,
addressing this backlog and preventing another backlog from developing will be important. There is a clear need to
increase facility maintenance staffing by three FTEs while also applying capital dollars to reduce the existing
maintenance backlog.
1 City of Edina, 2019 Quality of Life Survey, https://www.edinamn.gov/DocumentCenter/View/6564/2019-Quality-of-
Life-Survey-PDF
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 3
In addition to evaluating service levels and staff capacity, the project team also evaluated opportunities for
contracting. There are several programs that could be effectively contracted out due to the specialized nature of the
work, low volume, or seasonality. Pursuing contracting opportunities ensures that the City is effectively providing
excellent service while balancing the cost impacts on the City and community.
The City of Edina is a desirable community because of the public spaces and infrastructure that shape the City. To
ensure effective long-term management of these assets and to meet best practices, the City will need to add resources.
The high performing public works, facilities, and park maintenance staff are a strength of the City and their skills
will be needed into the future.
The following table lists the recommendations discussed in more detail in this report.
Table 1: List of Report Recommendations
Number Recommendation
Public Works Department
1 Increase the frequency of street sweeping to meet MS4 permit guidelines.
2 Begin inspecting catch basins annually to improve preventative maintenance.
3 Establish a storm sewer inspection program and pursue a contract for storm sewer televising.
4 Improve water system maintenance through unidirectional flushing and establishing a valve turning program.
5 Evaluate contracting opportunities for utilities-related instrumentation and control work.
6 Pursue a contract for underground utility locating and marking services.
7 Develop a comprehensive asphalt paving approach to include participation in the street reconstruction program.
8 Establish a sidewalk inspection and maintenance program.
9 Maintain current Mechanic staffing.
10 Improve regular generator maintenance by annually servicing and performing load bank testing.
11 Provide software access for Mechanics to better utilize the fleet management system.
12 Invest in training for Mechanics to properly maintain and repair hybrid and alternative fuel vehicles.
13 Complete route redesign process for snowplow routes.
Facilities Maintenance Division
14 Add three facility maintenance technicians to the Facilities Division.
15 Complete a compensation level assessment for the Electrician job classification.
16 Implement a facilities management work order system.
17 Establish service level agreements to fully centralize facilities maintenance over time.
Parks and Natural Resources Division
18 Improve turf management and ice rink maintenance and add three FTEs to the Parks and Natural Resources
Division.
19 Assess the winter staff schedule for ice rink maintenance.
20 Purchase a sweeper and mower to improve snowplowing on park trails and field maintenance.
21 Invest in training for playground safety inspection.
4 CITY OF EDINA
Number Recommendation
22 Clearly define park maintenance service level standards.
23 Monitor forestry staffing as the strengthened tree ordinance is fully implemented.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 5
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6 CITY OF EDINA
Background and Methodology
The City of Edina engaged TNGC, now Raftelis, to conduct an organizational structure and staffing assessment in
February 2021. The purpose of the assessment was to define service level goals, compare current service levels to
industry best practices, and identify the necessary staffing and resources to meet service level expectations in the
community. In addition, the assessment identified opportunities to create organizational capacity through
improvements in structure, technology, processes, and policies.
The first step in the assessment process was to engage with employees in the City’s Public Works Department,
Engineering Department, and Parks & Recreation Department. The project team began the process by meeting with
directors and supervisors across the Public Works, Park Maintenance, and Facilities functions to discuss the
assessment process and define expectations. The project team then conducted 11 virtual meetings with 12 members
of the Public Works Department’s management team and the Engineering Department’s management team, as well
as 17 in-person interviews with 57 staff members from the Public Works Department, Facilities Division, and the
Parks and Natural Resources Division. These in-person interviews included Mechanics, Electricians and HVAC
Technicians, Utility Operators, Asphalt and Concrete Public Service Workers, Custodians, Park Maintenance Public
Service Workers, Forestry and Horticulture staff, and relevant support and administrative personnel. The in-person
interviews were held at the Edina Public Works Building and at City Hall. The project team also completed staff-
guided tours of Public Works and Park facilities.
These employee interviews and tours of City facilities provided the project team with a better understanding of how
work is performed and the specific challenges pertaining to staff capacity, organizational structure, and workload
management. Additionally, the project team reviewed and analyzed staffing history, budget and capital data,
workload data, union contracts, facility and equipment information, work orders, policies and procedures, and
various other documents which affect the service delivery approach for Public Works, Parks and Natural Resources,
and Facilities.
Workload data provided by the City for 2019 and 2020 was analyzed and compared to the labor hours required to
achieve current service levels. Service levels were compared to best practices guidelines from industry organizations
such as the American Water Works Association (AWWA), American Public Works Association (APWA), and
National Recreation and Park Association, as well as peer benchmark communities within the State that provide
comparable services. This comparative analysis allowed the project team to clearly define the staffing levels needed
to meet service level expectations and provide a framework for future staffing and service level decisions.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 7
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8 CITY OF EDINA
Public Works, Facilities, and
Park Maintenance Operations
Overview
The focus of this service level and staffing assessment is primarily on the City’s operations and maintenance
functions. Those functions, which include transportation, utilities, facilities, and park/open space infrastructure
maintenance are spread across multiple departments including Public Works, Department of Engineering, and the
Parks and Natural Resources Department. The following provides a program and operating structure for each of
these areas.
Public Works Department Overview
The Public Works Department is responsible for maintaining the City’s roadways, sidewalks, water infrastructure,
and sewer and storm sewer systems. The Department also manages all City vehicles and equipment such as mowers,
street sweepers, snowplows, fire trucks, ambulances, and police cars. The Department maintains a total of 230 miles
of roadway, 93 miles of sidewalk, 200 miles of water mains, 180 miles of sanitary sewer mains, 80 miles of storm
sewer mains, 18 deep water wells, four water treatment plants, four water towers, 23 sanitary sewer lift stations, and
11 storm sewer lift stations.
The following table provides an overview of core services currently provided by the Public Works Department. This
list is not intended to be all-inclusive; rather, it is meant to illustrate the significant activities performed by staff across
the Department’s functions.
Table 2: Public Works Core Services
Department Division
or Function Program Area Activities and Service Levels
Concrete Division
Street Maintenance
Maintain and repair concrete streets and sidewalks.
Respond to requests for service regarding infrastructure
repairs.
Perform road striping on concrete streets as needed.
Traffic Safety Provide onsite traffic control services for large infrastructure
projects, block parties, and other events.
Sign Shop Repair, maintain, and update street signs, pedestrian
markings, and other wayfinding infrastructure.
Asphalt Division
Street Maintenance
Maintain and repair asphalt streets.
Respond to requests for service regarding infrastructure
repairs.
Street Sweeping Conduct street sweeping operations twice annually.
Utilities Division
Water System
Operate four water treatment plants on a continuous basis and
perform reactive and proactive maintenance as needed.
Conduct regular water quality tests to ensure water meets
acceptable drinking standards.
Respond to service requests regarding 200 miles of water
mains.
Sanitary Sewer
Collection
Conduct regular proactive maintenance of 180 miles of
sanitary sewer mains.
Maintain 23 sanitary lift stations and perform maintenance on
station components as needed.
Stormwater
Management
Perform regular proactive maintenance of 80 miles of storm
sewer mains.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 9
Department Division
or Function Program Area Activities and Service Levels
Equipment
Operations Division Fleet Maintenance
Conduct preventive and reactive maintenance on more than
475 fleet and equipment assets.
Provide input on vehicle and equipment purchases, as needed.
Snow & Ice Removal
(All Divisions) Snow & Ice Removal
Clear snowfall from roadways, sidewalks, and ramps according
to designated routes.
Apply deicer before winter storms.
Prepare and maintain equipment for snow response.
Clean equipment winter events.
STRUCTURE
The Public Works Department is led by a Director of Public Works who oversees four divisions:
Asphalt Division
Concrete Division
Equipment Operations Division
Utilities Division
Each Division is led by a supervisor who manages the day-to-day work of frontline staff and coordinates with other
divisions as needed. The Public Works Coordinator oversees the Department's administrative staff and the Utilities
Division, while also serving as a backup for the Director in their absence and assisting with reports and presentations
for City Council.
Facilities Maintenance and Park Maintenance were part of the Public Works Department before reorganizations that
transferred those functions to the Engineering Department and Parks & Recreation Department, respectively. The
Park Maintenance function was moved to Parks & Recreation in 2018 as part of the 2018-2019 biennial budget to
align maintenance more closely with Parks programming.2 In January 2020, Facilities Maintenance was transferred
to Engineering. According to staff, this change was completed to provide more project management capacity to
Facilities staff.
The following organizational chart illustrates the Department’s structure based on its current authorized budget.
2 City of Edina, 2018-2019 Budget, Page 155
10 CITY OF EDINA
Public Works
Director
1.0 FTE
Public Works
Coordinator
1.0 FTE
Administrative
Support Specialist
2.0 FTE
Utilities Supervisor
1.0 FTE
Public Service
Workers - Utility
Operator
12.0 FTE
Asphalt Street
Supervisor
1.0 FTE
Concrete Street
Supervisor
1.0 FTE
Equipment
Operations
Supervisor
1.0 FTE
Public Service
Workers
11.0 FTE
Public Service
Worker - Mechanics
5.0 FTE
Public Service
Workers
6.0 FTE
Traffic Safety
Specialists
3.0 FTE
Figure 1: Public Works Organizational Chart, 2021
STAFFING
Staffing for the current divisions with the Public Works Department has remained relatively consistent over the past
five fiscal years. Since 2017, the Public Works Department’s budgeted staffing level has decreased from 46 FTE
positions to 45 FTEs. This decrease was due to the transfer of the Technician assigned to maintain the 50th & France
Special Services District, which was part of the Concrete Division prior to its reorganization into the Facilities
Division as part of that Division's move into the Engineering Department. The following table shows the staffing by
position type for all divisions currently located in this Department from 2017 through 2021.
Table 3: Public Works Authorized Staffing Level, 2017 – 20213
Position 2017
Budget
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Percent Change
2017 to 2021
Public Works Director 1.0 1.0 1.0 1.0 1.0 0%
Public Works Coordinator 1.0 1.0 1.0 1.0 1.0 0%
Utilities Supervisor 1.0 1.0 1.0 1.0 1.0 0%
Utility Operator 12.0 12.0 12.0 13.0 12.0 0%
Asphalt Supervisor 1.0 1.0 1.0 1.0 1.0 0%
Concrete Supervisor 1.0 1.0 1.0 1.0 1.0 0%
Public Service Worker 17.0 17.0 17.0 17.0 17.0 0%
Traffic Safety Specialist 3.0 3.0 3.0 3.0 3.0 0%
3 City of Edina, 2020-2021 Budget, 2018-2019 Budget, 2016-2017 Budget, Public Works Department Overview
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 11
Position 2017
Budget
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Percent Change
2017 to 2021
Equipment Operations
Supervisor 1.0 1.0 1.0 1.0 1.0 0%
Mechanic 5.0 5.0 5.0 5.0 5.0 0%
Administrative Support
Specialist 2.0 2.0 2.0 2.0 2.0 0%
50th & France Maintenance
Technician 1.0 1.0 1.0 1.0 - -100%
Total 46.0 46.0 46.0 47.0 45.0 -2%%
BUDGET
The Public Works Department’s total budget increased by approximately 19.1%, or $4.7 million, from 2017 through
2021. This change was driven primarily by an increase of more than $3.2 million (20.2%) in the Utility Operations
Fund. The City is in the process of designing and constructing a new water treatment plant, which is funded by the
Utility Operations Fund and estimated to cost a total of $15 million when completed.4 The following table illustrates
the Department's total budget from 2017 through 2021.
Table 4: Public Works Department Expenditures by Fund, 2017 – 20215
Fund 2017 Actual 2018 Actual 2019 Budget 2020 Budget 2021 Budget Percent Change
2017 to 2021
General $6,037,774 $6,461,944 $6,595,064 $6,852,480 $7,040,022 16.6%
Equipment
Operations $1,766,593 $1,971,061 $2,011,526 $1,860,222 $1,911,066 8.2%
Construction $981,515 $1,119,910 $1,405,613 $1,932,056 $1,406,724 43.3%
Environmental
Efficiency $66,908 $48,630 N/A N/A N/A N/A
Utility Operations $16,015,401 $16,810,774 $17,323,876 $18,313,651 $19,256,716 20.2%
Total $24,868,191 $26,412,319 $27,336,079 $28,958,409 $29,614,528 19.1%
Overview of the Facilities Division
The Facilities Division within the Engineering Department is responsible for managing all facilities maintenance in
Edina. The Facilities Division is responsible for maintaining over 80 facilities throughout the City, including City
Hall, the Edina Public Works Building, parking ramps, park shelter buildings, and utility buildings. The Division
also provides exterior building services at the Edina Community Library/Senior Center and the 50th and France
Special Services District. The 50th and France Special Services District is a business district featuring 175 retailers
and professional services. City staff help to maintain sidewalks, parking areas, and other public spaces by working
closely with property owners in the district.
This Division was transferred from the Public Works Department to the Engineering Department in January 2020
as part of a larger reorganization. Despite this reorganization, the Facilities Division maintains a working
relationship with the Public Works Department through its assistance in snow and ice removal. Division staff are
responsible for ongoing preventive and reactive maintenance to City facilities; however, there are also significant
4 City of Edina, 2021-2021 Budget
5 City of Edina, 2020-2021 Budget, 2018-2019 Budget, 2016-2017 Budget, Public Works Department Overview
12 CITY OF EDINA
capital investment needs pertaining to City facilities. The City contracted for the development of a facility
maintenance study in 2019, which revealed a backlog in facility maintenance needs of approximately $54 million.
The following table provides an overview of core services currently provided by the Facilities Division. This list is
not intended to be all-inclusive; rather, it is meant to illustrate the significant activities performed by staff across the
Division’s functions.
Table 5: Facilities Division Core Services
Division Function Program Area Activities and Service Levels
Facility
Maintenance
General Maintenance Respond to work order requests across facilities.
Perform routine and proactive facility maintenance.
Custodial Perform regular custodial work across facilities.
Manage contracts for custodial supplies and services.
Electrical
Respond to work order requests for electrical matters across
facilities.
Perform electrical locations in conjunction with construction
projects.
Use a load tester to check generators once annually.
Respond to issues with traffic signals and perform regular
maintenance.
HVAC
Respond to work order requests for HVAC issues across
facilities.
Perform proactive maintenance on HVAC equipment.
Snow & Ice
Removal Snow & Ice Removal
Clear snowfall from roadways, sidewalks, and ramps according
to designated routes.
Coordinate with Public Works Department on snow and ice
response
STRUCTURE
The Facilities Division is divided between two functional areas— general facility maintenance and electrical, heating,
ventilation, and air conditioning (HVAC). The Facilities Division’s 2021 Adopted Budget includes 11 authorized
FTEs. The following organizational chart illustrates the Division’s structure based on its current authorized budget.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 13
Facilities Manager
1.0 FTE
Electrical / HVAC
Supervisor
1.0 FTE
Custodians
3.0 FTE
HVAC Specialist
1.0 FTE
Electricians
2.0 FTE
Engineering
Director
1.0 FTE
Facilities
Supervisor
1.0 FTE
50th & France
Maintenance
Technician
1.0 FTE
Electrician / HVAC
Specialist
1.0 FTE
Figure 2: Facilities Division Organizational Chart, 2021
STAFFING
The Facilities Division’s total number of FTEs increased by 2.0 positions since 2017, both positions were added in
2020 as part of the reorganization that moved facilities maintenance to the Engineering Department. The City created
a Facilities Supervisor position, which allows for the Facilities Manager to focus on project management and
planning. As previously noted, the 50th & France Maintenance Technician position was also moved from the
Concrete Streets Division in Public Works to the Facilities Division as a part of this reorganization. The table below
shows the Division’s staffing by position type from 2017 through 2021.
Table 6: Facilities Division Authorized Staffing , 2017 – 20216
Position 2017
Budget
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Percent
Change 2017 to
2021
Facilities Manager 1.0 1.0 1.0 1.0 1.0 0%
Custodian 3.0 3.0 3.0 3.0 3.0 0%
Electrical / HVAC
Supervisor 1.0 1.0 1.0 1.0 1.0 0%
6 City of Edina, 2020-2021 Budget, 2018-2019 Budget, 2016-2017 Budget, Public Works Department Overview
14 CITY OF EDINA
Position 2017
Budget
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Percent
Change 2017 to
2021
Electrician 2.0 2.0 2.0 2.0 2.0 0%
HVAC Specialist 1.0 1.0 1.0 1.0 1.0 0%
Electrician/HVAC
Specialist 1.0 1.0 1.0 1.0 1.0 0%
Facilities Supervisor - - - 1.0 1.0 100%
50th & France
Maintenance Technician - - - 1.0 1.0 100%
Total 9.0 9.0 9.0 11.0 11.0 22%
BUDGET
The Facilities Division’s total budget increased by approximately 43.4% ($400,885) from 2017 through 2021. The
following table illustrates the Division’s total budget from 2017 to 2021.
Table 7: Facilities Division Expenditures by Fund, 2017 – 20217
Fund 2017
Actual
2018
Actual
2019
Budget
2020
Budget
2021
Budget
Percent Change
2017 to 2021
Facilities Management $924,242 $998,635 $993,649 $1,194,107 $1,325,127 43.4%
Total $924,242 $998,635 $993,649 $1,194,107 $1,325,127 43.4%
Overview of the Parks and Natural Resources Division
Parks and Natural Resources is one of the divisions within the City’s Parks & Recreation Department. The Division
is responsible for maintaining 45 parks and recreational facilities throughout the City. The Division also manages all
trees on City-owned land, including parks, recreation facilities, and enterprise facilities. Park maintenance staff were
transferred to the Parks & Recreation Department in 2018, but they are still based out of the Public Works Building
and coordinate as needed with Public Works staff.
The following table provides an overview of core services currently provided by the Parks and Natural Resources
Division. This list is not intended to be all-inclusive; rather, it is meant to illustrate the significant activities performed
by staff across the Division’s functions.
Table 8: Parks and Natural Resources Division Core Services
Function Program Area Activities and Service Levels
Park Maintenance
General Park
Maintenance
Conduct routine park maintenance activities at 45 City-owned
parks.
Maintain playgrounds and conduct safety inspections once
every month.
Mow parks and City-owned facilities regularly.
Athletic Landscape Maintain and prepare athletic fields and facilities throughout
the year.
Ice Rink Maintenance
Flood and sweep 12 ice rinks every day during the winter
season.
Prepare ice rinks before the beginning of the winter season
and disassemble two rinks each year at the end of the season.
7 City of Edina, 2020-2021 Budget, 2018-2019 Budget, 2016-2017 Budget, Public Works Department Overview
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 15
Function Program Area Activities and Service Levels
Aquatic Center Operate the Edina Aquatic Center during the summer season.
Manage programming and lifeguards.
Enterprise Facilities Provide assistance in park maintenance and forestry activities
at enterprise facilities as needed.
Natural Resources
Forestry Management
Manage the City’s diseased tree maintenance program.
Oversee the removal of diseased trees and manage the
contract for removal of oak wilt.
