HomeMy WebLinkAbout2024-04-29 Work Session Council Retreat Meeting PacketAgenda
City Council Work Session
City of Edina, Minnesota
South Metro Public Safety Training Facility
7525 Braemar Blvd, Edina, MN
Monday, April 29, 2024
1:00 PM
I.Call To Order
II.Roll Call
III.City Council Retreat
IV.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: April 29, 2024 Agenda Item #: III.
To:Mayor and City Council Item Type:
Reports / Recommendation
From:Ari Lenz, Assistant City Manager
Item Activity:
Subject:City Council Retreat Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, discussion only.
INTRODUCTION:
The City Council will hold a retreat on Monday, April 29, from 1 to 8 p.m., in the Brian Wipperman Classroom
at the South Metro Public Training Facility, 7525 Braemar Blvd, Edina. Topics include:
Capital Improvement P lan
Opportunity for Alignment
Tool for P rocess & Progress – Envisio Demonstration
Opportunity for Learning – Public Safety Incident & Emergency Response
As a reference, City work plans have been updated on the Progress Portal with information from the first quarter
of 2024.
Please click on the links below to review the latest updates on these work plans.
Race & Equity Work P lan
Climate Action Plan
2024 Advisory Commissions Work Plans
2024-2025 Budget Work Plan
ATTACHMENTS:
Description
Council Retreat Agenda
2025-2030 CIP Process presentatoin
Boards & Commissions and Envisio presentation
Public Safety presentation
SARA A. PETERSON, JD – MANAGEMENT CONSULTANT
www.sarapeterson2consulting.com peterson@sarapetersonconsulting.com
City of Edina – Council Planning Session
April 29, 2024 / 1:00 – 8:00 pm
PARTICIPANTS
Members of the public may be present but will not participate.
City Council Staff & Facilitator
James Hovland, Mayor
Kate Agnew
Carolyn Jackson
James Pierce
Julie Risser
Scott H. Neal, City Manager
Ari Lenz, Assistant City Manager
Jennifer Bennerotte, Communications
Ryan Browning, Information Technology
Kelly Curtin, Human Resources
Todd Milburn, Police
Chad Millner, Engineering
Brian Olson, Public Works
Derik Otten, Facilities
Andrew Slama, Fire
Cary Teague, Community Development
Pa Thao, Finance
Perry Vetter, Parks & Recreation
Jennifer Garske, Executive Assistant
MJ Lamon, Special Projects & Engagement
Gillian Straub, City Management Fellow
Sara A. Peterson, Management Consultant
AGENDA
Times are approximate and may vary during the meeting.
1:00 pm Introduction
Welcome (Scott)
Agenda, Housekeeping & Grounding (Sara)
100-year Dream (Sara)
1:30 This Year’s Process Priority: CIP
Overview 2025-2030 CIP Process (Pa)
Discuss Council Priorities (Sara)
2:30 Break & Stretch
2:45 Opportunity for Alignment
Council, Staff, B&C, & Community
o Process, goals, roles, composition, & work plan strategy
4:15 Break & Stretch
4:30 Tool for Process & Progress
Envisio Demonstration
o How it works
o Impacts for future planning
o Using it to strategically align and communicate
5:30 Dinner & Social
6:15 Opportunity for Learning
Public Safety Incident &
Emergency Response
o Lessons learned from specific events
o Notification re Public Safety Incidents
7:45 pm Wrap Up
8:00 Adjourn
CONTEXT for Alignment Discussion
Preparation
The Council has often used time at the retreat to engage in discussions of community engagement, participation in meetings/hearings of
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the Council and advisory bodies, and communication processes. What we haven’t done is take a close look at the mandates of Edina’s
advisory bodies or how budget, CIP, staff work plan, and advisory work plan processes align. 2024 appears to be an ideal time to do a deep
dive into that conversation. What follows here is a collection of meeting excerpts, City tools, and City Code sections intended to provide
Council and Executive Leadership with context for that discussion. I encourage all to spend time reviewing it in preparation for the retreat.
Scope of Time Investment
Edina invests a significant amount of time and energy into these processes – as staff, elected officials, and community volunteers. In a
typical year, this includes:
City Council
Time spent in meetings, general in the evening, include:
24 Regular Meetings = total 86 hours / 3.6-hour average per meeting
24 Work Sessions = total 36 hours / 1.5-hour average per meeting
24 HRA Meetings = total 36 hours / 1.5-hour average per meeting
Board/Commission Interviews = total 30 hours
As well as Special & Joint Meetings, Town Halls, Annual Commission, etc.
Each of these requires significant investment of staff and Council time in preparation
and follow up.
Advisory: City Boards & Commissions
Edina’s 10 advisories include 99 volunteers who commit
the following each year:
24-48 hours in public meetings (per person)
72 hours in related work
As well as preparation
Staff support of each is also substantial, e.g.:
3,780 hours for the Planning Commission
708 hours for Parks & Recreation
276 hours for Energy & Environment
Edina’s Focus for Engagement
Community Engagement Principles
Relationships
Make relationships foundational
Strengthen relationships and build new ones
Develop a trust between the City and residents
Inclusion
Strive to provide meaningful engagement opportunities
Invite underrepresented groups to participate
Make all feel welcomed and valued
Equity
Engage with residents where they are
Remove barriers for participation
Provide multiple options for participations
Accountability
Make a plan
Do what we say we are going to do
Communicate how to participation influences decisions
These principles and values were presented to City Council on September 5, 2018. The Council signified
trust should be the foundation with the remaining 4 principles. The principles and values will foster an
engaged community built on trust by intentionally focusing on equity, diversity and inclusion.
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Framework for Community Engagement & Decision-Making
4
Applying it to Types of Meetings (from 2019 Retreat)
The Council then engaged in a discussion of participation in meetings/hearings of the Council and advisory bodies. We clarified that we
almost never promise to empower a group or process (i.e., cede final authority to them); that public hearings are at most a consultation
process; and that we involve or collaborate through advisory processes.
PROMISE We choose which promise to make depending on the specific situation.
1. We will work hard to inform
and listen every day.
2. We will consult when
appropriate.
3. We will communicate formal, defined processes
when we involve or collaborate. Where? INFORM LISTEN OR CONSULT CONSULT OR INVOLVE OR COLLABORATE
Public Meetings
Council or advisory meetings
that are open for public
observation
Public Hearings
A meeting designated to
receive public comment and
testimony
Advisory Group Processes
Commissions, Boards, & Task Force work that can include public
meetings, public hearings or closed meetings depending on the body
involved, the work required, and the process defined PURPOSE Make a decision
Provide transparency
Increase awareness of an issue
or proposal
Hear a report, speaker or
presentation
Meet legal requirements
Collect feedback on
positions
Create public ownership
Define issues and identify early warning signs
Identify values and understand different perspectives
Analyze alternatives and make recommendations DO NOT USE TO: Deal with complex or
controversial topics
Identify values
Gather feedback
Accomplish any of the items
listed as purpose of advisory
group meetings
Make binding decisions
Applying to Specific Charges of Council to Commissions
Charge
Study & Report ---------------------------- Review AND ---------------------------- Event
Comment Recommend Decide COMMISSION Role
1. Study specific issue
or event
2. Present findings to
Council
1. Review specific issue
2. Provide comments to Staff
1. Review specific
issue
2. Make
recommendations
to Council
1. Study and review
specific issue
2. Decide the issue
Will be the City’s official position unless
formally reversed by
Council
1. Plan AND
2. Implement
community
event
Vote Majority None Majority Majority None
Output Findings Comment Recommendations Decision Action
Reports Advisory Required None
Discretionary OR
staff request If requested by staff None
Staff Required Required Required Required None
Content Cover Sheet
Project Description
Staff involvement
Commissioner Comments
(EACH) Staff recommendations
based on expertise and City’s
stance
Inclusion
Staff impacted by
decision
Progress updates
in portal
Progress
updates in
portal
COUNCIL Present to Optional None Encourgaged None None
Action of None OR Direct work
plan modification
None Majority vote by
Council required
None None
STAFF Liaisons communicate Staff recommendations to Commissioners Not every decision requires action
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Excerpts from Edina City Council – Code of Conduct
Working with Boards/Commissions
As set forth in the Edina City Code Chapter 2 Article III, Edina’s Boards and Commissions are established by the City Council
and serve as advisory to the council. Specific Board and Commission roles are:
Investigate matters within the scope of the Commission or as specifically directed by the council
Advise the Council by communicating the viewpoint or advice of the Commission
At the direction of the Council, hold hearings, receive evidence, conduct investigations, and, based on such
hearings, evidence and investigations, make decisions and recommendations to the council
City Council Members promise Boards and Commissions they will:
View Boards and Commissions as vitally important resources to support our decision-making
Communicate effectively with Boards and Commissions to ensure they have the tools to do their work
Give clear direction as a body and take adequate time to review the result of their deliberations
Because of the value of the independent advice of boards, commissions, and task forces to the public decision-
making process, members of Council shall refrain from using their position to influence the deliberations or
outcomes of board, commission, and task force proceedings
The expectation is that Council Members will not typically attend Board, Commission, Committee, Working Group
or Task Force meetings. However, under special circumstances, if we attend a meeting:
o We will do so only as an observer and prior to attending we will notify the appropriate staff liaison
o Strive for good communication by reporting out to other Council Members
Excerpts from City Code – Formal Mandate & Composition
CHAPTER 2. ARTICLE III. BOARDS, COMMITTEES AND COMMISSIONS
DIVISION 1. GENERALLY
Sec. 2-78. Establishment.
(a) Authority to establish. Pursuant to Minn. Stats. § 412.621, and other such statutes as are specifically cited herein, the
council establishes or continues the following boards and commissions to advise the council with respect to municipal
functions and activities and to investigate subjects of interest to the city.
(b) How established. A board or commission may be established by a majority vote of the council. An ordinance shall be
adopted prescribing the purpose, duties and composition of the board or commission.
(c) Subject to provisions in this chapter. All boards and commissions established by the council shall be subject to the
provisions of this chapter, unless otherwise specified in city ordinance or state law.
(d) Purposes and duties generally. All boards and commissions established by the council shall be advisory to the council
and shall have the responsibility to:
(1) Investigate matters within the scope of the particular board or commission or as specifically directed by the
council.
(2) Advise the council by communicating the viewpoint or advice of the board or commission.
(3) At the direction of the council, hold hearings, receive evidence, conduct investigations, and, on the basis of such
hearings, evidence and investigations, make decisions and recommendations to the council.
(e) Advisory role. A board or commission established by the council shall not assume the role of an administrative or
legislative body.
Sec. 2-79. Cooperation of city officials subject to direction of city manager.
The city manager may make available city staff members to perform administrative duties and records management on
behalf of the board or commission.
6
Sec. 2-80. Membership.
(a) Regular members. Regular members of boards and commissions established by the council shall be adult residents of
the city unless otherwise expressly stated by ordinance. Members who discontinue legal residency in the city shall
automatically be deemed to have resigned from the board or commission as of the date of such discontinuance.
(b) Student members. Student members shall be residents of the city or officially open enrolled as a student at Edina High
School and entering sophomore, junior or senior year. Student members shall be nonvoting.
(1) Until September 1, 2021, each commission may have up to three student members and two thereafter.
Sec. 2-82. Subcommittees and working groups.
(a) Establishment. A board or commission may establish subcommittees or working groups.
(b) Composition. Subcommittees are comprised of board or commission members only. Working groups are comprised of
board or commission members in addition to public members. Neither subcommittees or working groups may include a
number board or commissioner members equal to or greater than the number sufficient to constitute a quorum of that
board or commission.
(c) Prohibition. A subcommittee or working group may not engage in activities, functions, or duties outside the scope of
authority granted to the board or commission by which it was established.
DIVISION 2. HUMAN RIGHTS AND RELATIONS COMMISSION
Sec. 2-118. Duties.
The commission shall:
(1) Advise the council on matters relating to discrimination and human relations referred to herein.
(2) Implement such programs of education and community action which are designed to effectuate the public policy
stated in section 2-116 and which have been approved by the council.
(3) Cooperate with the state department of human rights, and other agencies and commissions in their programs of
human rights.
(4) Investigate, study, report and undertake other functions as are assigned to local commissions under and pursuant
to Minn. Stats. ch. 363, and to discharge its duties under Minn. Stats. ch. 363 with regard to specific matters
referred to it by the state commissioner of human rights or filed with it by individuals.
Sec. 2-119. Membership.
The commission shall consist of nine regular and two student members.
DIVISION 3. ENERGY AND ENVIRONMENT COMMISSION
Sec. 2-138. Duties.
The commission shall:
(1) Examine and recommend best practices for energy conservation for the city's citizens and businesses, including a
"green" building code, use of Energy Star appliances, and other energy reduction targets.
(2) Examine and recommend changes in city government purchasing and operations to conserve energy.
(3) Evaluate and monitor the provision of a residential recycling program.
(4) Evaluate and monitor the provision of a privately provided solid waste program, as well as a reduction in
municipal solid waste produced by city residents and businesses.