Remove invasive species from parks and other open land.
Review new build permits to ensure compliance with the City’s
Tree Ordinance.
Plant trees and native plants in parks.
Manage volunteers and conduct educational outreach at
schools.
Horticulture Maintain the City’s greenhouses and gardens.
Manage volunteers and seasonal staff.
Snow & Ice
Removal Snow & Ice Removal
Clear snowfall from parking lots, trails, enterprise facilities, and
ice rinks according to designated routes.
Assist with street and sidewalk snow removal with the Public
Works Department
STRUCTURE
The City completed a departmental reorganization in 2018, moving Park Maintenance staff from the Public Works
Department and creating the Parks and Natural Resources Division led by an Assistant Director. Recreation
programming and enterprise facilities are led by another Assistant Director in the Department. The park maintenance
function is led by a Park Maintenance Supervisor and executed with 15 Public Service Workers and a City
Horticulturist. The Parks and Natural Resources Division’s 2021 Adopted Budget includes 19 authorized FTEs. The
City Forester leads tree maintenance efforts, diseased tree monitoring and enforcement, and building plan review.
The following organizational chart illustrates the Division’s structure based on its current authorized budget.
Parks &
Recreation
Director
1.0 FTE
Assistant Parks &
Natural Resources
Director
1.0 FTE
Park Maintenance
Supervisor
1.0 FTE
Public Service
Worker
16.0 FTE
City Forester
1.0 FTE
Figure 3: Parks and Natural Resources Division Organizational Chart, 2021
16 CITY OF EDINA
STAFFING
Since 2017, the Parks and Natural Resources Division’s staffing level has increased by two FTEs. The City
Horticulturist and Assistant Director positions were created in 2018 when the Division moved to the Parks &
Recreation Department. The table below shows the Division’s staffing by position type from 2017 through 2021.
Table 9: Parks and Natural Resources Authorized Staffing Level, 2017 – 20218
Position 2017
Budget
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Percent Change
2017 to 2021
Assistant Parks and
Natural Resources
Director
- 1.0 1.0 1.0 1.0 100%
Public Service Worker 16.0 16.0 16.0 16.0 16.0 0%
Park Maintenance
Supervisor 1.0 1.0 1.0 1.0 1.0 0%
City Forester 1.0 1.0 1.0 1.0 1.0 0%
Total 17.0 19.0 19.0 19.0 19.0 12%
BUDGET
The Parks and Natural Resources Division’s total budget increased by approximately 19.4% ($659,362) from 2017
through 2021. This is driven primarily by an increase of 19% ($633,173) in General Fund expenditures. The following
table illustrates the Division’s total budget from 2017 to 2021.
Table 10: Parks and Natural Resources Division Expenditures by Fund, 2017 – 20219
Fund 2017 Actual 2018 Actual 2019
Budget
2020
Budget 2021 Budget Percent Change
2017 to 2021
General $3,338,138 $3,476,719 $3,667,508 $3,851,255 $3,971,311 19.0%
Construction $66,811 $41,807 $54,000 $80,325 $93,000 39.2%
Total $3,404,949 $3,518,526 $3,721,508 $3,931,580 $4,064,311 19.4%
8 City of Edina, 2020-2021 Budget & 2018-2019 Budget Parks & Recreation Department Overview; 2016-2017 Budget,
Public Works Department Overview
9 City of Edina, 2020-2021 Budget & 2018-2019 Budget Parks & Recreation Department Overview; 2016-2017 Budget,
Public Works Department Overview
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 17
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18 CITY OF EDINA
Analysis and
Recommendations
The City of Edina is widely regarded as a well-functioning local government built around a commitment to high
quality service delivery. That commitment to quality was evident in the project team’s assessment of the City’s
operations and maintenance functions. The talent and dedication of Public Works, Facilities, and Park Maintenance
staff have allowed the City to maintain assets and provide the reliable service that the community expects. However,
there are opportunities to further enhance service delivery by creating a greater focus on preventative maintenance
and aligning staffing and deployment with best practices and the Community’s service level expectations.
The analysis and recommendations detailed below define the staffing and resource needs required to equip the Public
Works Department, Engineering Department, and Parks & Recreation Department to meet best practices guidelines
and service level targets. These recommendations are organized by Department and Maintenance area and the
impact on the specific workgroup or division is identified within each recommendation.
Public Works Department
The City of Edina Public Works Department is responsible for Edina's infrastructure including City vehicles, streets,
sidewalks, traffic safety, and utilities infrastructure like water mains, sewer pipes, and lift stations. Department staff
also lead the response to winter weather events, clearing roads and sidewalks for use by the community, which relies
on staff from other City departments. The recommendations involving the Public Works Department are in the
following areas:
Stormwater Management
Water System Maintenance
Street & Sidewalk Maintenance
Vehicle & Equipment Maintenance
Snow & Ice Removal
STORMWATER MANAGEMENT
Recommendation 1: Increase the frequency of street sweeping to meet MS4 permit
guidelines.
All Minnesota communities are subject to State stormwater regulations, which are governed by a Municipal Separate
Storm Sewer System (MS4) permit. As part of the 2020 MS4 general permit, the Minnesota Pollution Control Agency
identifies limits on specific pollutants based on the condition of individual watersheds or bodies of water. This can
result in limits upstream of an affected water body. For example, Minnehaha Creek in the City of Edina eventually
flows into Lake Hiawatha in Minneapolis, so efforts to improve water quality at Lake Hiawatha impact pollution
limits for Minnehaha Creek.
The 2020 MS4 permit requires that the City of Edina reduce pollutant levels substantially for several types of
pollutants and freeze others at past levels. The City must reduce phosphorus by 50% on Minnehaha Creek, 49% at
Lake Cornelia North, 34% at Lake Edina, and keep it at 2016 levels at Lake Cornelia South. Additionally, suspended
solids must stay at 2010 levels at Ninemile Creek. Limits on chloride, which is a side effect of de-icing salt, are part
of new management requirements in the 2020 MS4 permit. The following table shows the waste load allocation by
waterbody and pollutant as well as the percent reduction that the new limit represents.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 19
Table 11: City of Edina 2020 MS4 Permit Waste Load Allocations10
Watershed Waterbody Pollutant Waste Load Allocation Percent Reduction
Minnehaha Creek
Minnehaha Creek Phosphorus 424.4 lbs./growing
season and 3.48 lbs./day 50% from 2006 levels
Minnehaha Creek Chloride 28,679,140 lbs./year and
189,928 lbs./day Not Available
Ninemile Creek
Lake Cornelia North Phosphorus 93 lbs./year and 0.76
lbs./day 49% from 2015 levels
Lake Cornelia South Phosphorus 26 lbs./year and 0.21
lbs./day 0% from 2016 levels
Lake Edina Phosphorus 74 lbs./year and 0.61
lbs./day 34% from 2015 levels
Ninemile Creek Chloride 1,885 tons/year and 5.16
tons/day 62% from 2003 levels
Ninemile Creek Suspended Solids 17.83 tons/day (mid-flow) 0% from 2010 levels
Street sweeping is an important component of addressing water quality and managing stormwater pollution and
runoff. Debris such as sand, salt, and leaves collect on street surfaces between rain events and performing street
sweeping can prevent these materials and pollutants like chemicals, oils, or sediment from being washed into storm
sewers and eventually into local ponds, streams, and lakes.
The City of Edina performs street sweeping twice a year, once in the spring and once in the fall. According to the
State of Minnesota Pollution Control Agency, twice annual street sweeping is typical for cities in Minnesota, but this
is below the national average of 10 times per year.11 The City of Edina's practice of performing street sweeping in the
spring gathers pollutants from winter activities such as sand, salt, and de-icing material; the fall street sweeping helps
to address fallen leaves. The twice annual street sweeping frequency is a minimum standard; more frequent street
sweeping would remove more pollutants from local watersheds.
The Center for Watershed Protection recommends sweeping twice between each runoff-producing rainfall event to
maximize water quality.12 The City of Rochester, Minnesota has an aggressive street sweeping program and operates
a fleet of six street sweepers that sweep approximately 9,500 miles a year on a 500-mile street network.13 The
Minnesota Pollution Control Agency identified the following considerations for street sweeping programs:14
Prioritize surfaces or streets – Identify streets in the community that are dirtier than others and those that
drain to sensitive bodies of water. This assessment should be informed by the types of land use and industry
and any segments of the stormwater system that clog with debris.
Track the amount of streets or surfaces swept – Track street sweeping performance, including the number
of curb miles swept, the frequency of sweepings, and proportion of streets swept. These measures can provide
benchmarks for future goals and tracking performance.
10 Minnesota Pollution Control Agency, 2020 MS4 General Permit, Municipal Waste Load Allocations,
https://www.pca.state.mn.us/water/2020-ms4-general-permit
11 Minnesota Pollution Control Agency, Minnesota Stormwater Manual – Street & Parking Lot Sweeping,
https://stormwater.pca.state.mn.us/index.php?title=MS4_fact_sheet_-_Street_%26_Parking_Lot_Sweeping
12 Minnesota Pollution Control Agency, Pollution Prevention and the MS4 Program, Page 17,
https://www.pca.state.mn.us/sites/default/files/wq-strm4-26.pdf
13 City of Rochester, Street Sweeping, https://www.rochestermn.gov/government/departments/public-works/street-
maintenance/street-sweeping
14 Minnesota Pollution Control Agency, Pollution Prevention and the MS4 Program, Page 15-16,
https://www.pca.state.mn.us/sites/default/files/wq-strm4-26.pdf
20 CITY OF EDINA
Assess barriers to performance – Identify any problems that might affect the ability to sweep streets
effectively, such as on-street parking, distance to disposal facility, training, equipment, or street sweeper fleet
size. Explore solutions to these barriers.
As part of a strategy to address water quality goals, the City of Edina created a Street Sweeping Management Plan
in 2015 that assessed the water quality benefits of the City's street sweeping practices. The study identified bodies of
water that require a higher level of service due to size, water quality concerns, and nuisance abatement.15 This
resulted in 17 total sweeping zones within the Minnehaha Creek and Ninemile Creek watersheds covering 490 curb
miles. The following table summarizes the sweeping zones and includes service level, street tree canopy, and curb
miles.
Table 12: Watershed Sweeping Zones16
Watershed Body of Water /
Sweeping Zone
Service
Level
Estimated
Street Canopy
Percentage
Curb Miles
Minnehaha Creek
Harvey Lake Low 14% 1.1
Lake Pamela North High 13% 14.4
Lake Pamela South High - 8.1
Melody Lake High 9% 11.5
Minnehaha Creek High 14% 65.4
Ninemile Creek
Arrowhead Lake High 12% 5.7
Centennial Lakes Low - 6.7
Hawkes Lake Low 13% 27.2
Highlands Lake Medium 13% 10.6
Indianhead Lake High 16% 4.8
Lake Cornelia North High 12% 43.5
Lake Cornelia South High 12% 47.2
Lake Edina High 12% 67.3
Long Brake Trail Pond Medium - 1.0
Mirror Lake Low 16% 8.9
Mud Lake Low 13% 43.6
Ninemile Creek High 12% 122.6
Total 17 Zones 489.6
Using the number of sweeping zones and curb miles, the labor hours needed to conduct street sweeping can be
calculated, as can the labor hour impact of any change in street sweeping frequency. There are several factors to
consider when estimating labor hours: the travel speed of sweepers, distance covered, and any additional
maintenance or labor needed as part of a street sweeping route. The City has three street sweepers, two of which are
Elgin Pelican models and have a travel speed of 20 miles per hour (MPH) and a capacity of 3.5 cubic yards.17 The
third street sweeper is an Elgin Crosswind model that can travel at highway speeds and has a capacity of 8 cubic
yards.18 The project team reviewed and confirmed the assumptions made by the City in the 2015 Street Sweeping
Management Plan. To calculate labor hours, the sweeper operational speed was assumed to be 4.5 MPH, transit
speed to a sweeping zone was assumed to be 20 MPH, transit miles were assumed to be three times the number of
swept miles, and for every hour of sweeping it was assumed that 22.5 minutes would be needed for related tasks.
15 City of Edina, Street Sweeping Management Plan, October 2015
16 City of Edina, Street Sweeping Management Plan, October 2015, Page 15
17 Elgin, Products – Pelican Specifications, https://www.elginsweeper.com/products/mechanical/pelican
18 Elgin, Products - Crosswind1 Specifications, https://www.elginsweeper.com/products/regenerative-air/crosswind1
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 21
The 2015 Street Sweeping Management Plan evaluated two scenarios that would increase the frequency of street
sweeping from twice annually. The first scenario involved increasing the frequency of sweepings to once monthly
from April to October, or seven annual street sweepings. The second scenario included bi-weekly sweeping from
April to October, or 14 annual street sweepings. Both scenarios treat all bodies of water or sweeping zones the same
without regarding the service level identified by staff based on the individual conditions at different bodies of water.
Therefore, a third scenario was included that would increase the frequency of street sweeping to bi-weekly for the 10
high maintenance zones and monthly for all others.
The project team calculated the additional labor hours needed for each scenario compared to the current service level
of two annual sweepings. The additional pounds of phosphorus and suspended solids that could be removed from
the watersheds were also calculated using the 2015 estimates and the City's current fleet of sweepers, which include
two mechanical sweepers and one vacuum or regenerative air sweeper. Replacing mechanical sweepers with vacuum
sweepers would further increase the amount of pollutants removed. The following table summarizes each street
sweeping scenario compared to current operations and the estimated additional FTE needed to perform that work.
Table 13: Street Sweeping Scenarios
Street Sweeping Scenario –
April to October
Number of
Annual Street
Sweepings
Additional
Phosphorus
Reduction through
Sweeping
Additional
Suspended Solids
Reduction through
Sweeping
Additional
Labor
Hours
Additional
FTEs
Monthly for all Sweeping
Zones 7 all zones 146.8 lbs. 146,968 lbs. 1,115.20 0.54
Bi-weekly for all Sweeping
Zones 14 all zones 324.8 lbs. 316,344 lbs. 2,676.48 1.29
Bi-weekly for High Service
Zones & Monthly for Other
Zones
14 for high
zones;
7 for others
297.2 lbs. 292,612 lbs. 2,360.46 1.13
The City of Edina should increase the frequency of street sweeping to bi-weekly for the 10 high maintenance zones
and monthly for all others. This represents a balance between improving water quality and additional staffing
resources. Although the additional labor hours represent approximately 1.13 FTEs, this work is seasonal and must
be completed between April and October every year. Sweeping the high service zones on a bi-weekly basis will
require approximately 356 hours a month and sweeping the medium and low service zones will require 45 hours a
month. A full-time employee is typically expected to work 173 hours a month. Therefore, two sweepers will need to
be operating full time during the sweeping season to meet the more frequent sweeping schedule for just the high
maintenance zones.
The Asphalt Division will need two additional FTEs to operate two street sweepers full time from April to October.
The new positions should focus their attention on the high service sweeping zones. Current staff should be able to
address the low and medium maintenance zones on a monthly basis using the third sweeper, which should otherwise
be kept out of rotation so that it may provide back up and coverage for the other sweepers as needed. This heightened
service level may require additional sweepers to ensure back up in the case of maintenance issues with one of the
current three sweepers. Sweepers are prone to breakdowns and long downtimes as repairs are made. Purchasing an
additional Elgin Crosswind model sweeper would cost the City approximately $228,057 based on the State of
Minnesota cooperative contract.19
19 Minnesota Department of Transportation, Equipment Contracts – Sweeper, Elgin,
https://www.dot.state.mn.us/maintenance/equipment/contracts/S-843(5)%20sweep_3&4w_pu/2021/index.html
22 CITY OF EDINA
According to staff, the current street sweeping approach requires other Public Works staff who assist with picking up
debris piles to support the sweepers, especially in the fall or after wind events when additional debris are in roadways.
Although the labor hour analysis includes an assumption for travel time equal to three times the number of swept
miles and an inflation of 37.5% to account for other street sweeping related tasks, the labor hour impact of debris
hauling and dumping will need to be monitored. More frequent sweeping should reduce the volume of debris per
street sweeping cycle but other approaches to dumping may be required. For example, rolling dumpsters can be
deployed or centralized dump sites identified based on the routes for the week or month to reduce the travel time for
sweepers to unload.
The cost impact of an additional FTE would be $60,778 in salary based on the Local No. 49, International Union of
Operating Engineers, AFL-CIO (union) contract; assuming benefits costs are equivalent to 30% of salary, the total
cost impact for two positions is approximately $158,022. The additional FTEs will be able to assist with snow and
ice removal in the winter. The additional capacity for snow removal could, depending on the results of the route
redesign process discussed in Recommendation 13, allow two Facilities Division staff to be removed from snowplow
routes.
The additional staff should provide capacity to better address water quality through heightened street sweeping
standards, but the City should monitor the effectiveness of this staffing approach compared to the service level
standards. After one full season (April to October) of data collection, the Asphalt Division Supervisor and Public
Works Director should assess whether the additional FTEs were able to meet the heightened service standard and if
any changes should be made. This assessment should include whether an additional backup sweeper should be
purchased to account for maintenance and downtime; the cost impact of an additional sweeper is approximately
$228,057.
Recommendation 2: Begin inspecting catch basins annually to improve preventative
maintenance.
In the City of Edina, the stormwater system is made up of 127 miles storm sewer main, 900 outlets, 11 stormwater
lift stations, 150 ponds and wetlands, and numerous sediment traps.20 Rainfall and surface runoff primarily enter the
storm sewer system through catch basins and, according to staff, there are 5,100 catch basins throughout the City.
Catch basins are an effective stormwater best management practice (BMP) because they prevent materials from
clogging storm sewers or flowing into creeks and ponds. Catch basins have a low area called a "sump," which is
intended to retain sediment and other debris; retaining this sediment prevents it from being washed into local
watersheds.21 In order for catch basins to operate effectively, they need to be regularly inspected and cleaned.
The Utilities Division of Public Works is responsible for stormwater system inspection and maintenance, and there
are two Public Service Workers whose primary responsibility is maintenance and repair of catch basins and
manholes. Catch basins are not routinely inspected; instead, the work is primarily reactive, based on issues or
complaints that the City receives. Catch basins are inspected ahead of mill and overlay paving, but this is limited to
the scope of the paving program, which covers five to seven miles of street per year. The City receives regular service
requests from residents regarding catch basins. According to data provided by the City, an average of 47 service
requests a year were submitted over the last three years about plugged catch basins or water in the street.
20 City of Edina, Comprehensive Plan, Water Resources Chapter, Page 7-35
21 Minnesota Pollution Control Agency, Stormwater Best Management Practices Manual, System Structure Catch Basin
Sumps, March 2000, Page 7.31-1, https://www.pca.state.mn.us/sites/default/files/swm-ch7.pdf
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 23
According to staff interviews, there has been a backlog of catch basin repairs needed throughout the City of Edina
and a Capital Improvement Plan (CIP) project was created to address these repairs.22 This strategy has helped to
address the backlog of repairs; according to staff in 2014 there were 351 needed repairs and in 2021 there are 44
remaining. However, proactive inspection and maintenance will be needed in the future to ensure a backlog of repairs
does not occur again.