(5) Evaluate and encourage improvements in air and water quality.
7
(6) Promote the establishment of targets for the reduction of greenhouse gas emissions produced by the city's
buildings, equipment and operations.
(7) Educate the public about energy issues, reduction, conservation, reuse, recycling and environmental protection.
(8) Examine and promote renewable energy options for transportation, heating, and cooling, and other energy uses.
Sec. 2-139. Membership.
The commission shall consist of nine regular and two student members. The change in membership shall be attained through
attrition by replacing one member less in 2018 and one less member in 2019 until the nine-member commission is achieved.
DIVISION 4. COMMUNITY HEALTH COMMISSION
Sec. 2-163. Purpose and duties.
In determining the mechanisms to address Edina public health priorities, the community health commission shall study and
advise the community health board on:
(1) Monitoring health status to identify community health problems;
(2) Diagnosing and investigating problems and health hazards in the community;
(3) Informing, educating, and empowering people about health issues;
(4) Mobilizing community partnerships to identify and solve health problems;
(5) Developing policies and plans that support individual and community health efforts;
(6) Enforcing laws and regulations that protect health and ensure safety;
(7) Linking people to needed personal health care services;
(8) Ensuring a competent public health and personal health care workforce;
(9) Evaluating effectiveness, accessibility, and quality of personal and population-based health services; and
(10) New insights and innovative solutions to health problems.
Sec. 2-164. Membership.
The community health commission shall consist of nine regular and two student members. Members shall include, if possible,
providers and consumers of health care services.
DIVISION 5. HERITAGE PRESERVATION COMMISSION
Sec. 2-185. Purpose.
The commission shall assist and advise the council, manager, and other city commissions on all matters relating to heritage
resource preservation, protection and enhancement. The commission shall safeguard the significant heritage resources of the
city by identifying significant heritage resources and nominating them for designation by the council as city heritage
landmarks; by developing and maintaining a comprehensive preservation plan; by reviewing applications for city permits in
relation to properties designated as city heritage landmarks; and by encouraging the preservation, rehabilitation, restoration
and reconstruction of significant heritage resources through public education.
Sec. 2-187. Duties and responsibilities.
The commission shall:
(1) Advise the council, manager, and other city commissions and provide leadership for implementing the heritage
preservation regulations.
8
(2) Develop and maintain a comprehensive plan for heritage resource preservation to ensure that community
development policies and decisions respect the city's heritage and promote stewardship of heritage resources.
(3) Conduct an ongoing survey of historic buildings, sites, structures, objects, and districts and maintain an inventory
of the heritage resources in the city.
(4) Conduct evaluations to determine the eligibility of heritage resources for designation as city heritage landmarks.
(5) Nominate heritage resources for designation as city heritage landmarks by the city council.
(6) Review city permit applications in relation to city heritage landmarks and make recommendations to the city
planner with respect to issuance of certificates of appropriateness.
(7) Review and make recommendations to the planning commission on development projects that affect properties
designated heritage landmarks or determined eligible for designation as heritage landmarks.
(8) Inform and educate citizens about the city's heritage and the benefits of preservation.
(9) Develop regulatory and incentive programs that facilitate heritage preservation.
(10) Adopt rules of procedure, subject to council approval, to guide the commission's deliberations.
(11) Prepare an annual report to the council, describing the commission's accomplishments during the past year and
presenting goals and objectives for the coming year.
Sec. 2-188. Membership.
(a) Commission membership. The commission shall consist of nine regular and two student members. Members shall have
a demonstrated interest, knowledge, ability or expertise in heritage preservation. At least one member shall be a
qualified professional historian, architect, architectural historian, archeologist, planner or the owner of a heritage
landmark property.
(b) City historical society membership. A member of the commission shall be a member of the city historical society.
(c) County historical society membership. A member of the commission shall be a member of the county historical society.
Sec. 2-189. Professional staff.
The manager shall provide the commission with professional staff with expertise in heritage preservation.
DIVISION 6. PLANNING COMMISSION
Sec. 2-220. Powers, duties and responsibilities.
The commission shall:
(1) Comprehensive plan. Prepare, review, and make recommendations to the council as to the comprehensive plan of
the city, as defined in Minn. Stats. § 462.352, subd. 5, or any other sections of this Code, including, but not limited
to, a land use plan, a transportation plan, a community facilities plan, a capital improvements program, a parks
and open space plan, and a housing plan, with recommendations as to plan execution.
(2) Platting. Review and make recommendations to the council as to all proposed plats and subdivisions, as defined
in chapter 32, in accordance with the provisions of chapter 32 and state law.
(3) Zoning. Review and make recommendations to the council as to all proposed amendments to chapter 36, in
accordance with the provisions of chapter 36 and state law.
(4) Heritage preservation. Review and make recommendations to the council as to the reports and recommendations
of the heritage preservation board regarding preservation of lands and buildings of historical, architectural,
cultural, and educational significance pursuant to article IX of chapter 36 and division 5 of this article.
(5) Low and moderate cost housing. Review and make recommendations to the council as to matters referred to it by
the council relating to the provision of low and moderate cost housing.
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(6) Commercial, industrial or residential redevelopment. Review and make recommendations to the council on
matters the council may request relating to major commercial, industrial or residential redevelopments in the
city.
Sec. 2-221. Representatives to zoning board of appeals.
All members of the commission except student members are to continue as representatives of the commission to the zoning
board of appeals. Any such representative is authorized to review and report, for or on behalf of the commission, to the
zoning board of appeals on matters coming before the zoning board of appeals.
Sec. 2-222. Membership.
The commission shall consist of nine regular and two student members, appointed with due regard to their fitness for the
efficient dispatch of the functions, duties and responsibilities vested in and imposed upon the commission.
Sec. 2-223. Staff.
The planning department shall coordinate staff services, including secretarial, to assist the commission in its work. The
manager may assign additional city staff as needed. Staff shall keep and maintain a written record of the commission's
actions, resolutions, recommendations and findings which shall be a public record.
DIVISION 7. PARKS AND RECREATION COMMISSION
Sec. 2-256. Duties.
The parks and recreation commission shall develop and review plans and advise the council on the acquisition and
development of parks and recreation facilities, and plan and make recommendations to the council concerning park activities
and recreation programs. The parks and recreation commission shall advise the council on natural resource, wildlife
management, and natural area preservation issues. The parks and recreation commission shall make and furnish studies,
reports and recommendations as the council may request.
Sec. 2-257. Membership.
The parks and recreation commission shall consist of nine regular and two student members and one commission position
that will be an ex officio, non-voting member that is nominated by the Edina School Board and confirmed by the city council.