According to the MS4 permit, BMPs like catch basins need to be inspected annually.23 If complaints or maintenance
requirements indicate a need for more frequent inspections, then the frequency of inspections should be adjusted to
reflect that. Alternatively, if maintenance or sediment removal is not needed after the first two annual inspections,
inspections can be reduced to once every two years. The Minnesota Stormwater Manual identifies best practices for
municipal stormwater operations as well as how to conduct inspections. For structural BMPs like catch basins,
inspections should determine the structural integrity of the BMP, that it is functioning properly, and document any
maintenance needs. The manual lists the following examples of what to look for during an inspection:24
Identify clogged, overloaded, or full devices, inlets, or outlets.
Identify misaligned inlets or outlets/overflow devices.
Identify materials that are deteriorating.
Identify erosion, sedimentation, animal burrows, or other problems.
Identify standing water, and, if present, determine if the BMP is operating as designed.
Identify excess or unwanted vegetation.
According to staff, the City's current inspections approach to catch basins is to have Engineering Department interns
inspect approximately 25% of all catch basins each year. The City should increase the frequency of inspections to
improve preventative maintenance. The inspections should be annual to start in order to align with best practices
from the Minnesota Pollution Control Agency. These inspections should evaluate structural integrity, function, and
any maintenance needs. Regular inspections will inform work planning for Utilities staff and street sweeping
operations. Problem areas within the system will require more frequent inspections and service, such as additional
street sweeping frequency or regular cleaning by staff. There will need to be close coordination with the Asphalt
Division staff assigned to street sweeping.
Adding annual inspections of 5,100 catch basins to the inspection of outlets, ponds, and wetlands, which need to be
inspected once during the course of the MS4 permit, will have an impact on annual workload for the Utilities
Division.25 Assuming each catch basin inspection takes 30-45 minutes on average, these inspections represent an
annual workload of 2,550 to 3,825 hours. The Engineering Department interns can continue to contribute to catch
basin inspections and their workload would account for 638 to 956 hours annually. Repairs and cleaning will also be
part of the workload resulting from these inspections and will need to be incorporated into the annual workplan. The
two current Public Service Workers whose primary responsibility is manholes and catch basins have been focused
on addressing the backlog of repairs and, once this backlog is eliminated, they can shift their focus to inspection and
preventative maintenance. However, based on anticipated workload demands, the City should add one FTE to the
Utilities Division to help manage the workload of inspecting and cleaning catch basins. This would allow three
22 City of Edina, 2019-2023 Capital Improvement Plan, Page 104
23 Minnesota Pollution Control Agency, MS4 General Permit, Part III.D.6.e,
https://stormwater.pca.state.mn.us/index.php?title=MS4_PART_III.STORMWATER_POLLUTION_PREVENTIO
N_PROGRAM_(SWPPP)
24 Minnesota Pollution Control Agency, Minnesota Stormwater Manual, Municipal Operation Inspections,
https://stormwater.pca.state.mn.us/index.php?title=Municipal_operation_inspections
25 Minnesota Pollution Control Agency, Minnesota Stormwater Manual, Municipal Operation Inspections,
https://stormwater.pca.state.mn.us/index.php?title=Municipal_operation_inspections
24 CITY OF EDINA
positions to share the workload of inspecting catch basins and other stormwater infrastructure. Each position would
need to inspect approximately 1,275 catch basins annually for the first two years and then the inspection cycle can
be adjusted in the future based on the results of the inspections.
The cost impact of an additional FTE including benefits is approximately $79,011. In winter months, this new
position should be expected to assist with snow and ice removal and be assigned to a snowplow route.
Recommendation 3: Establish a storm sewer inspection program and pursue a contract
for storm sewer televising.
As discussed in Recommendation 2, the MS4 general permit requires annual inspection of stormwater structural
BMPs. However, there is not a set standard for inspections of storm sewer pipes. These conveyance methods are
viewed separately from BMPs like green roofs, permeable pavement, infiltration basins or trenches, and other
filtration methods. This infrastructure should still be inspected regularly to monitor for maintenance needs and
proactively address any issues, but not on an annual cycle.
The City of Edina does not inspect storm sewer infrastructure on a regular cycle. Currently, storm sewer
infrastructure is televised and inspected on a reactive basis, as issues like flooding occur after storm events, or as part
of a street reconstruction project. The City has a truck with Closed Circuit Television Video (CCTV) capabilities and
one FTE assigned to it, but they are focused on inspecting sanitary sewer infrastructure. This position is able to meet
the sanitary sewer inspection cycle of televising pipes every five years.
In order to proactively maintain storm sewer infrastructure, the City should begin regularly televising storm sewers
on a consistent cycle. Televising provides the overall condition of the pipe, defects in the pipe, and the probability of
failure. The frequency of inspections should be based on the condition of storm sewer infrastructure, but because the
City has not regularly televised the storm sewer system, other information can inform the necessary cycle. The
following data can inform the frequency of storm sewer inspections:
Service Request Call History: Requests from the community for issues related to the stormwater system can
indicate problem areas in the system.
Asset Age: Older infrastructure is typically closer to failure and assets of a similar age to pipes that have
failed in the past should also receive more frequent inspections.
Location: Certain areas of the City may require more frequent inspections due to geography and runoff flow.
Maintenance History: The history of repairs or required maintenance may reveal types of pipes that need
more frequent inspections to inform preventative maintenance.
Televising the entire storm sewer system would provide the best information on the current condition of assets, but
the data discussed above can serve as an adequate alternative. Typically, inspection cycles range from every five to
20 years. The City should work to televise the entire storm sewer system in the next five to 10 years to understand
the current condition of their assets and then establish a regular inspection cycle based on the condition.
The City's sanitary sewer inspection program covers all 950,400 feet of sanitary sewer pipe every five years or
approximately 190,080 feet annually. Edina has 422,400 feet of storm sewer main throughout the community;
inspecting all of the storm sewer pipe within 5-10 years would require inspecting 42,240 to 84,480 feet of pipe
annually.
Performing storm sewer televising will either require additional staff and equipment or a contract with a third party.
The City should pursue a contract for storm sewer televising. In 2020, the City of Minneapolis entered into a contract
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 25
for storm sewer inspection in the amount of $239,237 to cover 156,471 linear feet of storm sewer pipe.26 Assuming
the same cost per foot, it would cost Edina approximately $645,800 to inspect all 422,400 feet of storm sewer main.
The actual cost of an external contract would need to be established through a bid process and compared against the
cost of performing the work with City staff.
Addressing storm sewer televising through Public Works staff would require an additional Public Service Worker at
a cost of $60,778 in salary, based on the labor agreement between the City of Edina and the union. In addition, a
one-time cost of between $49,925 and $97,544 would be needed to purchase a CCTV equipped vehicle.27 This cost
would need to be compared against the cost of the contractor and the additional advantage that would be brought to
the City by staffing the position.
WATER SYSTEM MAINTENANCE
Recommendation 4: Improve water system maintenance through unidirectional flushing
and establishing a valve turning program.
The AWWA is a nonprofit dedicated to effective management of water and is the largest organization of water
supply professionals that provides best practices research and benchmarking information for water and wastewater
utilities.28 AWWA's best management practices include the regular flushing of water distribution systems as well as
establishing a valve exercising program. These practices help to maintain the distribution system for utilities and
improve water quality for customers.
Water system flushing is an important best practice because it cleans any buildup that has developed on the inside of
water pipes and reduces turbidity in drinking water. This is especially important for utilities with well water sources
due to the increased prevalence of mineral deposits, as well as utilities that have compliance issues with lead and
copper standards. However, there are different types of water system flushing. The conventional flushing method,
which the City of Edina employs, uses fire hydrants to circulate the water in the distribution system without a focus
on how the water flows through the system. The best practice method for water system flushing is called
unidirectional flushing (UDF); this type of flushing isolates sections of the distribution system though valve closures
and increases the flow of water through the pipes, allowing far more buildup to be scoured from the pipes. The
following figure shows how conventional flushing compares to UDF.
26 City of Minneapolis, Bid for Close Circuit Televising of Storm Sewer System,
https://lims.minneapolismn.gov/RCA/6343
27 Minnesota Department of Transportation, Equipment Contracts – Sewer/pipeline inspection camera,
https://www.dot.state.mn.us/maintenance/equipment/contracts/S-
986%20(5)sewer_pipeline%20Insp/2021/index.html
28 American Water Works Association (AWWA), About Us, https://www.awwa.org/About-Us
26 CITY OF EDINA
Figure 4: Conventional versus Unidirectional Flushing29
UDF uses less water and can take less staff time compared to traditional flushing methods. Importantly, UDF
significantly lowers turbidity levels typically to less than 1.0 Nephelometric Turbidity Units (NTU). In 2014, the
Green Bay Water Utility successfully implemented a UDF program and currently flushes their entire distribution
system on a three-year cycle.30 The staffing impact has been minimal, with a typical crew consisting of two staff and
additional staff used based on the number of hydrants in operation. The average flush using UDF takes about 23
minutes, compared to the traditional flushing approach that can take hours.
Implementing a UDF program is also complementary to a preventative valve exercising program. AWWA
recommends that valves be exercised regularly and that 100% of valves be tested at least every five years, but critical
valves should be exercised more frequently.31 Inoperable valves identified during an exercising program should be
replaced or repaired.
The City of Edina’s Utilities Division conducts annual flushing of hydrants as part of routine maintenance of the
water distribution system. According to staff, this is typically done in the spring each year and based on usage in
summer; additional flushing in is done in the fall as needed. The City does not currently have a valve exercising
program. Staff reported that inoperable valves are often discovered when making repairs or doing maintenance on
the distribution system.
The City of Edina should pursue implementation of a UDF program and a valve exercising program. This will align
the City with industry best practices and improve service to customers. The work planning associated with
establishing both programs will take time, but the operations staffing impact should be minimal because of the
reduced time that UDF takes compared to traditional hydrant flushing. According to staff interviews, the current
approach to flushing requires hours for each hydrant and Utilities Division staff switch to a 10-hour shift schedule to
accommodate the time intensive process. UDF would reduce the time needed to conduct flushing; however, other
29 Water Research Foundation, Green Bay Utilizes Unidirectional Flushing Presentation,
https://www.youtube.com/watch?v=vrBACFuQ8tc
30 Water Research Foundation, Green Bay Utilizes Unidirectional Flushing Presentation,
https://www.youtube.com/watch?v=vrBACFuQ8tc
31 American Water Works Association (AWWA), AWWA G200-15 Distribution Systems Operation and Management,
2015
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 27
workload drivers may arise. Conducting valve exercising and proactive maintenance will increase the number of
needed repairs in the short term as issues with inoperable valves are discovered and addressed. These issues should
be incorporated into the Utilities Division workplan and the impact on staffing should be monitored.
Recommendation 5: Evaluate contracting opportunities for utilities-related
instrumentation and control work.
The City of Edina's utilities require regular maintenance and repair on instrumentation control panels and electronic
equipment associated with the City's water plants, pump stations, and lift stations. Utilities staff rely upon this
equipment to monitor the performance of each utility and ensure they are meeting water quality standards. An
Electrician within the Facilities Division was assigned to perform maintenance and repair work on Utilities
equipment; that individual developed a familiarity with the City's equipment and the needs of Utilities. In 2020, the
Electrician in the Facilities Division left the organization for another job and the position has not been filled.
Since the loss of the Master Electrician, Utilities staff have relied upon contract electricians to address electrical
maintenance and repair needs within Utilities facilities. The remaining Electrician within the Facilities Division has
assisted with this work but does not have the same level of experience or expertise that the former employee
developed over time. According to staff, when electrical issues arise with Utilities equipment, they contact an
electrician from a list of approved contractors and work with one available based on the timeframe needed from
Utilities.
This approach of working with multiple contractors can lead to inconsistent service and create delays for staff.
Working with different contractors requires more attention from Utilities staff to orient them with the equipment and
the needs of the utilities, as well as the technology used in the City of Edina. Using several contractors can also lead
to inconsistent maintenance approaches, using different equipment or parts than the Facilities Division has available.
This current approach is also reactive in nature, so proactive maintenance on control panels and instrumentation is
not being performed.
The City should consolidate instrumentation and control work into one contract. The selected contractor will be able
to develop a familiarity and expertise with the equipment and needs of the City. In addition, establishing a
relationship with a single contractor will allow Utilities to schedule preventative, proactive maintenance rather than
only focusing on issues as they arise. It will be important to ensure that the contract includes provisions for emergency
response and timely addressing of issues that can occur with utilities operations. Consolidating the multiple contracts
into one contract could also result in cost savings for the City.
Recommendation 6: Pursue a contract for underground utility locating and marking
services.
Construction or redevelopment projects often require digging and excavation as part of the project. In the State of
Minnesota, anyone who engages in excavation activities has to provide two days advance notice to Gopher State
One Call, a statewide non-profit that receives notices of intent to excavate and then notifies underground utility
operators in the area of the excavation.32 In the City of Edina, these notifications go to City staff who then visit the
site and mark the location of underground utilities; this must be done within the two day window before excavating
begins. This prevents contractors or property owners from damaging or cutting a utility line such as electric power
lines, water pipes, and sewer or stormwater pipes. According to staff, the City of Edina has seen an increase in
residential reconstruction projects throughout the community, which have driven an increase in demand for utility
locating.
32 Gopher State One Call, History and Background, http://www.gopherstateonecall.org/resources/history-background
28 CITY OF EDINA
Currently, the City of Edina assigns requests for utility locates to one of two staff based on the type of utility.
Responding to locate requests diverts City staff from work that they would otherwise perform. For example, the
Electrician in the Facilities Division responds to locate requests in addition to performing reactive and preventative
maintenance at City facilities. Removing this workload from the Facilities Division would provide additional
capacity to address building maintenance at City facilities. Similarly, the Utilities Division staff are cross trained to
be able to assist with different tasks and address the needs of the City, and additional capacity could be created by
managing locates in a different manner.
The project team contacted the peer communities of Burnsville, Eagan, Eden Prairie, Lakeville, Minnetonka, and
St. Louis Park to understand their approach to utility locating and marking. All the cities receive locate requests for
water, sewer, or stormwater and have in-house staff who perform locating and marking for those utilities. For
electrical or fiber infrastructure, there is a split approach. In five of the six communities, requests go directly to the
provider of electrical or fiber services and not to the city. The City of Burnsville receives requests from Gopher State
One Call for electrical or fiber locating, but the work is performed by third party contractors.
The City should pursue contracting out the response to utility locate requests relating to fiber optic, electric, and
natural gas utilities. The flagging and marking of these underground utilities can be effectively managed by a third
party who can coordinate directly with Gopher State One Call. The City should maintain responsibility for locates
relating to City-owned and maintained infrastructure. The City is in the best position to access GIS data regarding
infrastructure and to troubleshoot locates in cases when GIS data is inaccurate.
To date, the City has made efforts to research and approach contractors for this service, but no formal agreement has
been reached. Depending on the details of the contract and approach pursued by the City, contracting out this work
could create capacity within either the Utilities Division or the Facilities Division to focus on other maintenance and
operations needs. Once the City has established a contract for a third party to perform utility locating and flagging,
the staff assigned to perform electrical or utility locates could be reassigned to other tasks.
STREET & SIDEWALK MAINTENANCE
Recommendation 7: Develop a comprehensive asphalt paving approach to include
participation in the street reconstruction program.
The City of Edina has an active asset management program to maintain the City's streets and improve the overall
pavement condition index (PCI). The goal of asset management is to increase the lifespan of infrastructure through
regular maintenance. Deferred maintenance and a lack of dedicated resources often result in premature asset failure
and reduce the effectiveness of investments in infrastructure. For example, while new pavement deteriorates slowly
at first, degradation increases rapidly after approximately seven years of age. Other factors (such as heavy use,
weather, and surface treatments) also accelerate deterioration. It is generally less expensive to proactively preserve
and maintain pavement early in its lifecycle because deferring maintenance usually results in more expensive repairs,
such as complete reconstruction, in the future. This pattern is illustrated in the following figure.33
33 USDOT, Pavement Preservation Compendium II, Principles of Pavement Preservation: Definitions, Benefits, Issues,
and Barriers. United States Department of Transportation
https://www.fhwa.dot.gov/pavement/preservation/ppc06.pdf
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 29
Figure 5: Pavement Condition to Age Curve
The Engineering and Public Works Departments coordinate to manage the streets asset management efforts, which
include an array of approaches. The activities below list the City's approaches from least to most intensive:
Pothole Patching: The Asphalt Division performs blacktop pothole patch and repair, prioritized based on
the severity of potholes and location on high use streets.
Crack Sealing: Sealing prevents moisture or other materials from getting into asphalt through cracks that
emerge over time. The Department has the capability to perform crack sealing repairs, but this work has
reportedly been deferred to focus on other asphalt maintenance priorities.
Asphalt Rejuvenation: Rejuvenation preserves streets by protecting them from air and water penetration.34
This work is performed on a contract basis using a proprietary process called Reclamite®.
Mill and Overlay: The City has an active annual mill and overlay program, which is a structural
improvement that removes and replaces the top layer of pavement.35 The City addressed over five miles of
streets through mill and overlay in 2020.36 Planning for mill and overlay is done in partnership with the
Engineering Department, but work is completed by the Asphalt Division. Public Works has an unofficial
goal of completing seven miles of mill and overlay annually.
Street Reconstruction: The City contracts for street reconstruction projects that involve complete
replacement of roadway sections including repair of the base layer of the street.37 In 2021, the City plans to
fully reconstruct 5.18 miles of streets.38 This work is planned and led by the Engineering Department.
34 Pavement Technology, Inc., Reclamite Asphalt Rejuvenator, https://www.pavetechinc.com/reclamite-asphalt-
rejuvenator/
35 City of Edina, Street Repair, https://www.edinamn.gov/347/Street-Repair
36 City of Edina, Public Works Pipeline 2020, https://www.edinamn.gov/ArchiveCenter/ViewFile/Item/682
37 City of Edina, Street Reconstruction Projects, https://www.edinamn.gov/361/Street-Reconstruction-Projects
38 City of Edina, Improvement No. BA-459 Engineering Study, November 30, 2020,
https://www.bettertogetheredina.org/6559/widgets/19953/documents/15922
30 CITY OF EDINA
Through these efforts, the City has succeeded in improving the condition of its streets. The asset management efforts
have resulted in a 28% increase to the City's overall PCI since 2015. The following table shows the average PCI from
2015 to 2019.
Table 14: Pavement Condition Index, 2015 to 201939
Performance Measure 2015 2016 2017 2018 2019
Percent
Change 2015
to 2019
Average Pavement Condition Index of
Edina local streets 57 61 68 72 73 28%
Over five miles of mill and overlay annually is an aggressive and commendable achievement for the Asphalt Division.
This performance is a testament to the effectiveness and talent of the employees in the Division. It is an effective use
of staff resources and helps balance staffing requirements throughout the year as snow and ice control efforts are also
labor intensive. Maintaining the Department’s asphalt paving capabilities is important to keeping this balance and
using staff to the highest and best use seasonally. Addressing the priority needs of the street infrastructure may require
rebalancing of the different approaches to achieve the best results. Anecdotally, there were some comments that the
mill and overlay program has been so successful that it is running out of appropriate locations for its application.