With the exception of voting, the position will be charged with all the same rights, privileges and responsibilities as the other
members of the commission. The school district's nominee will comply with the city's rules regarding advisory commission
members, except that the nominee need not be a resident of the city. The term of this position is subject to nomination and
confirmation on an annual basis.
DIVISION 8. ARTS AND CULTURE COMMISSION
Sec. 2-279. Duties.
The commission shall:
(1) Strive to build a vibrant community through support of art and culture in the city.
(2) Encourage leadership and advocacy in advancing the role and value of art and culture activities in the city,
including but not limited to music, dance, theater, decorative arts, painting, culinary arts, ceramics, sculpture,
literature, media arts and public art.
(3) Facilitate communication and collaboration that promotes participation and enhances the cultural life of the
residents of the city.
(4) Strengthen partnerships with artistic and cultural organizations based on mutual respect and equal responsibility
for advancing the cultural climate in the city.
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(5) Recommend artistic and cultural initiatives, including a long term plan directed towards fulfilling the needs and
desires of city residents with respect to art and culture. Promote artistic and cultural initiatives and make
recommendations to the city council and other boards and commissions.
(6) Identify existing and potential new venues for artistic and cultural events throughout the city.
(7) Recommend and facilitate programs at venues throughout the city that are responsive to community desires.
(8) Identify potential sources of funding for artistic and cultural initiatives, including grants, donations, and
sponsorships.
(9) Represent the city at community functions throughout the city.
(10) Continue to develop and implement public visual arts programs in the city.
(11) Report to the council periodically on the foregoing, and perform other duties as may be directed by council from
time to time.
Sec. 2-280. Membership.
The commission shall consist of nine regular and two student members.
Sec. 2-281. Committees and working groups.
The commission shall establish and appoint members to a public art committee which shall be charged with implementing a
public arts program in the city. The commission shall by majority vote approve the chair of the public art committee. The
commission may establish other committees and working groups for the purpose of carrying out other commission duties.
DIVISION 9. TRANSPORTATION COMMISSION
Sec. 2-313. Purpose and duties.
The commission shall:
(1) Advise the city council on the operation of the local transportation system (all modes, users, and abilities).
(2) Develop strategies, plans and recommendations to implement the city's multi-modal transportation vision.
(3) Review neighborhood street capital investment projects for adherence to adopted city policies and planning
documents.
(4) Review and comment on large development proposals, such as those requiring an alternative urban areawide
review, environmental assessment or small area plan.
(5) Discuss regional transportation improvements by outside agencies that may affect the local transportation
system.
(6) Promote the city's transportation vision through education and open forums.
(7) Review and comment on citizen transportation concerns, traffic complaint reports, and data.
(8) Review and recommend transportation-related funding.
(9) Advise the city council on additional matters when directed by the city council.
Sec. 2-314. Membership.
The commission shall consist of nine regular and two student members, appointed from the different geographic areas of the
city.
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DIVISION 10. SPECIAL BOARD OF APPEAL AND EQUALIZATION
Sec. 2-333. Membership.
The special board of appeal and equalization shall consist of five regular members qualified by experience and training to
pass upon matters pertaining to property valuations. At least one member shall be an appraiser, realtor, or another person
familiar with property valuations in the city. At least one member of the board must have attended the appeals and
equalization course required by Minn. Stats. § 274.014. Members shall be appointed for a one-year term.
Sec. 2-335. Staff.
The city assessor or a designated staff member shall attend all meetings of the special board of appeal and equalization. A
member of city staff shall serve as recording secretary.
DIVISION 11. CONSTRUCTION BOARD OF APPEALS
Sec. 2-360. Powers and duties.
The board shall:
(1) Fulfill the duties imposed upon it by state building code, ch. 1300.0230.
(2) Consider appeals from any order, requirement, permit, decision, refusal or determination made by the building
official or the sanitarian in the application or interpretation of this Code regulating:
a. Construction, alteration, moving or demolition of buildings;
b. The construction, installation, alteration or removal of plumbing, gas, piping or equipment, water softening
or filtering equipment;
c. The installation, alteration or removal of electrical wiring and equipment; or
d. Excavations under article XVII of chapter 10. The construction board of appeals shall not hear any appeal
from, nor have any jurisdiction over, actions taken by any official of the city or under section 23-45, or any
section of this Code enforced by means of the procedures set forth in section 23-45.
(3) Study and review new types of materials and methods of construction, and advise the building official and the
council as to the suitability of alternate materials and types of construction to assist in progressive development
of the provisions of the building, plumbing, heating, gas piping, and electrical codes or sections of this Code, and
to make recommendations relative to the codes.
(4) Study and review from time to time the building, plumbing, heating, gas, piping and electrical codes or sections of
this Code and similar code provisions applicable in communities surrounding the city and such other codes as may
come to their attention, and recommend to the council such new legislation as the construction board of appeals
may deem desirable.
(5) Consider matters referred to the construction board of appeals by the council or by the building official and make
recommendations relative to them.
Sec. 2-363. Membership.
The construction board of appeals shall consist of five regular members who are qualified by experience and training to pass
upon matters pertaining to building construction. The building official shall be an ex officio member of and shall act as
secretary to the construction board of appeals, but shall have no vote on any matter before the board.
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Staff Liaison Directory
Marisa Bayer
Energy & Environment Commission
Jeff Brown
Community Health Commission
Nate Borwege
Construction Board of Appeals
Vacant
Human Rights & Relations Commission
Emily Dalrymple
Heritage Preservation Commission
Laura Fulton
Arts & Culture Commission
Andrew Scipioni
Transportation Commission
Shelagh Stoerzinger
Board of Appeal & Equalization
Cary Teague
Planning Commission
Perry Vetter
Parks & Recreation Commission
Dashboard &
Work Plans
https://performance.envisio.com/da
shboard/CommissionWorkPlans-
Edina
EdinaMN.gov
2025 –2030 CIP
April 29, 2024
Agenda
•Background & Context
•Calendar & Process
•Next steps
Biennial Budget Process
2024 (Even Year)
First year of 2024-2025 Budget
Review/approve of
2025-2030 CIP
2025 (Odd Year)
Second year of 2024-2025 Budget
Approve 2026-2027 budget, including
CIP levy
Budget Goals and Values
Budget Pillars: The broad goals that must
be achieved by every budget.
Budget Values: The beliefs that guide
decision-making.
Budget Strategies: The specific actions,
projects, and targets to strengthen the pillars
in this two-year budget.
Definitions of CIP
•Capital Improvement Plan:
•Represents a framework for planning the preservation and expansion of
infrastructure, facilities, equipment and technology (software).
•First step towards estimating the schedule, costs and revenue sources to pay
for higher priority projects.
•Comprehensive program for used by decision makers to guide capital
investments based on an assessment of the community’s needs.
•One-time spending on projects > $20,000.
Timeline
Date Event Action
May 10 Finance Deadline Departments submit CIP requests
Week of June 3 CIP Prioritization 1st Committee Review
Week of June 17 CIP Prioritization 2nd Committee Review & Council +Tours
June 21 – August 1 CIP Prioritization Community Engagement
June 24 CIP Prioritization 3rd Committee Review
July 9 ELT Meeting ELT review and prioritization
July 18 Finalize Draft CIP City Manager Review
August 20 Work Session Draft CIP presented to Council
Sept. 17 Council Meeting Adopt preliminary 2025 levy
October 15 Work Session Staff presents CIP and Budget to Council
Dec. 3 Council Meeting Public hearing and adopt final CIP and 2025
levy
January 2025 Finance Deadline Publish detail CIP book to website
Looking forward
•Future projects/tools
•Financial Management Plan Tool
•Financial indicators
•Big items in forecast
Estimated Market Value
9 9.8 10.4 10.9 11.6 12.4 12.9 13.3 13.7 15.4 16.6
0
2
4
6
8
10
12
14
16
18
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Estimated Market Value
Estimated Market Value$ Billions
Historical Tax Capacity
108 117.3 125.1 131.6 141.3 150.7 157 163.8 169.2 189.6 204.9
0
50
100
150
200
250
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Tax Capacity
Tax Capacity$ Millions
Debt Service Levy Projection
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
Gymnasium Fire Station Public Works Facility Sports Dome Community Healh & Safety Center*
The CIP levy in last 10 years
$327,000
$2,000,000
$2,400,000
$3,000,000
$4,000,000
$4,100,000
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
CIP Levy Projected CIP Levy
Debt Service and Capital Funding
Budget Budget Projection Projection Projection Projection Projection
2023 2024 2025 2026 2027 2028 2029 2030
Debt Service Fund Levies
Gymnasium Debt Service 392,000 392,000 398,000 - - - - -
Fire Station Debt Service 403,000 403,000 406,000 403,000 404,000 - - -
Public Works Facility Debt Service 1,269,000 1,508,000 1,512,000 1,508,000 1,506,000 1,506,000 456,750 -
Sports Dome 1,166,000 1,168,700 1,165,100 1,166,100 1,166,400 1,164,800 1,166,400 1,167,000
Community Health & Safety Center Debt Service*- - 2,943,100 2,944,900 2,941,400 2,943,800 2,945,500 2,945,500
Debt Service Fund Subtotal 3,230,000 3,471,700 6,424,200 6,022,000 6,017,800 5,614,600 4,568,650 4,112,500
Increase From Prior Year (%)-0.06%7.48%85.04%4.08%-0.07%-6.70%-18.63%-9.98%
Construction Fund Levies
Capital Improvement Plan Levy 2,000,000 2,000,000 2,000,000 2,400,000 2,400,000 3,000,000 4,000,000 4,000,000
Equipment Levy 2,350,000 2,470,000 3,010,000 3,160,000 3,320,000 3,490,000 3,660,000 3,840,000
Street Special Levy 1,210,400 1,481,000 1,762,000 2,053,000 2,355,400 2,669,000 2,994,200 3,331,400
Special Park Improvement Levy 1,000,000 1,000,000 400,000 400,000 400,000 400,000 1,000,000 1,000,000
Construction Fund Subtotal 6,560,400 6,951,000 7,172,000 8,013,000 8,475,400 9,559,000 11,654,200 12,171,400
Increase From Prior Year (%)26.40%5.95%3.18%18.68%5.77%12.79%21.92%4.44%
Local Sales Tax
Actual Projected Projected Projected Projected Projected Projected Projected
Revenues 2023 2024 2025 2026 2027 2028 2029 2030
Local Sales Tax Collection 5,501,492$ 5,500,000$ 5,500,000$ 5,500,000$ 5,500,000$ 5,500,000$ 5,500,000$ 5,500,000$
Annual Revenue Bond - - 12,000,000 19,000,000 15,500,000 - - -
Total Revenue 5,501,492 5,500,000 17,500,000 24,500,000 21,000,000 5,500,000 5,500,000 5,500,000
Expenditures
Fred Richards Project 145,000 1,300,000 5,500,000 9,250,000 805,000 700,000 - -
Braemar Park Project 480,000 3,600,000 1,600,000 1,320,000 200,000 900,000 - -
Braemar Arena Project 80,000 2,000,000 10,250,000 16,000,000 15,620,000 1,250,000 - -
Debt Service - 2025 Bonds - - - 1,090,938 1,091,488 1,091,200 1,091,090 1,090,613
Debt Service - 2026 Bonds - - - - 1,791,485 1,789,673 1,791,110 1,787,775
Debt Service - 2027 Bonds - - - - - 1,530,810 1,530,745 1,531,858
Total Expenditures 705,000 6,900,000 17,350,000 27,660,938 19,507,973 7,261,683 4,412,945 4,410,246
Change in Fund Balance 4,796,492$ (1,400,000)$ 150,000$ (3,160,938)$ 1,492,027$ (1,761,683)$ 1,087,055$ 1,089,754$
Beginning Fund Balance - 4,796,492 3,396,492 3,546,492 385,554 1,877,581 115,898 1,202,953
Ending Fund Balance 4,796,492$ 3,396,492$ 3,546,492$ 385,554$ 1,877,581$ 115,898$ 1,202,953$ 2,292,707$
concept design schematic
design
design
development +
construction
documents
move-inconstruction
Current Phase ~ Q3 2027
Hennepin County Library / Edina Art Center Project
Fred Richards Park Referendum
•New wetland banking and flood storage, trail loops, natural resource
restoration, a remodeled clubhouse, a pickleball facility, a premier
playground and parking, as described in the adopted Fred Richards Park
Master Plan.