Mill and overlay should not be considered when reconstruction or other treatments may be more appropriate
measures. When roads display severe wear or damage, it may be more appropriate to perform a full reconstruction
to ensure the road subgrade has been properly repaired.40 This ensures the street asset is working adequately in the
long-term.
It is essential to a life cycle approach for asphalt pavement management that resources be utilized with the most
effective methods available. For example, crack sealing is an accepted and effective method of pavement
preservation, and this program should be part of the City's annual approach to street maintenance. The City should
continue to take advantage of the skills, expertise, and equipment possessed by the Asphalt Division and maintain
the seasonal workload balance within the Department. Depending on annual priorities, this can be accomplished by
increasing preventative maintenance efforts, such as crack sealing, and shifting some portion of the asphalt paving
work in the capital budget to Public Works.
The Engineering Department should coordinate with the Public Works Department to have the Asphalt Division
perform the paving for a portion of street reconstruction projects in order to ensure staff can continue paving
operations at a high level. Asphalt staff is fully capable of applying the wearing course for total reconstruct projects.
Base preparation, curb and gutter work, and the base layer of asphalt would continue to be contracted, but some
portion of the actual paving would be done by the Asphalt paving crew. This shift could, depending on available
budget, allow the City to complete more miles of street reconstruction or provide capacity for other maintenance
tasks.
As part of this shift, the City will need to develop an integrated program of pavement management that incorporates
solutions designed to cost effectively preserve and improve the quality of local streets. Fluctuation in the Mill and
Overlay Program can be offset by participation in the street reconstruction program, treatments such as those
previously discussed, or other maintenance needs such as sidewalk repair. Staffing should be monitored as the City
revamps its approach to asphalt maintenance to include more preventative maintenance and additional paving as
39 City of Edina, 2018-2019 Budget & 2020-2021 Budget, Public Works Department, Streets Division, Performance
Measures
40 USDOT, A Guide to Asphalt Pavement Preservation,
https://www.mdt.mt.gov/publications/docs/brochures/research/toolbox/FHWA/PPGuide.pdf
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 31
part of street reconstruction. In the near term, development of a comprehensive approach should not represent an
immediate staffing impact. As participation in the street reconstruction program grows, additional staff may be
needed but this could be offset by a reduction in contracted costs.
Recommendation 8: Establish a sidewalk inspection and maintenance program.
Pedestrian facilities such as sidewalks or shared use trails are a key part of Edina's transportation network. A robust
sidewalk network can connect residents and visitors with job centers, shopping, and other amenities. According to
the City's 2018 adopted Pedestrian & Bicycle Master Plan, residents enjoy and appreciate the City's walking network
but there is a desire to better connect schools, parks, and neighborhoods. As a result, the City committed to expanding
the sidewalk network by 37 miles, an increase of 44%, and upgrading another 12 miles to offer greater user comfort.41
According to data provided by the City, the sidewalk network has grown to 93 miles from 85 miles in 2018, an
increase of 9%.
Although sidewalks are an important component of the City's transportation approach, the installation, maintenance,
and repair of sidewalks is the responsibility of the adjacent property owner for most sidewalks in the City. According
to City staff, the City maintains the sidewalks adjacent to roads under the County State Aid Highway system, which
are key highways under the jurisdiction of Minnesota counties that receive state funding for maintenance. For other
sidewalks in Edina, the City Code outlines that property owners need to ensure that segments of sidewalks should
not have a difference in elevation of more than one-half-inch or any holes or depressions in which a pedestrian may
trip.42 The City does not have a proactive approach to inspecting or repairing sidewalks. Instead, Public Works staff
respond to service requests from the community and address issues in a reactive manner. After receiving a request
from the community, hazardous locations are added to a list of planned repairs.
The Americans with Disabilities Act (ADA), which was signed into law in 1990, requires that local governments
ensure public facilities such as streets and sidewalks are accessible to people with different abilities. According to the
ADA, it is a best practice to regularly inspect sidewalks and make proactive repairs to reduce tripping hazards. As
part of complying with ADA in an area where sidewalks are the responsibility of property owners, many
communities in Minnesota have established sidewalk inspection programs. For example:
City of Lakeville conducts an annual sidewalk survey every fall. Their threshold for repair is a deviation of
greater than one inch. City staff manage repair or replacement of a sidewalk segment.43
City of Minneapolis inspects its 1,800 miles of sidewalks on a 15-year cycle. Any issues identified are fixed
by a City-hired contractor unless the property owner hires their own contractor.44
City of Rochester has a goal to inspect between 5-7% of its 878 miles of sidewalks annually, but they have
inspected as much as 40% in a year. Their threshold is one quarter of an inch of elevation and one half an
inch for gaps or cracks. Property owners have the option to hire a City licensed contractor or have the City
do the work.45
41 City of Edina, Pedestrian and Bicycle Master Plan, Adopted 02/21/2018, Page 60,
https://www.edinamn.gov/DocumentCenter/View/5433/Final-Master-Plan-Report-PDF
42 City of Edina, City Code, Chapter 24 Article IV Sec.24-92.
43 City of Lakeville, Sidewalk Inspection and Maintenance,
https://lakevillemn.gov/DocumentCenter/View/390/Sidewalk-Inspection-and-Maintenance-Policy-PDF
44 City of Minneapolis, Sidewalk Maintenance Policy,
https://www2.minneapolismn.gov/government/departments/public-works/transportation-maintenance-
repair/sidewalk-inspections/maintenance-policy/
45 City of Rochester, Sidewalk Replacement & Maintenance,
https://www.rochestermn.gov/government/departments/public-works/sidewalks-paths/sidewalk-replacement-
maintenance
32 CITY OF EDINA
In order to comply with best practices and proactively maintain the City's pedestrian network, the City of Edina
should establish a sidewalk inspection and maintenance program. The United States Department of Transportation
Federal Highway Administration published a guide for maintaining pedestrian facilities with a focus on enhancing
safety. The guide outlined five components of a sidewalk inspection and maintenance program:46
Definition of defective conditions – Clearly articulate what conditions lead to sidewalk repair or
replacement using deviations in elevation, missing sections, cracks, holes, or other conditions.
Inspection procedure and schedule – Define the geographic area and frequency of proactive inspections.
Prioritization of replacement and repair – Establish priority criteria based on the location, pedestrian traffic,
overall condition of sidewalks, and cost versus effect.
Development of cost recovery mechanisms – Clearly outline the method for assessing cost to the property
owners.
Response to resident complaints and concerns – Ensure ability to respond to reactive issues like resident
complaints or accidents.
The Edina City Code already includes a definition of defective conditions, with a requirement to ensure deviations
in elevation are less than one half inch. This could be strengthened to include definitions for cracks or gaps, like in
the City of Rochester. The City should aim to inspect 20-25% of sidewalks annually, which would result in every
sidewalk being inspected every four to five years. Based on the current sidewalk volume, this would require inspecting
19 to 23 miles a year, but when the Pedestrian & Bicycle Master Plan is fully implemented the annual inspection
workload would increase to 24 to 31 miles of sidewalk a year. This is less than the number of miles inspected annually
in nearby communities. Based on the results of the annual inspection, proactive sidewalk maintenance can be
incorporated into the Concrete Division's annual workplan.
The notification and enforcement process for repairing sidewalks that have defective conditions can look differently
depending on how the City chooses to implement and fund a sidewalk inspection and maintenance program. In the
cities of Minneapolis and Rochester, private contractors can get a permit to perform sidewalk repair work and
property owners can engage one of those permitted contractors to make repairs or have the City make repairs. For
both cities, the default is to have the City manage repairs and then bill the property owner for the cost. In the City of
Lakeville, all repairs are managed by City staff; cracks and offset joints are addressed through grinding to remove the
tripping hazard and if more intensive repair or replacement is needed, the City will use employees or contractors to
conduct the work.
The City of Edina should start by making repairs and replacements with City staff but, depending on the workload
volume, a combination of City staff and contracting may be the most cost-effective approach. Similar to diseased tree
enforcement or overgrown lawns, the cost of sidewalk repair can be charged to the property owner and added to the
property tax assessment if needed.
In order to manage the increased workload from establishing a sidewalk inspection and maintenance program, an
additional FTE should be added to the Concrete Division of the Public Works Department. This will create the
capacity needed to begin inspecting sidewalks, but because this is a new program the City will need to monitor
workload and track performance to determine future staffing needs. The performance measures the City should track
are: miles of sidewalk inspected annually, percent of total sidewalk network inspected annually, number of defective
conditions found annually, and average days to address defective conditions. The new position should lead the
46 US Department of Transportation, Sidewalk Inspection and Maintenance Policies: They Are All They're Cracked Up
to Be, https://safety.fhwa.dot.gov/ped_bike/tools_solve/fhwasa13037/appxd.cfm
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 33
annual inspection process and assist with maintenance and repair activities in partnership with other members of the
Concrete Division. In the winter months this position should be expected to assist with snow and ice removal and
be assigned to a snowplow route. The cost impact of an additional FTE is approximately $79,011 including both
salary and benefits.
VEHICLE & EQUIPMENT MAINTENANCE
Recommendation 9: Maintain current Mechanic staffing.
The Equipment Operations Division has a total of six staff positions responsible for maintaining vehicles and
equipment for the City. An Equipment Operations Supervisor oversees five Mechanics who are charged with
repairing and maintaining $8 million in equipment assets. The Division is responsible for maintaining a total of 481
assets ranging from heavy equipment and tractors to mowers and generators. Pickups, vans, and other light trucks
are the largest category of equipment, comprising approximately 16% of total assets, followed by standard vehicles,
which account for 13% of all assets.
In order to determine the necessary staffing level to maintain these assets, it is important to first understand the
number of labor hours required to maintain the current fleet. This is typically accomplished using a Maintenance
and Repair Unit (MRU) analysis. The purpose of an MRU analysis is to compare the maintenance needs of different
types of assets maintained by an organization.
An MRU analysis uses a standard passenger vehicle as a base unit for comparison of maintenance and repair needs
between different asset types. It is important to index all assets to a base unit, as different asset types require different
levels of maintenance, and this will allow for more accurate comparisons across asset types. An excavator used for
construction projects, for instance, will require a different amount of maintenance than a golf cart used by the Parks
and Natural Resources Division. As such, assets need to be indexed to a base unit for accurate comparison. Some
asset types were excluded from this analysis, as they did not require any maintenance over the past two years.
Excluding nonmotorized equipment, boats, and fuel site equipment, there are a total of 459 assets.
An MRU analysis seeks to compare the annual number of labor hours required to maintain each different asset type
to the labor hours required to maintain a standard passenger vehicle. The ratios drawn from these comparisons
indicate relative labor intensity. If a standard passenger vehicle requires 10 hours of maintenance annually and a fire
truck requires 50 hours of maintenance annually, the fire truck would require 5 MRUs. In this scenario, a fire truck
requires the same amount of maintenance in a given year as five standard passenger vehicles. Labor hours per MRU
fluctuate depending on the unique features of an organization’s assets.
Equipment Operations staff provided detailed information on the annual number of maintenance labor hours spent
per asset for the past two fiscal years. Notable discrepancies between the average labor hours in 2019 and 2020 may
be attributed to the COVID-19 pandemic and its impact on staffing and labor hours and the significant amount of
snowfall recorded in 2019 which necessitated more staff time spent on non-asset related work. The average annual
labor hours spent per asset type was calculated to define the MRU ratio of each asset. Standard passenger vehicles
such as sedans were used as the base comparison for this analysis.
The following table summarizes MRUs by asset class as well as the labor hours and Mechanics needed to maintain
the City’s current assets.
34 CITY OF EDINA
Table 15: MRU Equipment Staffing Calculation
Asset Type Number in
Service
MRUs per
Asset Total MRUs
Total MRUs
as Labor
Hours
Estimated
Mechanics
Needed
Standard Vehicle 62 1.00 62.00 530.17 0.34
Fire Truck 7 0.62 4.33 37.00 0.02
Forklifts and Other Lifts 13 0.25 3.22 27.50 0.02
Generators 24 0.53 12.63 108.00 0.07
Heavy Truck or School Bus 30 5.47 164.13 1,403.50 0.90
Hybrid Vehicle 12 0.45 5.38 46.00 0.03
Light Equipment and Tools 16 0.03 0.56 4.75 0.00
Medium Duty Truck 30 1.72 51.72 442.25 0.28
Mowers 17 0.74 12.57 107.50 0.07
Other 38 0.54 20.35 174.00 0.11
Other Motorized Equipment 45 0.14 6.52 55.75 0.04
Pickups, Vans, and Other Light
Trucks 77 1.15 88.50 756.75 0.49
Pumps and Compressors 18 0.08 1.46 12.50 0.01
Tractors and Other Heavy Equipment 36 1.90 68.27 583.75 0.37
Trailers 34 0.47 16.05 137.25 0.09
Total 459 - 517.68 4,426.67 2.84
The assets currently maintained by the Facilities Maintenance Division represent approximately 517.68 MRUs. Per
data provided by the City, it was determined that one MRU requires a total of 8.55 labor hours per year per unit. To
calculate the total number of labor hours requires maintaining the existing assets; the total number of MRUs is
multiplied by the base comparison of 8.55 labor hours per MRU, which results in approximately 4,426.67 labor hours
per year.
Mechanics currently work a standard eight-hour, five-day schedule, resulting in a total of 2,080 scheduled hours per
Mechanic in a given year. As Mechanics cannot dedicate all of these hours to actual maintenance work due to
administrative responsibilities, paid time off, and training and personal development, the number of available labor
hours per Mechanic is less than 2,080. Industry best practices calls for a utilization rate of 75%, or 1,560 labor hours
per year. Over the past two fiscal years, Mechanics averaged a utilization rate of 49.8%, or 1,035.58 hours annually
performing actual maintenance work. This indicates that the Division may not be able to achieve a utilization rate
of 75% due to a number of factors that impact staffing utilization rate, including the age of assets, local climate,
physical layout of facilities, and responsibilities falling outside the scope of actual maintenance work. Current policy
also requires the presence of at least two Mechanics in the shop during working hours whenever possible for safety
reasons.
In 2019, a total of 4,021.08 labor hours were dedicated to equipment maintenance. The following year, a total of
4,832.25 labor hours were dedicated to equipment maintenance. To calculate the total number of Mechanic positions
needed to maintain current assets, the average total number of labor hours required (4,426.67 per year) is divided by
the number of labor hours a Mechanic is typically available to work (1,560 per year). This results in an overall staffing
requirement of 2.84 Mechanics.
This MRU analysis does not encapsulate all of the demands on Equipment Operations staff. This analysis does not
account for an average of 1,021.25 labor hours spent on indirect maintenance, 749.50 average annual labor hours
that cannot be tied to a particular asset type, or an average of 432.38 labor hours spent on snow and ice removal.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 35
Labor hours that cannot be attributed to a particular asset type are those hours which were recorded as maintenance
work, yet not tied to any piece of equipment included in the City’s equipment inventory. The following table
illustrates the number of labor hours spent on non-asset related activities over the past two fiscal years and the
resultant estimated number of Mechanics needed.
Table 16: Non-Asset Labor Hours Staffing Calculation
Equipment Operations
Annual Hours
2019 Labor
Hours
2020 Labor
Hours
Average Annual
Labor Hours
Estimated
Mechanics Needed
Snow & Ice Removal 689.75 175.00 432.38 0.28
Indirect Maintenance 1,210.00 832.50 1,021.25 0.65
Maintenance Not Tied
to Asset Type 1,113.25 385.75 749.50 0.48
Total 3,013.00 1,393.25 2,203.13 1.41
The average non-asset labor hours show the need for an additional 1.41 FTEs, based on the benchmarked 75%
utilization rate. In total, 6,629.80 labor hours are estimated for Equipment Operations staff annually, which equates
to a need for 4.25 Mechanics. There are currently a total of five Mechanics in the Equipment Operations Division.
As such, current staffing levels within the Division should remain the same.
Recommendation 10: Improve regular generator maintenance by annually servicing and
performing load bank testing.
The City of Edina relies on a number of generators to provide backup power to City facilities in the event of adverse
weather or another emergency that knocks out the primary power source in the community. Generators should be
serviced regularly for both preventative maintenance and to perform load bank testing. Load bank testing uses a
device to measure the amount of electrical output a generator is able to produce.47 This testing is important because
it allows the City to understand whether the generator will serve the power needs of the facility it supports during an
emergency. Preventative maintenance work includes oil changes and routine inspections of the generator.
Maintenance of the City's generators is split between Equipment Operations Division staff and the Electricians in
the Facilities Division. Equipment Operations staff perform routine, preventative maintenance to ensure generators
are operational. Electricians perform load bank testing to measure the electrical output of generators. According to
staff, load bank testing is not performed regularly, but rather on an as needed, reactive basis.
The National Fire Protection Association (NFPA) publishes consensus codes and standards to prevent injury and
death due to fire, electrical, and related hazards.48 One of their standards governs emergency and standby power
systems or generators, which provide backup power for facilities in the event the normal power source fails.49 The
standard requires regular testing and maintenance of generators in order to ensure that the equipment is operational
and able to provide the proper power to the facility. NFPA recommends that testing and maintenance is done
annually to confirm the capabilities of generators in order to comply with expected performance.
According to data provided by the City, there are 24 generators at City facilities with an average age of 18.5 years.
This high average age is notable because older equipment typically requires additional maintenance and testing to
47 Generator Source, Load Bank Testing, https://www.generatorsource.com/Services/Local-Generator-Services/Load-
Bank-Testing.aspx
48 National Fire Protection Association (NFPA), NFPA Overview, https://www.nfpa.org/overview
49 National Fire Protection Association (NFPA), NFPA 110 Standards for Emergency and Standby Power Systems,
https://www.nfpa.org/codes-and-standards/all-codes-and-standards/list-of-codes-and-standards/detail?code=110
36 CITY OF EDINA
ensure the generators are performing optimally. Equipment Operations staff performed an average of 108 labor hours
of maintenance on generators in 2019 and 2020.
The City should begin annually servicing all generators through preventative maintenance and load bank testing.
Ideally, generators should be serviced every six months, alternatively performing preventative maintenance and load
bank testing. Based on data provided by the City, regular maintenance takes approximately 4.5 hours per generator.
However, the City does not track the labor hours necessary for load bank testing. The amount of time required for
load bank tasting varies based on the type of generator, but four hours of testing is needed for generators that are
designed to operate for at least four hours before being refueled or recharged.50 To account for setting up and breaking
down equipment before and after the load bank test, approximately six labor hours can be assumed for each load
bank testing. The following table summarizes the labor hour estimates for generator maintenance in the City.
Table 17: Generator Maintenance Labor Hours
Number of Generators Annual Preventative
Maintenance Labor Hours
Annual Load Bank
Testing Labor Hours
Labor Hours
Per Generator
24 108.0 144.0 10.5
Using these labor hour estimates for maintaining generators, the annual staffing impact can be calculated. The total
annual hours needed represent approximately 0.12 FTE, but this is split over different divisions and staff with
different skillsets. The time needed from Equipment Operations is included in the staffing calculation in
Recommendation 9 and additional capacity is not needed to begin regularly servicing all generators. The 144 annual
hours needed from Electricians in the Facilities Division will need to be programmed into the Facilities Division
annual workplan and the City should monitor the impact on capacity as the changes are implemented.