In Progress 2024 Late 2024/2025 2025/2026
Wetland
Banking
Wetland
Permitting
Stormwater
Permitting
Schematic
Design
&
Engagement
Design
Development
&
Construction
Documents Construction
In Progress 2024
Fred Richards Park Project
Braemar Park Master Plan Referendum
New trails for walking, hiking, biking and winter use, a new playground,
Courtney Field infrastructure improvements including upgraded lighting,
spectator safety and seating, pickleball courts and platform tennis, natural
resource stewardship and invasive species control, infrastructure repairs and
accessibility improvements at Braemar Arena, as described in the adopted
Braemar Park Master Plan. (2022)
Expansion and additional improvements of Braemar Arena (2023)
In Progress 2024 Summer Break 2024 Fall Break 2024
Natural
Resource
Stewardship
Hiking &
Mountain
Biking Trails
Athletic Field
Safety
Netting / Site
Amenities &
Upgrades
Overhead
Safety
Netting /
Seating &
Shade
Playground
Trails
Irrigation
Upgrades
In Progress 2024
Braemar Park Project
Braemar Arena Project
2024 2024 2024/2025 2025/2026 ~
Architecture
and
Engineering
Schematic
Design
&
Engagement
Remodel &
Renovation
specific
areas
Expansion &
Major
Construction
Projected Tax Impact
1,057 1,067
1,171
1,316
1,426
-
200
400
600
800
1,000
1,200
1,400
1,600
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
General Fund Arts & Culture Debt Service Construction HRA City Tax on $400K$ Millions
Next Steps
•Council Discussion Today:
•Goals/Objectives
•Agree on Process
•Based on Council input, staff continue to refine CIP recommendations
•Prioritization Process (Sara)
•Week of June 17 - Tours
•Council Work session Aug 20th
•Present Draft CIP to Council
EdinaMN.gov
Opportunity for Alignment
2024 City Council Retreat
We are at
our best
when we
know and
respect our
role and the
roles of
others.
Community
Council
Staff Commissions
Set Vision
Decide Strategy and
Budgets
Advise Council
Community
Perspective
Manage operations,
Implement Policy,
Advise Council
Technical Analysis
Grounding – The Roles
Civic Responsibility
Be informed, engaged, and
participate
Grounding – The Roles
Council
•Set Vision
•Make policy-level decisions
•Hire & supervise City
Manager
•Approve
•Set Budget and related
work plan
•Ordinances and policy
decisions
•Development proposals
•Variances and rezoning
requests
•Appoint advisory boards
and commissions
•Direct stewards of the
community (elected)
Staff
•Provide best
efforts,expertise
and technical advice to Council
•Manage operations and
staff
•Propose budget and
policies
•Carry out Council
decisions
•Deliver services
•Equitable enforce codes
and policies
•Reduce liability
•Maintain official licensures
for services
Boards & Commissions
•Provide community
perspective on values and
needs
•Propose and follow
through on work plan
items of commission
•Advise the council through
work plan charges
•Hold hearings as directed
by Council
•Assist as directed in work
plan with engagement
efforts
Community
•Vote - Elect the Council
•Engage and provide feedback
•Social cohesion and creating a sense of
welcome and belonging
•Partner with City to ensure
quality service delivery
•Serve on Boards,
Commissions, Taskforces
•Pay for services
Strategic Policy
Implementation & Roles
Budget Work Plan
Department Work
Plans/Citywide
Goals (Internal)
Commission
Work Plans
Grounding – The Plans
Why are we having this discussion?
•Align work with strategic priorities
•Create space to prioritize work
•Start work with Council vision/direction
•Consistent communication internally and externally
Work Plan Areas for Improvement
Parallel work
plan
development
1
Additional
projects/actions
at the end of
the process
2
Disconnected
from financial
and staff
resources
3
Misaligned with
Pillars/Council
Goals
4
Parallel Work Plan Development
April May June July Aug Sept Oct Nov Dec
Budget Work Plan
Commission Work Plans
Department Work Plans/City-wide
Goals
Preliminary Levy Set
1
Additional Projects/Actions at the End of the Process
April May June July Aug Sept Oct Nov Dec
Budget Work Plan
Commission Work Plans
Department Work Plans/City-
wide Goals
•Work plan development ends at same time, resulting in additional projects/actions added
•Unexpected impacts to budget, resources, and workload
2
Disconnected from Financial and Staff Resources
•Financial numbers for Budget Work Plan Actions/Projects not included
•Preliminary Levy set in September before work plans are complete
•Day to day operations are not part of the work plans despite being most
of our work
3
Misaligned with Pillars/Council Goals4
Commission Up – current process
Council
•Approve Work Plan
Staff
•Advise & Technical Expert
•Admin review
Commission
•Prepare proposed work plan
“But what does
Council want us
to work on?”
Budget
Work Plan
Department
Work Plans
Commission
Work Plans
Accountable for Work Plans
Approval: City Council
Accountable: Commission
Approval: City Manager
Accountable: Department Director
Approval: City Council
Accountable: City Manager
We are at
our best
when we
know and
respect our
role and the
roles of
others.
Opportunities
Adjust work plan process to strategically align with Vision/Council goals
•Prioritize
•Communicate
Budget
Pillars
Budget &
CIP
Work Plans
Strong Foundation
Fire Station #3
-Determine Site
-Determine Financing
-Design and Construction Plans
-Construction and operations
Strategic Planning Software and Performance Management
Transparency
Alignment
Evidence Based
Decision Making
Strategy Execution
S.M.A.R.T. Plans
Progress Accountability
All Plans & Projects tracked
Planning & Performance Framework
Performance Measures org-wide
Measures aligned to and inform Strategy
Measures inform Budget
Departments review Reports (Monthly)
Leadership reviews Reports (Quarterly)
All Staff feel informed / bought-in
You feel your story is told
Elected Officials feel informed
Public feels informed
•Public Dashboard for transparency &
informing the public
•Execute strategy
•Track performance and work plan
progress
•Reporting
Software Function
Current Culture -> Future Culture
Plans
What is the vision of council?
How will staff get the work done?
Performance Measures
How are we doing?
1 3
Reporting
Are we checking in on our work?
21
Discussion/Questions
Progress Portal
•Budget Work Plan
•Commission Work Plans
•Race & Equity Work Plan
•Climate Action Plan
External
•Department Work PlansInternal
2024-2025 Budget Work Plan Progress Portal 2024 Commission Progress Portal
Demo
•Creating Plans
•Updates
•Reports
•Horizon Project:
Minnetonka Example
•Video
•Dashboard
Takeaways
Shape next
budget
work plan
process
Staff &
Commission
support
council
vision/goals
See big
picture &
prioritize
items
Use data to
inform
decision
making and
goal setting
We have the
pieces. We just
need to assemble
the puzzle
EdinaMN.gov
Public Safety Incident & Emergency Response
Fire Chief Andrew Slama
Communications Director Jennifer Bennerotte
Police Chief Todd Milburn
EdinaMN.gov
Emergency Management/EOC Intro
Fire Chief Andrew Slama
Objectives
•Establish a baseline understanding of National Incident Management
System (NIMS)
•Incident Command System (ICS) review
•Emergency Operations Center (EOC) review
•Introduction to Table Top Exercises
NIMS-ICS Review
NIMS-ICS Review
NIMS-ICS Review
National Incident Management System (NIMS)
Incident Command System (ICS)
•Called NIMS or ICS for short
•Acronyms are interchangeable
•Principle started as FIRESCOPE in 1972 as part of California wildland
fires
•Became national standard for incident management after September 11th
NIMS-ICS Key Features
•Common Terminology
•Standardized
•Modular Organization
•Scalable and adaptable
•Management by Objectives
•Clear Objectives
•Incident Action Planning (IAP)
•Develop and Implement
•Unified Command
•Collaboration among multiple agencies
Training
•FEMA Independent Study
•IS 100.b, Introduction to Incident Command Systems, ICS-100
•IS 200.b, ICS for Single Resources and Initial Action Incidents
•IS 700.a, National Incident Management System (NIMS) an Introduction
•FEMA Local Elected and Appointed Officials Reference Guide
Purpose
NIMS-ICS
NIMS-ICS
Command Staff
NIMS-ICS
General Staff, Support Sections
NIMS-ICS
•In charge of the event
•Principle of NIMS-ICS
is one person is in
charge
•Other support
divisions or sections
report to the Incident
Commander
NIMS-ICS
•Coordinate
communication for the
IC
•Internally
•Externally
NIMS-ICS
•Keep people safe!
•Track those entering
and exiting the EOC
•Maintain accountability
and security
•Additional eyes on
scene supervising
actions and behaviors
of an incident
NIMS-ICS
•Liaise with outside
agencies
•On scene
•In the EOC
•On behalf of the IC
•Specialty Teams
•Other jurisdictions
involved
NIMS-ICS
•Pay Bills
•Manage accounting
associated with the
event
•Project Codes
•Claims related to the
incident
NIMS-ICS
•Get stuff!
•Resources
•Equipment
•Well versed with all
assets and network to
attain resources
NIMS-ICS
•Boots on the ground
•Task driven
•Bring the incident
under control
•Produce Situation
Report (SitRep)
NIMS-ICS
•Create plans
•Support decision
making for the IC
•Creates the Incident
Action Plan (IAP)
•Resource Tracking
•Documentation of
activities and decisions
Unified Command
Unified Command
•Collaborative Approach
•Involves multiple agencies
•Shared Decision Making
•Coordination and Integration
•Complex incidents
Emergency Operations Center (EOC)
An unfamiliar place where uncomfortable
officials gather to make unpopular decisions,
and allocate inadequate resourses for
unanticipated requirements based on
incomplete information in too little time.
Emergency Operations Center
•Support incident management needs, policies and priorities
•Facilitate logistics support and resource tracking
•Inform resource allocation decisions
•Coordinate incident management related information
•Coordinate and resolve interagency and intragovernmental issues
•Manage and coordinate public information program
•Plan and prepare for contingencies and emergencies
•Support and coordinate recovery actions
•Ensure and coordinate continuity of operations/government
Purpose
Purpose
https://www.fema.gov/sites/default/files/documents/fema_local-elected-officials-guide_2022.pdf
Local EOC will be supported, not overtaken…
EOC Location
•Fire Station 1 Training Room
•Could be a remote location
•Backup EOC
•Remote opportunities
•Full or partial activations
1 - comp.
City of Edina Emergency Operations Center
Moveable Wall
Podium
Planning Section
(P & R, Bldg, Health,
Engineering, GIS,
City Clerk)
EOC Management
Section
(EM Director, CM,
ACM, CIT, PIO)
Finance &
Administration
Section
(Finance, HR)
Smartboard
3 - comp.
1 - phone
(Edina Fire Station 1 - Training Room)
EOC Receptionist
(call-taker)
Operations Section
(Fire, LE, PW)
WebEOC
Logistics Section
(Fire, LE, PW)
4 - comp.
2 - phones
2 - comp.
1- phone
3 - comp.
1 - phone
3 - comp.
1 - phone
1 - comp.
1 - phone
EOC or ICP?
•Emergency Operations Center
•Can be the ICP if the EOC assumes IC
•EOC provides resource support to complete tasks to bring the incident
under control
•Incident Command Post
•Forward location near an incident where the IC or UC controls or manages
the incident
EOC Management
EOC Management
•Supports all EOC operations, facility and resources
•Works closely with the Policy Group
•Works closely with Hennepin County EOC
•Works closely with media and prepares all press releases
•Serves as a liaison for affected stakeholders
•Approves Press Releases & IAP
•EM Director
•City Manager
•Assistant City Manager
•Communications - PIO
EOC Operations
EOC Operations
•Coordinates all jurisdictional
operations in support of the
emergency response
•Obtains updates from incident
commander
•Maintains coordination with
other appropriate
organizations/agencies
•Fire
•Police
•Public Works
EOC Planning
EOC Planning
•Collects, evaluates and
disseminates information;
develops plans and situation
reports in coordination with
other functions, and manages all
EOC documentation
•Prepares Incident Action Plan
•Parks & Recreation
•Building Division
•Public Health
•Engineering
•GIS
•City Clerk
EOC Logistics
EOC Logistics
•Provides facilities, services,
personnel, equipment and
materials for the incident
•Fire
•Police
•Public Works
EOC Finance
EOC Finance
•Oversees all financial activities
and other administrative aspects
of the EOC not covered by
other sections or units
•Finance
•Human Resources
Table Top Exercise
Tabletop Exercise
•Simulated scenario-based discussion
•Assess and improve preparedness and response to potential emergencies
•Interactive
•Analyze
•Evaluate
•Non-stressful
•Controlled environment, use your current systems and processes
Tabletop Rules
•We are all in this together
•There are no bad ideas or dumb questions
•No one has all the answers; work together within your group
•Some questions may not be answered today
•Be nice
Scenario #1
•It is Tuesday at 2:30 p.m. in late spring. The National Weather Services
(NWS) has issued a severe thunderstorm warning for Western Hennepin
County, including Edina.
•The storm is currently coming through Carver and Shakopee who are
reporting heavy downpours and golf ball sized hail. Tracking northeast.
•NWS has now issued a tornado warning for the City of Shakopee.
Group Discussion
•What does the current situation mean to your group?
•Do you need to prepare anything?
Scenario Inject
•2:50 p.m.
•Tornado warning issued for
Edina
•Report of lightning and hail on
the southern borders by Training
Facility staff
•Loss of power at Braemar
•Funnel cloud spotted
•Sirens activated by Hennepin
County
Group Discussion
•What are your current priorities?