Recommendation 11: Provide software access for Mechanics to better utilize the fleet
management system.
The process for work planning and assigning fleet work orders is currently paper driven. Requests from drivers or for
preventative maintenance work is made on a paper form and assigned to the appropriate Mechanic. Mechanics
perform the needed work and then provide a summary of what they did on the paper form. An Administrative
Assistant then enters details about the work performed into the City's fleet management software system.
Mechanics often need to refer to past vehicle history and work performed on fleet assets in order to understand the
context for repairs and the specific parts needed. According to staff, each bay in the fleet shop has a computer where
Mechanics can look up information about specific vehicles. However, Mechanics do not have access to the fleet
management system to make any updates or changes. This prevents Mechanics from effectively using the fleet
management software system to schedule maintenance, make inventory changes, and update key information about
fleet assets or work performed.
The current process leaves room for error, and staff noted instances where information was entered incorrectly into
the system or not enough information was provided. Mechanics cannot currently make edits or changes to correct
errors they see in the system. Fleet software systems are only as effective as the data entered into them. It is important
that Mechanics assist with incorporating clean, useful data into the system and that proper training be provided to
all staff that interact with the system.51
50 National Fire Protection Association (NFPA), NFPA 110 Standards for Emergency and Standby Power Systems,
https://www.nfpa.org/codes-and-standards/all-codes-and-standards/list-of-codes-and-standards/detail?code=110
51 Government Fleet, Key Takeaways in Transitioning to a New Fleet Management Software System,
https://www.government-fleet.com/157266/software-switch-key-takeaways-in-transitioning-to-a-new-fleet-software-
system
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 37
The City should provide training and access for the Mechanics to use the fleet management software system on the
floor of the shop. This will streamline the workflow for the Equipment Operations Division, allowing Mechanics to
enter data directly into the system rather than relying on the Administrative Assistant. This change in process is also
an opportunity to assess workflows and the data being collected. There may be additional information that
Mechanics or City leadership are interested in tracking and the fleet management system can be a method to do that.
For example, the method for scheduling and assigning preventative maintenance work can be updated as part of
changing how the software system is used or the cost to repair hybrid vehicles versus conventional vehicles can be a
measure that is tracked. As appropriate, the City should supply Mechanics with new technology to interact with the
software system and improve operations.
Providing software access for Mechanics in the Equipment Operations Division should not affect the staffing needs
to manage the City's fleet assets. However, it does create capacity for the Administrative Assistant currently entering
data into the system on behalf of the Mechanics. The Department should monitor the workload impact from making
this change and evaluate the best use of that position.
Recommendation 12: Invest in training for Mechanics to properly maintain and repair
hybrid and alternative fuel vehicles.
The City of Edina has made a commitment to sustainability and has set a goal of reducing greenhouse gas emissions
by 30% by 2025.52 City operations are leading by example and meeting this goal will require converting more fleet
assets to hybrid and alternative fuel vehicles. According to the draft Fleet Purchasing Policy, any new vehicle request
for purchase must replace existing vehicles with a fuel-efficient alternative unless a business need requires an
exception or the technology is not available or affordable.
According to the draft Fleet Purchasing Policy, the Equipment Operations Division is responsible for researching
the most efficient vehicle replacement option and preparing information to compare vehicle alternatives.53 As the
City pursues these more efficient fleet assets, it will be important to develop a network of other local governments
pursing green fleet purchasing. This will assist with research, especially for emerging technologies, and allow the
Equipment Operations Division to understand the impact on maintenance and repair workload for different
alternative fuel vehicle types. The draft purchase policy includes quarterly meetings between Equipment Operations,
Sustainability, and Engineering staff to discuss vehicle replacements; this is a good fleet management practice and
should be retained in the final policy.
This change in the fleet composition will result in Mechanics maintaining and repairing more hybrid and alternative
fuel vehicles as well as different fueling stations. Maintaining alternative fuel vehicles will require different knowledge
from Mechanics and, to properly maintain hybrid and alternative fuel vehicles, Equipment Operations Division staff
will need training and certification. Typically, alternative fuel vehicles, and particularly electric vehicles, require less
regular maintenance than conventional vehicles, but that is based on the current alternative fuel vehicles on the
market, which are primarily standard passenger vehicles. As the City purchases trucks and equipment that use
alternative fuels, the maintenance needs should be monitored because of how new the technology is and [based
upon?] how City staff use the assets.
The National Institute for Automotive Service Excellence (ASE) is a non-profit organization that works to improve
the quality of vehicle repair and service by testing and certifying automotive professionals.54 ASE mechanic
52 City of Edina, Draft Fleet Purchasing Policy
53 City of Edina, Draft Fleet Purchasing Policy
54 National Institute for Automotive Service Excellence (ASE), About ASE, https://www.ase.com/about-ase/
38 CITY OF EDINA
certification is one of the most significant certification and continuing education programs available to mechanics.
To become ASE certified, an automotive Technician must demonstrate expertise in a target area (e.g., automobile
and light truck) and maintain that expertise through ongoing training and retesting every five years. One of the
courses that ASE offers is a specialist certification for light-duty hybrid and electric vehicles. In addition, the National
Alternative Fuels Training Consortium (NAFTC) offers online courses and workshops.55 Additional equipment may
also be needed for vehicle maintenance and repair such as specialized tools or mobile battery packs. Training directly
from the manufacturer should also be available and Mechanics should be encouraged to complete training provided
by manufacturers.
The City should invest in training and equipment for Equipment Operations Division staff to ensure they have the
skills and certifications necessary to properly maintain and repair hybrid and alternative fuel vehicles. As more hybrid
and alternative fuel vehicles are purchased to replace current fleet assets, these types of vehicles will become a larger
share of the Division's workload. Investing in this training now will ensure that the City is prepared to manage the
green fleet as it is purchased and deployed.
SNOW ROUTE DESIGN
Recommendation 13: Complete route redesign process for snowplow routes.
Snowfall is a regular part of the winter experience in Minnesota. According to data from the Minnesota Department
of Natural Resources, the Minneapolis-St. Paul International Airport recorded an average of 58.3 inches of snowfall
annually from 2016 to 2020, and there were 58 days where accumulation was at least 1.5 inches, or about 12 events
requiring an all-call response in Edina per year.56 This weather reality means that local governments must manage
the snow and develop responses to ensure roads are clear and safe for the community. The City of Edina takes great
pride in their snow and ice response, and the community expects a high level of service.
Each division of the Public Works Department is involved in snow response and additional staff are relied upon from
Facilities, as well as one FTE from Park Maintenance. The City of Edina has 34 snowplow routes with a specific
staff member assigned to each route. Five of the routes are sidewalk routes and three are ramp routes, which leaves
26 assigned to clearing streets. Routes are assigned based on employee tenure and the Mechanics in the Equipment
Operations Division serve as backup in the case of absences or vacations. Snow response and removal begins after
an accumulation of 1.5 inches of snow, but drifting snow, icy conditions, or snowfall timing in relation to street usage
can also trigger a response.57 The responsibility for initiating a snow removal response is assigned to each Supervisor
in the Public Works Department on a rotating basis.
The project team compared the City of Edina's snow and ice removal response to five peer communities in
Minnesota. This list of peer communities was provided by the City as organizations they often compare themselves
to for benchmarking purposes. The City of Edina has more snow routes, a lower snow accumulation trigger, and
later start time than its peer communities. The number of lane miles of street per route is 18.7 in Edina, the lowest
of all communities analyzed. The table below shows City of Edina's snow response compared to peer communities.
55 West Virginia University, National Alternative Fuel Training Consortium, https://naftc.wvu.edu/
56 Minnesota Department of Natural Resources, Past Climate Data – Daily Data,
https://www.dnr.state.mn.us/climate/historical/daily-data.html?sid=215435&sname=MINNEAPOLIS-
ST.%20PAUL%20INTERNATIONAL%20AIRPORT&sdate=2016-01-01&edate=2020-12-31
57 City of Edina, Snowplowing and Ice Control Policy.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 39
Table 18: Peer Community Snow Response Comparison
City Population Lane
Miles Start Time Routes Lane Miles
per Route Trigger
City of Edina, MN 52,857 487 4:00 AM 26 18.7 1.5 inches
City of Eagan, MN 66,372 688 4:00 AM
2 Loader Routes
10 Mainline Routes
15 Cul-De-Sac Routes
25.5 2 inches
City of Eden Prairie,
MN 64,839 580 3:00 AM 18 32.2 2 inches
City of Lakeville,
MN 67,317 600
Varies (discretion
of the Streets
Supervisor)
24 25.0 2 inches
City of Minnetonka,
MN 54,064 25458 Between Midnight
- 4:00 AM
22 Main Routes
7 Cul-De-Sac Routes N/A 2 inches
City of St. Louis
Park, MN 48,662 389 Between Midnight
- 5:00 AM 11 35.4 3 inches
Snow and ice response is a primary workload driver for Public Works staff in winter months. The Edina area
experienced a total of 91.7 inches of snowfall in 2019 and 56.4 inches in 2020; using the City of Edina's trigger of 1.5
inches of snowfall, there were 22 snow events in 2019 and nine in 2020.59 Based on labor hour data for 2019 and
2020, the City spends approximately 700 labor hours per snow event on snow and ice removal activities. This is
primarily concentrated in the Asphalt and Concrete Divisions. The following table shows the labor hours for snow
and ice removal by division.
Table 19: Snow & Ice Removal Labor Hours, Full Time Employees 2019 & 2020
Division 2019 Labor
Hours
2020 Labor
Hours
Average
Labor Hours
Streets- Asphalt 5,327,50 2,836.40 4,081.95
Streets- Concrete 4,639.25 2,641.75 3,640.50
Utilities 1,728.00 674.50 1,201.25
Electrical/HVAC 852.50 324.00 588.25
Equipment Operations 689.75 175.00 432.38
Park Maintenance 237.25 96.00 166.63
Total Labor Hours 13,474.25 6,747.65 10,110.95
Labor Hours per Snow Event 612.47 749.74 681.10
The current staffing deployment for snow removal requires 34 staff members for each snow event to cover the 26
street routes, three ramp routes, and five sidewalk routes. The routes vary in length and, according to staff interviews,
vary significantly in the amount of time they take to plow. The severity of the snow event affects the time it takes to
plow, but routes typically take between five and six hours to complete. However, some routes take as few as two or
three hours, while sidewalk routes regularly take over eight hours. Staff assigned to sidewalk routes noted that after
a snow event they often do their routes multiple times over several days because adjacent street plow routes will push
snow onto their assigned sidewalk.
Staff interviews revealed a frustration with the current approach to snow response. These frustrations can be grouped
into three general themes: inconsistent management, an inflexible approach, and limited ability to use paid time off
(PTO). First, since the responsibility for managing the response to snow events rotates between the Public Works
58 City of Minnetonka provided centerline miles, not lane miles.
59 Minnesota Department of Natural Resources, Past Climate Data – Daily Data,
https://www.dnr.state.mn.us/climate/historical/daily-data.html?sid=215435&sname=MINNEAPOLIS-
ST.%20PAUL%20INTERNATIONAL%20AIRPORT&sdate=2019-01-01&edate=2020-12-31
40 CITY OF EDINA
Supervisors, there is a perception of inconsistent triggering for an "all out" response to a storm. Although the City's
policy states that 1.5 inches of snow accumulation triggers a response, there is enough ambiguity in the policy that
each Supervisor can have a different approach to similar storms. Staff noted that the amount of accumulation and
time they are brought in relative to the storm's arrival can vary between Supervisors. This inconsistency makes it
difficult for staff to know what to expect when a snow event occurs.
Second, the response to snow events has been perceived as inflexible, which impacts the ability of staff to do other
tasks. As shown in Table 19, snow and ice removal primarily relies upon staff from the Asphalt and Concrete
Divisions. The work of these divisions is seasonal and during the winter months their primary duty is responding to
snow events. However, the workload for other divisions is not as seasonally driven. For example, the Utilities
Division must respond to water and sewer main breaks in the winter months as well as the summer and Facilities
staff must perform maintenance and repair on City buildings throughout the year. This means that some staff, who
have an assigned plow route, must perform other duties during snow events and in the middle of snow response,
while others can focus only on snow removal. The assignment of routes is assigned based on seniority rather than
recognizing that staff in different divisions have different levels of capacity to commit to snow response.
Third, staff members assigned to snowplow routes were frustrated with their ability to use vacation or sick time
during winter months. Several staff indicated that they feel like they are "on call" throughout the winter and unable
to use accumulated time off. The current process for requesting vacation during winter months requires staff to submit
requests in October for any leave intended to be used through April, but they are not guaranteed to be approved to
use that PTO.
Understandably, City staff want to maintain the high service standard established for snow and ice removal. This
creates an aversion to change, because current practices meet that high service level standard and changes introduce
uncertainty in the ability of the City to meet those expectations. However, this risk can be effectively managed while
still working to improve the route design and maintaining or enhancing service levels to the community.
The City should engage in a snow plow route redesign process to explore alternative approaches to snow and ice
removal. Realigning or consolidating routes may allow for the same level of service with fewer required staff. This
should be done in partnership with frontline staff, incorporating their feedback and input into alternatives. Snow
response can also be seen as an opportunity for continuous improvement. The Department could test different
approaches with each snow event and refine the response over time. After each snow event, staff can provide feedback
on how the response went and any changes that they would make. This would create an iterative process that would
incorporate feedback from frontline staff and ideas from Department leadership. The following are considerations
for the types of changes the Department could test, though the Department should engage employees to develop
additional ideas:
Equipment deployment – Focus use of loaders on cul-de-sacs with no wings; pair with truck routes for salt.
Start time – Earlier start times may allow for staff to cover more lane miles per route than current the
procedure. Adjusting the regular shift schedule for winter months may assist with this change.
Sidewalk routes – Delay sidewalk routes or assign Public Works staff to address after street routes are
complete.
Vehicle preparation and clean up – Assign a crew to arrive early to prepare vehicles and load salt; assign
cleanup crew to wash all vehicles at the end of plowing.
Length of routes – Combine or lengthen some routes so staff plow for more of their shift.
Heuristic routing – Use an algorithm to develop better routes based on the street network, vehicle
capabilities, and resources.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 41
Contract parking lot plowing – Additional capacity could be created between Parks & Recreation and
Public Works staff by contracting the snow removal at City parking lots.
The results of a snow route redesign process can create capacity for all departments currently involved in snow and
ice removal. Alternative route approaches may result in fewer routes and less staff required to respond to snow events,
allowing the capacity for Public Works staff to take time off during winter months. In addition, three Facilities staff
and one Park Maintenance staff are assigned to snowplow routes, which draws them away from their primary
responsibilities such as building maintenance activities and ice rink maintenance. Depending on the results of the
route redesign process, as staff are added to the Public Works Department and alternative approaches to snow
response explored, these staff members could be removed from snow response duties. The additional Public Works
positions recommended in this report can allow all four Facilities and Park Maintenance staff to no longer be assigned
to snowplow routes. However, if after a snowplow route redesign process is conducted the City retains the same
number of routes and level of staffing need, it will continue to be appropriate to continue to utilize staff from other
departments. This would allow Public Works staff to take PTO during winter months.
42 CITY OF EDINA
Facilities Division
The Facilities Division is part of the Engineering Department and is responsible for maintaining City buildings
including electrical, heating, and cooling systems. This includes custodial work at parks restrooms, the Public Works
Building, City Hall, and the Police Department. Building maintenance work is supplemented by the Parks and
Natural Resources Division and the Public Works Department.
FACILITY MAINTENACE
Recommendation 14: Add three facility maintenance technicians to the Facilities Division.
The Facilities Division completes facility maintenance duties for the Public Works Building, Edina City Hall, Fire
Station No. 1 and Fire Station No. 2, water treatment plants, water towers and wells, lift stations, and park shelters
and buildings. The Division also provides assistance where needed in enterprise facilities, such as Braemar Arena or
Edinborough Park. Currently, there are 11 authorized staff positions within the Facilities Division; however, not all
of those staff directly perform maintenance work in City facilities. Three positions are supervisory roles that primarily
perform management and work planning tasks, three positions are custodial roles that perform cleaning and basic
maintenance tasks, and one position is assigned to the 50th and France District full time and does not contribute to
building maintenance. There are four skilled Mechanical, Electrical, and Plumbing (MEP) professionals whose
primary role is facilities maintenance: two Electricians, an Electrician/HVAC Specialist, and an HVAC Specialist.
The International Facility Management Association (IFMA) offers benchmark ratios to help organizations
determine facility maintenance technician staffing needs. These ratios are based on the criticality of the specific
facilities, their age, and the condition and complexity of the systems being maintained. Based on these factors and
the IFMA benchmarking data, our review indicates an appropriate ratio of facility maintenance technicians is one
technician per 50,000 square feet. The table below summarizes the appropriate ratio of facility maintenance
technicians to square footage of all facilities except parking ramps and enterprise facilities. Facility maintenance
needs at the City’s parking ramps are provided for by the Public Works Department and enterprise facilities are not
maintained by the Facilities Division.
Table 20: Facility Maintenance FTE Requirements
Facility Square
Footage FTE
Public Works Building 155,547 3.11
Buildings & Facilities at 23 City Parks 100,598 2.01
City Hall & Police Department 74,781 1.50
Water Treatment Plants & Wells 39,739 0.79
Fire Station #1 33,996 0.68
South Metro Public Safety Training Facility 32,959 0.66
Senior Center & Library 17,841 0.36
50th Street Liquor 10,972 0.22
Southdale Liquor 8,741 0.18
Grandview Liquor 8,661 0.17
Edina Art & Media Center 8,073 0.16
Fire Station #2 4,999 0.10
Lift Stations 3,074 0.06
Total 499,981 10.00
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 43
Approximately 10 FTEs are required to meet the appropriate ratio of facility maintenance technicians and currently
the Division has four FTEs assigned to this work. This calculation shows a need for six additional facility
maintenance technicians. However, other divisions within the City assist with facility maintenance. The Parks and
Natural Resources Division addresses facility maintenance tasks such as painting or replacing lights when necessary
at park facilities to reduce the workload of the Facilities Division. The Asphalt and Concrete Divisions also perform
facility maintenance work in the winter as available. This workload varies year to year, but based on data from 2019
and 2020 it is equivalent to about three FTEs of labor. The following table shows the building maintenance labor
hours performed by other City staff.
Table 21: Building Maintenance Labor Hours by Other City Staff
Division 2019 Labor
Hours
2020 Labor
Hours
Average
Annual
Labor Hours
FTEs
Asphalt & Concrete Divisions 413.00 517.25 465.13 0.22
Parks and Natural Resources Division 6,296.50 5,512.25 5,904.38 2.84
Total Building Maintenance Labor Hours 6,709.50 6,029.50 6,369.51 3.06
Staff from the Parks and Natural Resources, Asphalt, and Concrete Divisions provide general maintenance and
carpentry capacity to the Facilities Division. Incorporating the capacity created by other City staff, the staffing need
for the Facilities Division is approximately three FTEs. However, it is necessary to consider the skills needed to
properly maintain City facilities. There are generally four skill areas that a facilities maintenance workgroup needs
to have: electrical, plumbing, HVAC, and general carpentry or maintenance. Currently the Facilities Division has
two Electricians roles, one HVAC specialist role, and one position that requires experience in both HVAC and basic
electrical work. As the City works to add technicians, priority should be given to adding staff with electrician skill
sets, followed by plumbing and general maintenance or carpentry.
These staffing increases will better equip the Division to implement and maintain a proactive preventive maintenance
schedule, which will serve to prolong the useful life of the City’s assets; however, even with increased staffing, the
Division will not have the capacity to address the substantial maintenance backlog in a timely fashion. As such, the
City should address the current backlog of facilities maintenance needs through the Capital Improvement Plan.
The cost impact of three additional positions is expected to be $237,033 including both salaries and benefits; however,
it is important to note that any potential increases in compensation to account for special skill sets (e.g., electricians)
will increase the cost of these positions.
Recommendation 15: Complete a compensation level assessment for the Electrician job
classification.
Increasing facility maintenance staffing levels will better align the City with asset management best practices;
however, it also important to overcome recent challenges relating to recruiting and retaining skilled MEP
professionals. These positions are currently part of the Local No. 49 union contract and are compensated through
the same six-step pay plan as all other Public Service Workers. In addition, according to staff the Local No. 49 union
does not have the same training opportunities available for electricians as other positions represented by the union.
The compensation for MEP positions is out of alignment with nearby communities and the local market. For
example, a master electrician recently left the City for a similar role in a neighboring community citing the
opportunity for increased pay as the reason for leaving. The following table illustrates the compensation for
electricians in other Minnesota cities in comparison to the City of Edina.
44 CITY OF EDINA
Table 22: Electrician Salary Range Peer Comparison
Municipality Population (2019) Hourly Salary Range Annual Salary Range
City of Edina, MN 52,587 $29.22 – $37.65 $60,778 – $78,312
City of St. Paul, MN60 308,096 $48.35 – $51.98 $100,568 – 108,118
City of Minneapolis, MN61 429,606 $43.28 – $48.54 $90,022 – $100,963
City of Brainerd, MN62 13,434 $41.42 $86,154
When highly skilled, long-tenured MEP professionals leave the City, the loss of institutional knowledge is substantial.
It also strains the operations of other Departments and Divisions who rely on that skillset to perform their work. For
example, the Master Electrician that left had been supporting the Utilities Division through instrumentation and
control work and, when that skillset was gone, the Division had to rely on contractors who were not familiar with
the City's system or equipment. Similarly, the City has been unable to perform regular electrical maintenance on
traffic control devices since an employee that had that expertise left the organization.
The City should assess the compensation for the Electrician job classification and adjust the salary range to reflect
the local market. In implementing this recommendation, the City should also address the compensation issues
surrounding MEP professionals. This will require changing the union contract to ensure compensation for these
positions is closer in line with market value. It will continue to be challenging to fill MEP positions without
addressing this issue.
Recommendation 16: Implement a facilities management work order system.
The identification of a backlog of approximately $54 million in facility maintenance needs from a 2019 facility
maintenance study prompted the implementation of VFA capital planning software and highlighted the need for a
facilities maintenance work order software system. The VFA capital planning software aids organizations in the
development of capital plans by allowing for the prioritization of capital needs. However, there is not a facilities work
order system currently in place in Edina, which hinders the City’s ability to manage its assets and to perform
preventative maintenance.
The VFA software does not help prioritize or plan preventative facility maintenance or have a work order request or
management module. Additionally, the VFA software does not allow employees within the Facilities Division to
upload or manipulate data in the system, so it is not widely used amongst staff. Maintenance requests are filed
through Spiceworks, which is the City’s work order software for information technology requests or communicated
directly to Division staff. Spiceworks, while an adequate short-term solution, does not provide the facility and
equipment information needed by staff to fully support their work and to plan facilities specific maintenance. It is
being used by the Facilities Division as a way to collect requests from other Departments and City staff because there
was not system in place to collect those requests, but it does not meet the needs of the Division especially as they
begin to focus more on preventative maintenance.
A robust facilities management software system that can be actively maintained and used by staff should be
implemented and used in conjunction with the existing VFA software. Without the presence of facilities work order
software, facility maintenance data quickly becomes outdated, and it is difficult for Division staff to understand the
60 City of St. Paul, MN Website,
https://www.stpaul.gov/sites/default/files/Media%20Root/Human%20Resources/EG20-salaryschedule.pdf.
61 City of Minneapolis, MN Website, https://www2.minneapolismn.gov/government/departments/hr/labor-
agreements/electricians-local-292/.
62 City of Brainerd, MN Website, http://www.ci.brainerd.mn.us/AgendaCenter/ViewFile/Item/3855?fileID=12532.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 45
full scope of facility maintenance needs in the organization. The City is working to address the existing backlog in
facility maintenance needs, but does not currently have the necessary software to support an asset management
approach that focuses on preventive maintenance and maximizes the life of each asset. A robust facilities
management software system with work order capabilities would allow the Division to perform proactive facility
maintenance and avoid the creation of a significant backlog of maintenance needs.
The software system should be fully accessible to Division staff and operationalize the condition assessment data
observed in the 2019 facility maintenance study into work plans. This system can be used to develop a fully informed
work order planning process, which would allow the Facilities Manager to prioritize tasks best suited to a best
practices asset management approach.
Recommendation 17: Establish service level agreements to fully centralize facilities
maintenance over time.
The City currently utilizes a decentralized approach to facility maintenance, with two different approaches to facility
maintenance. Most buildings are maintained by staff in the Facilities Division, but enterprise facilities, which are
primarily in the Parks & Recreation Department, are maintained by enterprise staff; the Facilities staff are brought
in as needed.
The assistance provided to enterprise facilities is requested informally, with no formal service level agreements
between the City and its enterprise facilities. There is limited facility maintenance capability amongst existing staff
at some of the City’s enterprise facilities, which results in inconsistent maintenance standards across different
enterprise facilities.
This decentralized approach to facility maintenance results in inconsistent preventative maintenance and does not
allow for common performance standards or performance goals throughout the organization. Inconsistencies in
facility maintenance have allowed some buildings within the City, specifically the Edina Art Center, to deteriorate.
Centralization of facility maintenance functions would improve service delivery and decrease overall maintenance
costs.
In order to standardize Edina’s facility maintenance function, formal service level agreements between the Facilities
Division and departments with enterprise facilities should be established. Appropriate staffing levels for the Facilities
Division should be provided based on the requirements of those agreements. Some enterprise facilities may require
a different level of attention or service from the Facilities Division than others, so staffing should be determined on
a case-by-case basis. The establishment of formal service level agreements will help create clear and consistent service
level expectations and provide a standard level of service across all City facilities.
46 CITY OF EDINA
Parks and Natural Resources Division
The Parks and Natural Resources Division is part of the Parks & Recreation Department and is responsible for
maintaining City parks, athletic fields, recreation facilities, and trees on City-owned land. This includes building and
maintaining the City's outdoor ice rinks each winter and clearing snow and ice from paths after winter weather
events. The recommendations involving the Parks and Natural Resources Division are in the following areas:
Park and Ice Rink Maintenance
Forestry Management
PARK AND ICE RINK MAINTENANCE
Recommendation 18: Improve turf management and ice rink maintenance and add three
FTEs to the Parks and Natural Resources Division.
The Parks and Natural Resources Division is responsible for management of the City’s natural resources, parks, and
open space. Park maintenance responsibilities are primarily completed by 15 Public Service Workers. The
responsibilities of Public Service Workers vary by season, with considerable attention given to athletic field
maintenance and turf management during the summer, while ice rink maintenance and snow removal are their
primary areas of focus during the winter. This work is supervised by the Park Maintenance Supervisor and work is
planned in collaboration with the Assistant Director for Parks and Natural Resources as well as the City Forester.
The Division relies heavily on seasonal employees in the summer and on overtime work from full-time employees
in the winter to keep up with its park maintenance responsibilities. According to data provided by the City, the
Division employs approximately 35 seasonal employees in the summer to assist with turf management, landscaping,
athletic field and turf maintenance, and planting. These seasonal employees worked a total of 17,612 labor hours in
2019 and 11,962 labor hours in 2020. Seasonal employees worked notably fewer hours in 2020 due to budgetary
restrictions caused by the COVID-19 pandemic. In the winter, 11 Public Service Workers transition to a seven-day
work week in order to maintain the City’s ice rinks, which results in approximately 880 hours of overtime pay per
year.
The City of Edina has high service standards for the condition of its turf and open spaces, which extends to the
frequency at which the Parks and Natural Resources Division mows. All parks are mowed once per week, and
irrigated athletic fields are targeted for mowing two to three times per week. The Division also mows the Edina
Senior Center and Edina Art Center once per week during the summer. With only two large area mowers and two
full-time staff dedicated to turf management in the summer, the Division is often unable to mow athletics fields,
particularly softball and baseball fields, as often as necessary.
Much of the mowing and all of the trim mowing needs in the City are fulfilled by seasonal employees. While seasonal
staff who are not retirees are unable to operate self-propelled mowers exceeding 48 inches in diameter per union
contract, they are able to operate smaller mowers and trimmers. The Division’s seasonal employees spent a total of
4,980 hours on mowing and trim mowing in 2020 and 4,678 hours in 2019. The staffing needed to supplement labor
hours dedicated to mowing and trim mowing by seasonal staff in the summer is outlined in the table below,
accounting for average paid time off per full-time employee.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 47
Table 23: Staffing Required to Supplement Mowing Performed by Seasonal Employees
Year
Average Annual Hours
Spent Mowing by
Seasonal Employees
Required
Additional
FTEs
2019 4,678.00 2.72
2020 4,979.50 2.90
Average 4,828.75 2.81
This reliance on seasonal employees is a matter of concern because the City struggles to recruit and retain qualified
seasonal employees. Historically, there have been three seasonal employees who perform trim mowing for the
Division during the summer.. In an effort to retain the three trim mowers, the City has increased the hourly
compensation offered to these employees. Currently, the City offers high-performing trim mowers up to $19.02 per
hour, which is much higher than the starting rate of $14.87 per hour offered to Public Service Workers. Despite the
increase in hourly compensation, the City will need to replace at least one if not two of the trim mowers this summer.
With such high service expectations around turf management, the City would fare better by hiring additional full-
time employees rather than attempting to replace trim mowers with seasonal employees.
All Public Service Workers who are responsible for ice rink maintenance work eight hours of overtime per week, for
approximately 10 weeks in the winter. The City is currently unable to hire seasonal employees in the winter due to
the agreement with the union. As representees of this union, Public Service Workers are compensated at one and a
half times their base pay rate when they work more than 40 hours per week or more than eight hours in a single day.
Assuming all Public Service Workers are at step three in the Career Development Program, the total cost of overtime
compensation for ice rink maintenance in a given year is approximately $42,504 (see Recommendation 20).
Edina’s reliance on overtime work to address ice rink maintenance is a costly solution to an issue that cannot
currently be resolved by the addition of seasonal staff in the winter. The total cost of overtime labor dedicated to ice
rink maintenance is equivalent to more than half of the total annual cost of salary and benefits for a full-time Public
Service Worker. Also, the requirement to work seven day per week for approximately 10 weeks during the winter
can create work-life balance challenges for Public Service Workers.
The City should hire three full-time Public Service Workers to assist seasonal staff in the summer with mowing and
reduce the use of overtime during the winter. This will provide consistent capacity throughout the year and better
pair full time staffing resources with the yearlong workload profile. It will also limit the need for staff to work seven
days per week during the winter months. The cost implications of hiring three full-time employees is summarized in
the table below. These cost estimates include an estimate for benefits valued at 30% of annual salary.
Table 24: Cost Impact of Additional Parks Maintenance Public Service Workers
Staffing Recommendation Estimated Cost of Salary and Benefits
Per Employee
Total Estimated Cost of Salary
and Benefits
Additional Three Full-Time Public
Service Workers $79,011.00 $237,033.00
Reduction in Overtime Pay for Ice Rink
Maintenance ($3,864.00) ($42,504.00)
Total - $194,529.00
The estimated total immediate cost of hiring three additional full-time Public Service Workers is approximately
$194,529.
48 CITY OF EDINA
Recommendation 19: Assess the winter staff schedule for ice rink maintenance.
Dubbed the center of the American hockey universe by ESPN, the City of Edina prides itself on its world-class ice
skating and hockey rinks. The City's ice rinks typically open in mid-December around the time when children are
released from school on winter break and are open through Presidents Day in late February. The City currently
maintains 12 ice rinks, which, with the exception of the rink located at Todd Park, are permanent fixtures. The rink
at Todd Park is torn down and rebuilt every year, while the remaining 11 rinks are on a 10-15 year rebuild cycle. In
any given year, two rinks are typically torn down at the end of the winter season and rebuilt prior to the start of the
following winter season. At the beginning of December, Public Service Workers begin rebuilding and preparing rinks
for the start of the season.
Once rinks have been built, each rink must be flooded prior to the start of the season until the ice is built up so that
it is thick enough to skate on. Preparation of the rinks before the season requires 11 Public Service Workers and takes
approximately 10 workdays. Beginning with the rebuild and preparation of ice rinks, these 11 Public Service Workers
shift to a seven-day work week. Once the ice has been built up, the focus of Public Service Workers shifts to ice rink
maintenance.
Public Service Workers assigned to rink maintenance work from 4:00 AM to 12:00 PM Monday through Friday,
and from 4 AM to 8 AM on Saturday and Sunday. These shifts are pushed back to a 5 AM start time later in the
winter season. Rink maintenance begins every day with sweeping, to remove any snow on the ice, followed by
flooding and any other required maintenance work. Public Service Workers are assigned to specific rinks and roles
prior to the start of the season. Three Public Service Workers are responsible for sweeping the rinks and they come
in an hour before the eight staff members responsible for flooding and rink maintenance. Utilizing a sweeper tractor,
each of the three sweepers covers four ice rinks every day. The eight staff members responsible for flooding are
divided into four teams of two, with each team assigned to three rinks. A Zamboni tractor is used to level ice within
the rinks approximately once every 10 days. On Saturday and Sunday, the only maintenance that occurs at rinks is
flooding and sweeping. The seven-day work week lasts about 10 weeks.
With the addition of three full-time Public Service Workers (see Recommendation 18), staff will no longer need to
work seven days per week during the winter and the Division will be able to allocate the same amount of labor hours
towards ice rink maintenance while eliminating the need for Public Service Workers to consistently work seven days
per week during the winter season. Furthermore, depending on the results of the snow route redesign process
discussed in Recommendation 13, hiring additional Public Service Workers would allow Park Maintenance staff to
assist the Public Works Department in its snowplowing operations during the winter when Department staff request
time off work.
Should the City be unable to increase budgeted staffing by 3 FTE, the City could utilize seasonal employment in the
winter to assist with ice rink maintenance. However, as a condition of the City’s agreement with the union, part-time
staff are not permitted during the winter season. The authorization of seasonal Public Service Workers during the
winter would prevent the need for full-time Public Service Workers assigned to rink maintenance to work seven days
per week and could make scheduling paid time off easier. Seasonal employees would also cost less money than the
City’s current approach of compensating full-time staff for their overtime worked on Saturday and Sunday. As the
City enters into its next negotiation with the union, the opportunity to utilize seasonal staff in the winter should be
pursued.
Should the City choose to pursue a combination of full time and seasonal positions to staff ice rink maintenance,
adequate coverage can be achieved using rotating shift schedules and six seasonal positions. One potential schedule
configuration is summarized below. Under this schedule, full-time employees will no longer be required to work
seven days per week on ice rink maintenance, and the total number of labor hours per day allocated towards ice rink
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 49
maintenance remains the same as the current approach. The table below highlights the proposed new schedule
utilizing seasonal staff.
Table 25: Proposed Ice Rink Maintenance Schedule with Seasonal Staff
Day of the Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Full-Time Staff, Shift #1
Number of Staff 0 6 6 6 6 6 0
Shift Length (Hours) 0 8 8 8 8 8 0
Full-Time Staff, Shift #2
Number of Staff 5 5 5 0 5 5 5
Shift Length (Hours) 4 8 8 0 8 8 4
Seasonal Staff, Shift #1
Number of Staff 6 0 0 5 0 0 6
Shift Length (Hours) 4 0 0 8 0 0 4
Under the proposed shift schedule utilizing seasonal staff, full-time Public Service Workers will only work 40 hours
per week. The shift schedule will remain the same as the current approach of four days of the week, with 11 full-time
employees assigned to ice rink maintenance. Five full-time staff will work four hour shifts on Saturday and Sunday
so that the six seasonal employees working weekends can be paired with a full-time employee during rink
maintenance work. The five full-time employees assigned to work the weekend shift will not work on one weekday;
this day of the week should be determined based on rink usage. A total of five part-time staff will work full eight hour
shifts on this weekday, in addition to five seasonal staff. The City’s agreement with the union bars seasonal staff from
operating any heavy equipment, vehicles that require a CDL license, tractors with buckets, or self-propelled mowers
more than 48 inches in diameter, unless mutually agreed upon by the City and union. As such, seasonal employees
would not be able to operate a snowplow, or a tractor sweeper used for ice rink maintenance under the current
agreement. This stipulation would need to either be reassessed during negotiations with the union or full-time staff
who are not on the schedule the day of an all-call snow response would need to come in and work overtime, while
part-time staff continue to work on ice rink maintenance.
The cost implications of utilizing part-time staff in the winter in lieu of compensating full-time staff for overtime work
are illustrated in the table below. These cost implications assume that Public Service Workers will work shifts
beginning at 4:00 AM for the first five weeks of the season and that their shifts will change to a 5 AM start time for
the last five weeks of the season. The total annual compensation per FTE assumes that a Public Service Worker is in
Step 3 of the Career Development Program and that seasonal staff are able to fill in for full-time staff in snow removal
operations on days where full-time staff are not on the schedule. These cost implications also assume that all seasonal
employees earn the starting hourly pay rate of $14.87. These cost implications do not account for premium pay
accrued for snow removal or paid time off during the winter.
Table 26: Cost Implications of Utilizing Seasonal Staff in the Winter
Total Annual
Overtime Hours
Total Annual
Overtime Pay for Ice
Rink Maintenance
Total Annual
Seasonal Hours
Total Annual
Seasonal
Compensation
880 $42,504.00 880 $13,085.60
It is more cost effective to utilize seasonal Public Service Workers than to continue compensating full-time employees
for overtime work in ice rink maintenance. Given that the Division only spent a total of 237 hours and 96 hours on
snow removal in 2019 and 2020, respectively, it would be more cost effective to utilize seasonal staff in the winter
even if some of the full-time staff are required to come in on their days off and work overtime on snow removal
operations.
50 CITY OF EDINA
If the City is unsuccessful in being able to use seasonal staff in the winter or in requesting additional full-time Public
Service Workers, an alternative schedule for ice rink maintenance depending on the labor of the 11 current Public
Service Workers was also developed. Under this proposed schedule, service levels would remain consistent, staff
would receive the same amount of overtime pay as under the current approach, and staff would also be given one
day off per week. The table below outlines the proposed new schedule for ice rink maintenance.