•How would this affect your department?
•What are you preparing for?
EOC Considerations
•Unified Command
•EOC vs. ICP
•Finance
•Logistics
•Planning
•Operations
•Communications
On going considerations
•GIS capabilities?
•Damage assessment
•Operational Periods
•Response vs. Recovery
EdinaMN.gov
Role of Council Members in an Emergency
Communications Director Jennifer Bennerotte
Maintain Continuity of Operations
•Respect the Incident Command
structure and support the efforts
of staff
•Be available for emergency meetings
to make policy decisions and
approve expenditures
•Be prepared to declare a State of
Emergency in some situations
•Plan for your next regular meeting,
considering both tone and content
Have a Presence in the Community
•Attend vigils and community gatherings
•Remain calm and speak with “one voice”
•Work with community organizations
and partners who want to show support
•Serve as a liaison for any visiting officials
such as the Governor
•Write thank-you letters and emails
Know Your Role When
Contacted by the Media
•Respond only to questions about the
impact on the community
•Speak with one voice
•Politely decline to answer questions
that aren’t yours to answer, referring
reporters and the public to the best
source for that information
•Reinforce where people can find the
most up-to-date information
Understand How the JIC Works …
And How the JIC Will Work with You
Burnsville’s JIC Roles:
•JIC Leader
•Media Monitor
•Writer
•Webmaster/Digital Content Producer
•Speech Writer
•Float
The Incident Commander approves all messages for the public.
•The Media Monitor will let Council Members
know if a media outlet has requested an
interview with one of them.
•The Writer will prepare talking points for
your consideration.
•The Speech Writer will prepare speeches for
your consideration.
•Someone from the JIC will help you prepare for
interviews, press conferences or appearances,
going over talking points, coaching on tone and
delivery and doing mock interviews.
Understand How the JIC Works …
And How it Will Work with You
Tips on What to Do
•Understand emergency roles and responsibilities before an incident
•Remain calm to instill confidence
•Let the City Manager know where you are or how you can be reached in the
event a special meeting must be held
•Help alleviate any potential panic caused by unsubstantiated stories or rumors
by informing residents that only those statements issued by the City/JIC can be
considered accurate and factual; refer people to primary information source
•Reassure the general public as to the continuity of local government, though
some department duties and services may have to be put aside to make more
employees available for performing emergency functions
•Help bring all parts of the community together to work toward a common goal
Tips on What to Do
•Share only data that is public
•Refer reporters to the most appropriate source and answer questions
about impact on the community
•Know that it’s OK to say “We don’t know yet” or “We will get back to
you as soon as possible with an answer” since initial information about a
situation may be scarce, unclear or even contradictory
•Stay focused on the goal of the EOC
Tips on What to Do
•Help alleviate any potential panic caused by unsubstantiated stories or
rumors by informing residents that only those statements issued by the
City/JIC can be considered accurate and factual
•Reassure the general public as to the continuity of local government,
though some department duties and services may have to be put aside to
make more employees available for performing emergency functions
•Help bring all parts of the community together to work toward a
common goal
EdinaMN.gov
Incident & Emergency Notification
Police Chief Todd Milburn
Background
•Effective and timely communication to Council and residents
•Events that impact neighborhoods and the city
•Communication with the media
•Social media challenges related to public safety events
•My experience in Brooklyn Park (PIO)
•Radio Encryption
Rave Goals
•RAVE is the platform moving forward
•Timely and accurate incident notification and updates
•Consistent messaging across multiple platforms
•Messaging in-line with FEMA alert & warning guidelines
•Integration with social media
•RAVE Audiences
•Community (Emergency Notifications from Edina)
•Council (Council Notification)
•City Leadership
•City Employees
Rave Goals
•Training Police Fire, and Communications Teams on FEMA and RAVE
•Extensive internal training and testing prior to launch
•Regular continuing education
•RAVE usage thresholds (Notification Grid)
•Follow-up detailed PIO/communications
•Detailed PIO communications will take longer to release
•Encourage community participation of RAVE/Smart911
•Build our audience
•Public Safety Collaboration
IPAWS vs. Rave
•IPAWS - Integrated Public Alert and Warning System
•We do not have the ability to send these messages locally
•Robbinsdale example will not happen locally
•If needed, we contact Hennepin County with our communication
needs
Conclusion
•Some events will require City Manager/Police Chief interaction
•Minneapolis will be using this service soon
•Alerts will go out citywide
•Go live in late May or early June
•Marketing to Edina residents/businesses
•Art Fair
•Night to Unite
•Media will follow and report out
•Press releases will be pushed out through RAVE
•Council distribution list creation
•Email default
Notification Grid
NOTIFY ON CALL COMMAND
STAFF IMMEDIATELY
NOTIFY PIO/COMMS
IMMEDIATELY
ADD TO MUSTER
NOTES BY THE END
OF SHIFT
RAVE NOTIFICATION
WITHIN TWO HOURS
INTERNAL MATTERS
Injury (Hospitalization) of a Police employee X X X
Death of a Police employee X X
Any act or event that could cause grievous embarrassment to the
department or City X X
EXTERNAL/CRIMINAL INCIDENTS
Death investigation (criminal in nature or suspicious) + high
probability of media coverage X X X X
Incidents attracting media attention X X X X
Serious traffic accident (i.e. critical injuries, major traffic
implications, road closing, etc.)X X X X
Significant School incidents X X X X
Major multiple property crimes X X X X
Crimes against people (i.e. carjacking, robbery, sexual assault,
felony assaults, shootings, etc.)X X X X
Major bias-motivated crime X X X X
Crime involving City Staff or high-profile community member X X
Significant neighborhood impact (shots fired, barricaded subject,
perimeter set up, door knocking, K9 track, Helicopter Assistance,
SWAT, suspect at large)
X X X X
Protest/Civil Unrest X X X X
Rave Entry
Rave Output
SMS (text) Message
Twitter (X)
Facebook
EdinaMN.gov
Public Crime Map
Police Chief Todd Milburn
Crime Map
•Accessible from City Website – Police Crime Reports and Map
•Incidents
•Cases
•Arrests
•24-hour delay
Crime Map
•Specific address is anonymized by 100th block
•Ability to create account and setup alerts based on type and location
•Search By:
•Data Range Types
•Area Types
•Incidents Types
•Cases Tyes
•Arrest Types
Crime Map
Check Mark
Shows All
Select Specific
Call Types
Select Date
Range
Crime Map
•Click on Pin
•Use Data tab on
the right
Crime Map - Address Search
Enter Address
Adjust Search
Radius
Crime Map – Burglaries March 1 to April 25