Table 27: Proposed Ice Rink Maintenance Schedule at Current Staff Capacity
Day of the Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Shift #1
Number of Staff 4 4 4 4 4 4 0
Shift Length (Hours) 8 8 8 8 8 8 0
Shift #2
Number of Staff 0 4 4 4 4 4 4
Shift Length (Hours) 0 8 8 8 8 8 8
Shift #3
Number of Staff 3 3 3 0 3 3 3
Shift Length (Hours) 8 8 8 8 8 8 8
On Saturday and Sunday, five Public Service Workers will be assigned to flooding duties. From these five employees,
two teams of two will be assigned five rinks each. The fifth employee assigned to flooding duties on Saturday and
Sunday will be responsible for two ice rinks. The two Public Service Workers assigned to sweeping duties on Saturday
and Sunday will be responsible for six rinks each. On Wednesday, there will be six Public Service Workers assigned
to flooding duties, with each pair of two assigned to four rinks. The two employees assigned to sweeping duties on
Wednesday will be responsible for six ice rinks each. The remaining four days of the week (Monday, Tuesday,
Thursday, and Friday) will follow the current approach of assigning eight staff members to flooding responsibilities
and three staff members to sweeping responsibilities. Under this schedule, four Public Service Workers would not be
required to work on Saturdays, four would not be required to work on Sundays, and three would not be required to
work on Wednesdays. This schedule should be adjusted as appropriate based on normal usage of ice rinks and
factoring for which days of the week may require less than 11 full-time staff.
Schedule alternatives do not account for snow removal responsibilities. One Public Service Worker is assigned to a
snowplow route and is part of the response to snow events. If snow removal responsibilities are required on the day
of the week that this Public Service Worker is scheduled off of work, this employee will either need to be compensated
for overtime pay or another Public Service Worker on the schedule for that day will need to assist the Public Works
Department in its snow removal operations. Additionally, the Division will need to either call in staff who are not
on the schedule on Wednesday, Saturday, or Sunday—or whichever three days of the week are selected—in the
event of a snowstorm or redesign route responsibilities to accommodate for this new schedule. This revised schedule
will not have any effect on overall compensation costs unless staff are called into work for snow removal on their
day off and work more than eight hours of overtime in a single week. This approach may lead to higher total
compensation for Public Service Workers but will benefit the organization by giving staff a day off every week.
The schedule examples noted above provide alternatives for consideration. However, it is important to note that the
Parks Department should work to define a schedule that is most appropriate for staff and to meet operating needs.
This may require staggered full-time schedules with seasonal support in the afternoon or evenings. Ultimately the
schedule alternative should seek to ensure adequate time off for full time employees.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 51
Recommendation 20: Purchase a sweeper and mower to improve snowplowing on park
trails and field maintenance.
Broadly speaking, the Parks and Natural Resources Division is well-equipped with the tools and equipment needed
to effectively deliver services; however, there are opportunities to add some equipment as a means to increase
Department productivity and efficiency. The Division currently has two large area mowers used across its parks and
athletic fields. All 40 parks within the City are mowed once weekly during the growing season by two Public Service
Workers. Baseball and softball fields are supposed to be mowed at least twice weekly, though this is not always
possible given the limited number of large area mowers.
It takes a total of approximately 18 labor hours to mow all baseball and softball fields, which translates to 36 hours
if all fields are mowed twice per week. The Division also has one Bobcat Toolcat 5600 Utility Work Machine that
can be used to clear snow from trails and sidewalks. With only one Toolcat sweeper, Division staff are unable to
clear all trails and sidewalks in one day following a snowstorm.
An additional large area mower, comparable to the two existing mowers and in compliance with the City’s Green
Fleet Policy, and an additional sweeper comparable to and more fuel-efficient than the Bobcat Toolcat 5600 Utility
Work Machine, should be purchased. The added staff capacity noted in Recommendation 18 should ensure the
Division has the capacity to operate two sweepers for snow removal from paths and trails and a third large area
mower. The City implemented a Green Fleet Policy in 2021 which requires the review of an electric vehicle
replacement, a hybrid vehicle replacement, or a higher mileage efficiency replacement than the existing vehicle when
purchasing a new vehicle. The ultimate goal of the policy is 30% or greater efficiency of new vehicles, including
heavy equipment and commercial vehicles. Exceptions to this policy may be made if the new technology is delayed,
the new technology is tested and does not meet safety or performance standards, or if the new technology exceeds
cost estimation by 100% or more and the City approves the exception. The Division must also abide by the City’s
Purchasing Policy in selecting a new large area mower and sweeper to clear snow from sidewalks and trails.
The cost impact for the additional equipment is approximately $47,999 including $43,578 for the Bobcat Toolcat and
between $1,833 and $4,421 depending on the specific snow removal attachment purchased.63 In addition to
equipment costs, a trailer will be necessary to transport the Toolcat, the cost of which ranges from $1,800 and $5,500
based on the specific model purchased.64
As discussed in Recommendations 18 and 19, seasonal employees are not allowed to operate large area mowers
unless mutually agreed upon by the City and union or if they are a retiree of the organization and qualified to operate
a large area mower and all other requirements are met. If the City is unable to reach an agreement with the union
allowing seasonal staff to operate the large area mower, one of the additional three full-time Public Service Workers
(see Recommendation 18) may operate the new large area mower to assist in baseball and softball field maintenance.
Recommendation 21: Invest in training for playground safety inspection.
Playground safety inspections are performed two to three times per year by a Public Service Worker who specializes
in carpentry and is certified in playground safety inspection. Industry best practices calls for both low and high
frequency playground safety inspections, the latter of which should be occurring on a daily or weekly basis at
63 Minnesota Department of Transportation, Equipment Contracts – Turf Maintenance Equipment,
https://www.dot.state.mn.us/maintenance/equipment/contracts/T-
775%20Turf%20Maintenance%20Equipment/2021/index.html
64 Minnesota Department of Transportation, Equipment Contracts – Trailers, Towmaster Price Schedule,
https://www.dot.state.mn.us/maintenance/equipment/contracts/T-
603(5)%20trailers/2021/Towmaster/Price_Schedule.pdf
52 CITY OF EDINA
minimum. Low frequency inspections should be performed two to four times every year. 65 The City is a member of
the League of Minnesota Cities Insurance Trust, which provides playground safety inspection standards for its
members.
The Division currently meets industry best practices in the rate at which it performs low frequency playground safety
inspections. However, industry best practice in high frequency playground safety inspection is not being met by
Division staff, though it is important to note that the City currently meets all inspection standards required by the
League of Minnesota Cities Insurance Trust. The implementation of a high frequency playground safety inspection
schedule would allow staff to perform proactive maintenance and increase the useful life of playground equipment.
High frequency safety inspections should be performed routinely in conjunction with the semi-annual or quarterly
safety inspections. High frequency inspections check for visible safety hazards and are less in-depth than a low-
frequency inspection. Low-frequency safety inspections should be performed by a Certified Playground Safety
Inspector (CPSI). When possible, a CPSI should perform high-frequency playground safety inspections as well. If
and when playground safety hazards are observed, the safety hazard should be immediately remediated, or for
structural or technical hazards, a work order request should be generated so that the Facilities Maintenance Division
may quickly fix the safety concern. This can be accomplished by increasing the number of certified playground
inspectors on staff.
The Division should invest in playground safety inspection certification for an additional Public Service Worker to
ensure that the Division has two CPSIs on staff. Staff may become a CPSI through a certification program offered
by the National Recreation and Park Association (NRPA).66 While only the CPSI exam must be passed in order to
receive certification, it is recommended that staff take the CPSI Blended Learning Course and Exam when applying
for certification for the first time. CPSI certification is valid for three years, at which point inspectors will need to
retake the CPSI exam. The current cost of taking the standalone virtual CPSI exam is $200. The cost of the CPSI
Blended Learning Course and Exam varies slightly depending on NRPA membership status and test location, with
costs currently ranging from $430 to $650 for both the course and exam. The CPSI course includes a 12-hour online
prep course and a virtual training session with a CPSI Instructor. At least two-and-a-half workdays will be required
for staff seeking certification for the first time, and approximately half of a workday every three years when
recertification is required.
Recommendation 22: Clearly define park maintenance service level standards.
The Parks and Natural Resources Division provides the City with exceptional levels of service, taking great pride in
the maintenance of Edina’s park amenities and turf fields. Despite the high levels of service expected of the Division
there are not clear service level standards for park maintenance tasks. In some areas the City has established service
level expectations that guide daily and weekly work planning. For example, the City targets a weekly mowing cycle
during the summer growing season. However, there are many other areas of park and infrastructure maintenance
where service level expectations and frequencies are not clearly defined. This makes it difficult to accurately
determine the number of labor hours and, by connection, the number of staff that are needed to meet service level
expectations.
The first step in this process is to clearly articulate the current service delivery approach employed in the various
areas of park maintenance as a means to document the current service delivery approach. It is then appropriate to
compare that approach to available best practices. The National Recreation and Parks Association has established
65 International Playground Safety Institute, Playground Safety is No Accident.
66 National Recreation and Park Association, Certified Playground Safety Inspector (CPSI) Certification,
https://www.nrpa.org/certification/CPSI/.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 53
benchmark guidelines for service frequencies by infrastructure type. These benchmarks serve as a sign post but should
ultimately be adjusted to reflect the specific environment and expectations of the Edina community. That comparison
will help the City formalize their goals and targets. Once this happens, the City can begin developing labor hour
estimates for each of these key tasks. For example, the City can document the number of labor hours required to
empty park trash receptacles, line soccer fields, or fertilize playfield turf. These labor hour requirements can then be
compared to services level/frequency goals to clearly determine staffing needs and inform policy conversations
around service level goals.
The following table may be used as a template for the Division as it defines its service level standards. The table
includes categories to input the labor hours required to perform specific park maintenance activities to the level of
adopted standards and the associated staffing requirements. The data included in this table does not pertain to the
City of Edina’s aeration needs and should only serve as an example for the City in developing its own service level
standards and calculating the associated required staffing levels.
Table 28: Template for Park Maintenance Service Level Standards
Activities Adopted Service Standard Unit of
Measure
Inventory /
Quantity
Labor
Hours
Required
Annual Hours
Required per
Unit
Staffing
Requirement
(FTEs)
Aerate –
landscape
and turf
• 3x per season on athletic
fields
• 2x per season on other high
use areas
• 1x per season on all others
Turf
acres 247 1,171 4.7 0.56
In addition, Appendix A includes a park maintenance service level matrix utilized by a high performing community.
This matrix can be utilized as a template as the City develops its own guidelines.
FORESTRY MANAGEMENT
Recommendation 23: Monitor forestry staffing as strengthened tree ordinance is fully
implemented.
Communities use tree ordinances as a tool to protect trees, preserve green spaces, and proactively manage urban
forests. Ordinances regarding trees can take a variety of forms, from guidance for managing trees in the right-of-way
to protecting desirable or historic trees and establishing provisions for the number, placement, or type of tree
planted.67 Establishing a tree care ordinance is one of the four standards for Tree City USA recognition, which the
City of Edina has received; these ordinances provide clear guidance for planting, maintaining, and removing trees.68
Forestry work in the City of Edina is led by the City Forester and guided by the City's tree ordinance. Forestry
management activities fall into one of four categories: maintenance of City trees, including all trees in City parks or
on City property; inspection and removal of any diseased tree in the City; building plan review for compliance with
the tree ordinance; and invasive species management, which is primarily buckthorn and involves removal and
chemical spraying. In addition to this work, the City plants trees each year and in the last two years the Division
planted a total of 2,144 trees.
67 North Carolina State University Extension, Developing Successful Tree Ordinances,
https://content.ces.ncsu.edu/developing-successful-tree-ordinances
68 Arbor Day Foundation, Tree City USA Standards, https://www.arborday.org/programs/treecityusa/standards.cfm
54 CITY OF EDINA
In order to perform this work, the City Forester must coordinate closely with the Park Maintenance Supervisor to
use Public Service Workers. This requires work planning and collaboration around other parks needs. The City also
relies on part-time and seasonal labor, including a grant funded position, to assist with forestry management.
Volunteers and community groups also contribute to tree planting and invasive species removal. According to data
provided by the City, Public Service Workers spend over 2,600 hours annually on tree maintenance activities. In
2019, over 1,100 hours of part-time labor were used for tree maintenance activities. Due to the COVID-19 pandemic,
part-time staff were not used as extensively in 2020. The following table shows the labor hours spent on tree
maintenance for Public Service Workers and part-time staff.
Table 29: Tree Maintenance Labor Hours, 2019 and 2020
Tree Maintenance 2019 Labor
Hours
2020 Labor
Hours
Public Service Worker - Parks 2,492.00 2,724.00
Part-Time/Seasonal - Parks 1,105.50 464.00
Total Hours 3,597.50 3,188.00
Park Maintenance staff are cross trained so that all Public Service Workers can assist with the different needs of the
Division. However, there are two Public Service Workers who have arborist training and are the primary staff
assigned to tree maintenance. These positions account for over 80% of the full-time labor hours spent on tree
maintenance and work closely with the City Forester. However, they report to the Park Maintenance Supervisor,
which limits the City Forester’s ability to direct their day-to-day work.
In addition, the City relies upon the expertise of the now-retired former City Forester who works part-time
throughout the year to assist the current City Forester. Relying on one position is not a sustainable long-term strategy
for staffing forestry management. Some forestry tasks are also heavily reliant on volunteers; for example in 2020
during the COVID-19 pandemic, when volunteers were not available, the City was only able to plant 608 trees
compared to 1,536 trees in 2019.
The City of Edina originally adopted a tree ordinance in 2015 to protect deciduous trees at least eight inches in
diameter and coniferous trees at least 20 feet in height.69 This ordinance was strengthened in 2019 to broaden the
scope of the ordinance, adding more species of tree for protection and additional types of tree diseases to monitor
and manage.70 Previously, the ordinance only required inspection for Dutch elm disease and oak wilt disease, but
the updated ordinance includes all tree and plant pests. This broadened approach will improve the overall
management of the City's trees and recognizes the importance of trees to the community and public spaces of Edina.
This will create additional workload for tree inspections, diseased tree removal, and invasive species removal. The
City of Edina should monitor the performance of tree maintenance as staff work to fully implement the strengthened
tree ordinance. As strategies to align with the strengthened ordinance are implemented, additional capacity may be
necessary.
The City Forester is the only employee assigned to performing plan review for compliance with the tree ordinance.
Each building permit is reviewed to assess whether any trees are being removed and working to enforce the
replacement of trees on the site. This is done in close coordination with the Building Inspections Department and
the City Forester has 10 days to complete their review. The City Forester completes their review between other tasks
or dedicates time during the week to address them in batches.
69 City of Edina, City Code, Section 10-82(2)
70 City of Edina, Ordinance NO. 2019-08, An Ordinance Amending Chapters 10 and 30 of the Edina City Code
Concerning Trees, https://www.edinamn.gov/DocumentCenter/View/6267/Ordinance-Number-2019-08-Amending-
Chapters-10-and-30-Concerning-Trees-PDF?bidId=
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 55
Based on data provided by the City, there have been an annual average of 582 building permits that required review
by the City Forester over the last four years. According to staff it takes approximately 10 to 15 minutes to review
each building permit, although the type of project and individual details of the site can increase the time needed. This
equates to an average of 97 to 146 hours annually for building permit plan review. According to staff, 30 to 60 minutes
of additional time is needed to inspect tree protection efforts and to perform a final inspection upon construction
completion, when required based on the details of an individual project. This would equate to 291 to 582 annual
hours if needed for every project.
Building permit plan review is a workload driver for the City Forester and that position is the primary staff member
for all tree maintenance activities. The City should assess and monitor the impact of plan review on the ability of the
Parks and Natural Resources Division to perform tree maintenance activities as the strengthened tree ordinance is
implemented.
56 CITY OF EDINA
Conclusion
The purpose of this organizational assessment was to determine the staffing and resource needs within the public
works, park maintenance, and facility maintenance functions and to identify the process improvements needed to
close the gap between staffing levels and service level goals. The findings of this analysis indicate that the public
works, park maintenance, and facility maintenance functions are staffed by highly skilled, knowledgeable employees
who take great pride in working for the City of Edina and are committed to upholding the community’s high service
level standards.
The recommendations offered by the project team are intended to aid the organization in its alignment of staffing
levels, operations, and policies with community standards and industry best practices in public works, park
maintenance, and facilities maintenance. A total of 10 additional full-time positions across three different job
descriptions are required to meet this goal. The table below summarizes the recommended increases in staffing,
assuming that the City pursues a contract for underground utility locating and marking services.
Table 30: Summary of FTE and Cost Impact of All Recommendations
Function Current FTEs Recommended Additional
FTEs
Estimated Salary and
Benefits
Public Works 45.00 4.00 $316,044
Park Maintenance 19.00 3.00 $237,033
Facilities 11.00 3.00 $237,033
Total 75.00 10.00 $790,110
In addition to salary and benefits cost, it is recommended that the City invest in equipment to improve the
performance of Park Maintenance staff, which is estimated to cost between $47,211 and $53,499 depending on the
specific snow removal attachment and trailer purchased.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 57
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58 CITY OF EDINA
APPENDIX A:
EXAMPLE PARK MAINTENANCE
SERVICE LEVEL STANDARDS
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 59 The following table is an example of park maintenance service level standards developed by a community with which the project team has worked in the past. This table may be used as an example by the Parks and Natural Resources Division as they go through the process of defining service level standards of their own. The City that developed these service level standards is a high-performing organization, though not all of the information within this table may be an accurate representation of the park maintenance needs within Edina due to differences in climate, population size, and park amenities. Table 31: Example Park Maintenance Service Level Standards Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Administrative Services Engage, track, and monitor the Department’s strategic planning efforts Ongoing • NRPA Standard 1.2 All documents designated for periodic review shall be reviewed on a regular basis according to an established agency review schedule. • NRPA Standard 2.5: An agency shall have a strategic plan, approved by the approving authority, stating how the agency will achieve its mission, goals, and objectives over an extended period of time, typically three to five years. The strategic plan shall be reviewed annually. The goals and objectives of the plan shall be measurable and demonstrate progress and results. The strategic plan shall support the priorities and initiatives of the whole organization and is a tool to implement the Parks and Recreation Master Plan. Administrative Services Provide and produce the Department’s annual budget and oversee the Department’s financial management processes Ongoing • NRPA Standard 5.2: There shall be established procedures for the fiscal management of the agency. • NRPA Standard 5.4: There shall be annual…operating and capital improvement budgets, including both revenues and expenditures.
60 CITY OF EDINA Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Administrative Services Provide daily, monthly, annual fiscal oversight of Department-wide financial related activities Ongoing • NRPA Standard 5.3.1: The agency shall periodically, monthly at a minimum, provide financial status reports. Each appropriation and expenditure shall be classified according to function, organizational component, activity, object and program. • NRPA Standard 10.3: The agency shall have a procedure for tracking and monitoring data trends and measuring performance targets lined to achievement of goals and objectives. Administrative Services Support five boards/commissions, i.e., agenda posting, meeting scheduling, staff report preparation and distribution, minute management (under contract). As needed NRPA Standard 1.1.2: There shall be citizen boards/committees that are advisory to the agency and the approving authority that appoints them. Advisory boards engage the community and serve as advocates for the advancement of programs, facilities and services. Administrative Services Provide administrative support for the department, including personnel, payroll, accounting and coordinating of part-time and temporary staff Ongoing NRPA Standard 3.2.1: Sufficient and appropriate equipment, technology, clerical and administrative staff shall be provided to enable the professional staff to perform their appropriate functions. Administrative Services Manage ACTIVE electronic reservation system; program scholarships and customer service inquiries Ongoing NRPA Standard 3.5: Technology shall be used to enable the agency to operate more efficiently and effectively. The agency should research and apply such resources progressively. Administrative Services Support all activities regarding City Council, Civil Service Commission, and Planning Commission including staff report processing, agenda item scheduling and tracking, Council memo preparation and processing As needed As needed
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 61 Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Administrative Services Support identification and development of financial resources to support Department initiatives Ongoing • NRPA Standard 5.1.1: There shall be an established revenue policy that is periodically updated regarding fees and charges for services and the strategies and methodologies for determining fees and charges and levels of cost recovery. • NRPA Standard 5.1.3: Where feasible and appropriate, the agency shall procure regional, state, federal and/or other applicable agency grants to supplement funding. Administrative Services Support all City Manager Office generated special projects, preparation of Council Memos As needed As needed Administrative Services Monitor, review, research and update the Department’s procedures and guidelines to support city-wide policies Ongoing NRPA Standard 1.6.1: There shall be policies and procedures, encompassing administrative aspects of the organization that are kept up to date, reviewed periodically, and made available to pertinent administrative and advisory personnel. Administrative Services Update website and respond to citizen inquiries Ongoing NRPA Standard 2.9: The agency shall include community involvement in the planning process that includes ongoing and systematic outreach to include the entire community. It is critical that the diversity of individuals and local, regional, and national non-governmental communities, agencies businesses and service providers...are afforded the opportunities for input. Administrative Services Provide Department-wide training as needed on all City software systems, i.e., agenda management, WRIKE, New World etc. As needed NRPA Standard 4.6.1: There shall be a program of employee development. It should be based on the needs of individual employees, future organizational needs, and is evaluated and updated periodically.
62 CITY OF EDINA Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Cultural Affairs Manage eight facilities at which arts and cultural programs, services and activities are provided Ongoing management of the Wingfield Park Amphitheater, White water Park at Wingfield, City Plaza, McKinley Arts and Culture Center, Southside Center Auditorium, Horseman’s Center, California Building, and City-Center Plaza • NRPA Standard 2.8: Historical and cultural plans include an inventory of historical, cultural resources and strategies for how they will be managed. These resources may be addressed as part of the jurisdiction's comprehensive plan or the agency's park and recreation system master plan Cultural Affairs Administer City grant program for non-profit arts and cultural organizations Allocate approximately $200,000 annually for the arts and cultural organizations. Manage six-month grant application process, including grant workshops for potential applicants. Hearings with the Grants Committee, review and recommendation by the Arts and Culture Commission and final approval by the City Council. Once the grant applications are received, the arts commission conducts hearings to allocate the funding. The grantees are monitored throughout the year. Same Cultural Affairs Manage installation, preservation, and maintenance of public art Support public art committee in evaluating potential additions to the art inventory, making a recommendation to the Arts Commission and ultimately to the City Council. Inspect 70 percent of the public art for damage and/or needed repair every other year and maintain records in an excel database. Same Cultural Affairs Research, manage and execute special projects related to arts and culture, as assigned by the City Manager’s Office As needed As needed Park Maintenance Mowing - landscape and turf At least every other week from April to October Same Park Maintenance Thatch - landscape and turf Not performing this activity Once a year in March, if needed Park Maintenance Aerate - landscape and turf Not performing this activity • 3x per season on athletic fields • 2x per season on other high use areas • 1x per season on all others
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 63 Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Park Maintenance Fertilize - landscape and turf Not performing this activity • 4x per season on athletic fields or heavily used turf areas • 3x per season on other turf areas. Park Maintenance Irrigate - landscape and turf Inspect and adjust at startup, then once/month Same Park Maintenance Pest Control Not performing this activity • As needed on typical weeds • Post emergence, 1x per week • Pre-emergency 2x per year • Insects, 1x per year • Fungus, 1x per year Park Maintenance Edge 1-2x per year in formal, high-use areas around shelters and restrooms • 1-2x per year in formal, high-use areas around shelters and restrooms • 1/month in all other areas Park Maintenance Trim 1x per month or as directed Same Park Maintenance Trees As required Same Park Maintenance Top dress Not performing this activity 1x per year or as conditions dictate Park Maintenance Leaf removal • As needed at least twice per season. • Turf to be free of leaves prior to beginning of typical fall season Same Park Maintenance Litter Removal Only done as needed As needed on a site-demand basis, up to twice per day. Park Maintenance Over seeding Not performing this activity 1x per year if needed Park Maintenance Visual inspections – play structures Weekly or as needed Daily, weekly, or as needed Park Maintenance Written inspections – play structures Submit report by third workday of each month. Same Park Maintenance Litter Removal – play structures Weekly or as needed • Inspect daily • Weekly or as needed
64 CITY OF EDINA Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Park Maintenance Graffiti removal – play structures As needed Same Park Maintenance Repair/replace equipment – play structures Not performing this activity • Daily inspection • Immediate attention as required Park Maintenance Install surface material – play structures Not performing this activity Annually and as needed Park Maintenance Maintain surface material – play structures Monthly or as needed Same Park Maintenance Maintain outdoor play courts As needed Same Park Maintenance Maintain skate parks As needed Same Park Maintenance Clean tables/benches – picnic shelters • Inspect weekly or daily • Clean as needed but minimum 2x per month week during summer season and prior to any rental. Same Park Maintenance Clean floors – picnic shelters • Inspect weekly daily • Clean as needed but minimum 2x per month week during summer season and prior to any rental. Same Park Maintenance Shelter structure – picnic shelters Inspect weekly, clean as needed Same Park Maintenance Barbeques – picnic shelters Inspect weekly, clean as needed Same Park Maintenance Trash containers – picnic shelters As needed Same Park Maintenance Light fixtures – picnic shelters Inspect once monthly Same Park Maintenance Restroom cleaning, including sinks, fixtures, mirrors, toilets, floors, walls, and ceilings; empty trash containers; stock supplies; clean light fixtures Schedule established for year-round facilities and those open only from April-October. Same Park Maintenance Restroom structures Inspect weekly and report damage Same Park Maintenance Restroom Permit Cleaning • On day of permit, prior to scheduled time. • Permits may occur outside of scheduled cleaning. Same
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 65 Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Park Maintenance Maintain hardscapes As needed As needed Park Maintenance Maintain trails As needed As needed Park Maintenance Remove litter – open space As required Same Park Maintenance Debris removal – open space Remove dump sites, equipment, electronics and dispose of properly as needed. Same Park Maintenance Weed control – open space •Keep weeds from encroaching on adjacent sidewalks. •Remove as necessary as required. Same Park Maintenance Pruning (brush removal) – open space Prune overgrowth from sidewalks as required Same Park Maintenance Erosion control – open space Sweep debris from sidewalk as required Same Park Maintenance Maintain ROW along major arterials and collectors and in residential sub-divisions Perform bi-weekly Same Park Maintenance Maintain greenhouse for the purposes of hanging flower baskets and annual flower planting Ongoing Ongoing Park Maintenance Planting - annual flower beds and hanging baskets Not performing this activity Location specific Park Maintenance Pruning- annual flower beds and hanging baskets Shrubs 1x per year as required for sidewalk clearance • Shrubs 1x per year as required for sidewalk clearance • Flowers 4-6x per season Park Maintenance Irrigation - annual flower beds and hanging baskets • Inspect and adjust a startup • 2x during season Same Park Maintenance Pest Control - annual flower beds and hanging baskets Not performing this activity • Inspections weekly peak season • 1x per month in off season Park Maintenance Fertilize - annual flower beds and hanging baskets Not performing this activity 2x per year for herbaceous perennials and annuals Park Maintenance Clean up and week control - annual flower beds and hanging baskets 3x per year Same Park Maintenance Litter Removal - annual flower beds and hanging baskets Remove visible litter as required Same
66 CITY OF EDINA Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Park Maintenance Manage agreements with the school district, City Youth Sports Association, and the County School District Ongoing NRPA Standard 6.1.6: The agency shall enter into cooperative agreements with public commercial and non-profit entities to provide programming. Park Maintenance Manage special events in park sites, 2 major City events and overall support of City-wide special events, as needed The Parks Division is responsible for all special events hosted by the City in the parks such as the Veteran's Day Parade and the Christmas Tree Lighting and works with outside providers that sponsor special events in the parks. Same Park Maintenance Manage the children’s train operation in Idlewild Park The train operates from late March to early September. The Parks Division ensures it is maintained and provides staffing for it. Same Park Maintenance Provide basic preventative maintenance for park maintenance equipment Weekly inspections and maintenance as needed NRPA Standard 7.5.2: There shall be a comprehensive preventative maintenance plan to provide periodic, scheduled inspections, assessment and repair, and replacement of infrastructure, systems and assets…with the intent to ensure that park assets are maintained for optimum use and safety and have the ability to reach or extend its full life cycle and expected return on investment. Park Maintenance Review, inspect, monitor, and prepare all documentation to respond to the Community Development Department related to private residential development impacting park, trail, and open space acquisition and development. Attend Planning Commission and City Council meetings to advise on staff recommendations, prepare park development agreements, and engage in negotiations with developers regarding park acquisition and improvements. Track, verify available amounts, and expend Residential Construction Tax (RCT) related to new development improvements As needed NRPA Standard 2.2: The agency shall be involved in local planning--comprehensive planning, strategic planning and capital improvement planning by reviewing development proposals, monitoring the decisions of planning and zoning boards or commissions and participating on task forces and committees that will impact parks and recreation services within the jurisdiction.*
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 67 Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Urban Forestry Plant, inspect, remove hazard trees and conduct routine pruning of approx. 22,000+ City managed trees Prune street trees every 10 years and park trees every 15 years. Check and prune trees in school zones every year. Clear signs within five working days of notice. Same Urban Forestry Manage long range plan process for urban forestry program On going NRPA Standard 7.9: There shall be a natural resource plans…and there shall be environmental protection procedures, such as erosion control, conduct of nature studies, wildlife and habitat preservation and protection of water supply reservoirs and water recharge areas. Youth Services Operate the Sierra Kids before- and after-school recreation program in collaboration with the County School District (20+ sites) Operate the Sierra Kids before- and after-school program at 24 sites, providing nutrition services at designated sites. 925 children participated in the Sierra Kids program in 2014, which exceeds its cost recovery goals. • NRPA Standard: 6.3.1: The agency shall proactively extend programs and services to residents who may be underserved in the community. To encourage participation in parks and recreation programs and services, agencies shall identify and address barriers that may limit access, including physical, social and mental abilities and financial, geographic and cultural barriers. Financial barriers may be addressed through reduced fees and scholarships. Agencies should offer inclusionary support services to ensure access to programs and services for people of all abilities and socioeconomic status.* • The City has established a goal to recover 100% of the direct costs. Youth Services Collaborate on nutrition services at designated sites with Northern Nevada Food Bank and WCSD Ongoing: The Youth Services Division works with the food bank and Washoe County to provide lunches during its camps. NRPA Standard: The agency shall enter into cooperative agreements with public commercial and non-profit entities to provide programming.
68 CITY OF EDINA Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Youth Services Operate youth day camps during school break periods Ongoing. The fall camp is one week, the spring camp is two weeks, and the winter camp is three weeks. Summer camps are eight weeks long at three sites. In addition, “budget” camps for those who can’t afford a full camp, a performing arts camp and a wilderness camp are programmed in the summer. 627 children attend the camps in 2014. Its cost recovery goals were also met. • NRPA Standard: 6.3.1: The agency shall proactively extend programs and services to residents who may be underserved in the community. To encourage participation in parks and recreation programs and services, agencies shall identify and address barriers that may limit access, including physical, social and mental abilities, and financial, geographic and cultural barriers. Financial barriers may be addressed through reduced fees and scholarships. Agencies should offer inclusionary support services to ensure access to programs and services for people of all abilities and socioeconomic status.* • The City has established a 75% cost recovery goal for the camps it provides during the school breaks and summer. Senior Services Provide leisure, fitness, and recreation programs and services Ongoing. Senior Services program provides recreational activity and social services support to meet the needs of the senior population of the City by providing education opportunities that span fitness, arts and culture, public safety and skill development. The programs are at the Recreation Center and Activity Center as well as off-site field trips. • NRPA Standard 6.1: The agency shall have a recreation programming plan covering 3-5 years that is updated periodically and a current-year implementation plan. The plan shall address all programs and services in the agency's programming functions, including activity selection, type and scope of program and outreach initiatives.* • NRPA Standard 6.1.1: A systematic and studied approach shall be taken in determining what programs and services shall be provided by the agency. • NRPA Standard 6.2: There shall be specific objectives established for programs and services that are reviewed periodically.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 69 Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Senior Services Coordinate with the County and other senior service providers The City coordinates with the County to provide noontime meal at the Recreation Center. NRPA Standard: The agency shall enter into cooperative agreements with public commercial and non-profit entities to provide programming. Senior Services Sponsor special events with volunteers, Senior Games, Holiday events etc. The Senior Games are “dedicated to promoting and take place in June and February. Special events are scheduled throughout the year Same Senior Services Manage the Recreation Center and Activity Center and provide senior and multi-generational programs Programs offered at the recreation center locations range from mat yoga, senior basketball, Zumba, art, and singing. Same Senior Services Manage senior program scholarship process Approximately $30,000 is available for the senior scholarship program. Same Inclusive and Adaptive Services Provide services, programs and special events for persons with disabilities Ongoing to provide support to persons with disabilities by directly offering services, programs and events and partnering with area organizations to enhance such opportunities. It also has an agreement with a physical therapist to provide services at the Community Center pool. NRPA Standard: 6.3.1: The agency shall proactively extend programs and services to residents who may be underserved in the community. To encourage participation in parks and recreation programs and services, agencies shall identify and address barriers that may limit access, including physical, social and mental abilities and financial, geographic and cultural barriers. Financial barriers may be addressed through reduced fees and scholarships. Agencies should offer inclusionary support services to ensure access to programs and services for people of all abilities and socioeconomic status. Inclusive and Adaptive Services Ensure City programs and facilities are accessible Ongoing NRPA Standard 2.10: The agency shall develop and adopt a phased plan for the removal of barriers at existing recreation facilities, parks and amenities owned or operated by the agency, pursuant to the requirements of the US Department of justice Title II regulations issued September 14, 2010 and effective March 15, 2011.
70 CITY OF EDINA Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Inclusive and Adaptive Services Coordinate and manage inclusive and adaptive grant resources Ongoing NRPA Standard: 6.3.1: The agency shall proactively extend programs and services to residents who may be underserved in the community. To encourage participation in parks and recreation programs and services, agencies shall identify and address barriers that may limit access, including physical, social and mental abilities and financial, geographic and cultural barriers. Financial barriers may be addressed through reduced fees and scholarships. Agencies should offer inclusionary support services to ensure access to programs and services for people of all abilities and socioeconomic status. Athletics Schedule and manage adult basketball leagues Adult basketball leagues are in operation weeknights from December through February and in the summer, on alternating evenings with volleyball. Same Athletics Schedule and manage adult softball leagues Two softball sessions: the first from April to July and the second from July to October, with an estimated 150 teams in each session. Same Athletics Schedule and manage adult volleyball leagues Volleyball is provided year-round with Sunday leagues and weekday leagues from February through October. Same Athletics Schedule and manage adult flag football leagues Flag football is a newly offered program. Same Athletics Oversee outdoor facilities used by the Youth Sports Association and other organizations Ongoing. The Parks Division is currently reviewing the contract. NRPA Standard 6.1.6: The agency shall enter into cooperative agreements with public commercial and non-profit entities to provide programming. Golf Manage the agreement with an outside provider to operate the City’s Golf Course Ongoing. The contract is within its first year. NRPA Standard 6.1.6: The agency shall enter into cooperative agreements with public commercial and non-profit entities to provide programming. Outdoor Recreation Manage a three-year contract with Aces Baseball to operate the City’s ice rink at the baseball stadium Ongoing. The contract is within its first year. NRPA Standard 6.1.6: The agency shall enter into cooperative agreements with public commercial and non-profit entities to provide programming.
PUBLIC WORKS, FACILITIES, & PARK MAINTENANCE ORGANIZATIONAL ASSESSMENT 71 Program Area Activities Current Service Level Adopted Service Standard or Industry Best Practice Outdoor Recreation Manage Junior Ski contract for Sky Tavern Ongoing. NRPA Standard 6.1.6: The agency shall enter into cooperative agreements with public commercial and non-profit entities to provide programming. Aquatics Maintain and operate two outdoor swimming pools Outdoor pools are operated from late spring to early fall. Same Aquatics Maintain and operate two indoor swimming pools Indoor pools are operated year-round. Same Aquatics Provide swim lessons for all ages Ongoing Same Aquatics Provide diving lessons Ongoing Same Aquatics Provide water polo program Ongoing Same Aquatics Provide kayak program Ongoing Same Aquatics Provide location for local swim teams and masters swimming programs The City has agreements with the County School District, the Masters’ Swim Club and three other swim clubs. NRPA Standard 6.1.6: The agency shall enter into cooperative agreements with public commercial and non-profit entities to provide programming. Recreation Centers Manage the operation of the Community Center Ongoing Same Recreation Centers Provide programming at the Community Center Ongoing Same Recreation Centers Provide programming at the Gymnasium Ongoing Same
Date: August 4, 2021 Agenda Item #: IV.
To:Mayor and City Council Item Type:
Other
From:Sharon Allison, City Clerk
Item Activity:
Subject:MOTION TO CLOSE SESSION: As permitted by
Minn. Stat. 13D.05 Subd. 3(b) for Attorney-Client
Privilege to Discuss Robert C. Tengdin, Trustee of
the Robert C. Tengdin Revocable Trust dated May
18, 2009 v. City of Edina
Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Adopt motion as stated.
INTRODUCTION:
Date: August 4, 2021 Agenda Item #: V.
To:Mayor and City Council Item Type:
Other
From:Sharon Allison, City Clerk
Item Activity:
Subject:Update on Robert C. Tengdin, Trustee of the Robert
C. Tengdin Revocable Trust dated May 18, 2009 v.
City of Edina
Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None; information only.
INTRODUCTION:
Staff and legal counsel will provide an update on this lawsuit.
Date: August 4, 2021 Agenda Item #: VI.
To:Mayor and City Council Item Type:
Other
From:Sharon Allison, City Clerk
Item Activity:
Subject:Motion to move back into open session Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Adopt motion as stated.
INTRODUCTION:
This motion is necessary to exit the closed session.