HomeMy WebLinkAbout2021-03-04 City Council Retreat Meeting PacketAgenda
City Council Work Session
City of Edina, Minnesota
Virtual Meeting
Call 800-374-0221, enter Conference ID 7892018 to listen to meeting
Thursday, March 4, 2021
5:00 PM
I.Call To Order
II.Roll Call
III.City Council Retreat Agenda and Information
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: March 4, 2021 Agenda Item #: III.
To:Mayor and City Council Item Type:
Other
From:Lisa A. Schaefer, Assistant City Manager
Item Activity:
Subject:City Council Retreat Agenda and Information 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 the first of two virtual Retreat meetings Thursday, March 4, 5-9 p.m. The second
meeting is scheduled for Saturday, March 13, 8-Noon.
Topics for March 4 include:
1. 2022-2023 Budget Work Plan
Budget Work Plan Process
Re-affirm or revise Budget Goals, Ongoing Objectives, & Council Values Statements
2. City Communications Strategy
ATTACHMENTS:
Description
Council Retreat Part One Agenda 3-4-2021
2020-2021 Approved Budget Work Plan
City Council Code of Conduct
Council Value Statements
Council Retreat Part One Presentation-Budget 3-4-2021
Council Retreat Part One Presentation-Communications 3-4-2021
SARA A. PETERSON, JD – MANAGEMENT CONSULTANT
P| 812.822.2122 F | 812.205.2987 n C| 651.260.0273 www.sarapeterson2consulting.com n peterson@sarapetersonconsulting.com
City of Edina – Council Workshop
March 4, 2021 (Virtual)
PARTICIPANTS
Members of the public may be present but will not participate.
City Council Staff & Facilitator (March 4)
James Hovland, Mayor
Ron Anderson
Carolyn Jackson
James Pierce
Kevin Staunton
Scott Neal, City Manager
Lisa Schaefer, Assistant City Manager
Jennifer Bennerotte, Communications
Grace Hancock, Sustainability
Risi Karim, City Management Fellow
MJ Lamon, Community Engagement
Heidi Lee, Race & Equity
Don Uram, Finance
Sara A. Peterson, Management Consultant
AGENDA
Times are approximate and may vary during the meeting.
4:50 pm Log On to Settle In
5:00 Introduction
- Welcome (Scott)
- Agenda, Housekeeping & Grounding (Sara)
5:20 Setting the Stage
Staff will present an overview re:
- Budget/Work Plan Process
- Past Highlights and Future Trends
- 2022-23 Staff Recommendations (Council to discuss 3/13)
6:00 Council Discussion to re-affirm or revise:
- Four Budget Goals & Objectives
- Values Statements & Code of Conduct (as time allows)
6:45 Break
7:00 Edina’s Communication Strategies
Staff will present an overview re:
- How We communicate Priorities & Activities
- Communication Vehicles & Channels in Use
- Their Reach & Limitations
- New Ideas Being Explored
- How the Council Can Engage (tips to help)
8:00 Council Discussion
8:50 Wrap Up & March 13 Topics (right)
9:00 Adjourn
We’ll stretch along the way as needed.
Saturday, March 13, 2021
8:00 am – 12 pm
Agenda Topics Subject to Revision
- 2022-2023 Budget Objectives
- City Streets Financing
- Future of the Arts Center
- Today & Post Pandemic
Rev Dec. 3, 2019 Page 1 of 7
2020 – 2021 Approved Budget Work Plan
DEFINITIONS
Describes the broad outcomes that must be achieved
through the budget.
Defines the measurable results that need to be
achieved to meet the goals.
Details the specific actions to be taken this budget to
meet the objectives.
Goal 1: Maintain Physical Assets &
Infrastructure
It is crucial to maintain City infrastructure including streets,
facilities, buildings, equipment and public spaces. Deferred
maintenance can lead to costly unplanned repairs and
replacements with decisions based on short-term implementation
costs, vs. long-term maintenance costs. Properly maintained
facilities, streets, water main, sanitary sewer and storm sewer
systems provide reliable and efficient operations while lessening
the City’s carbon footprint.
ONGOING OBJECTIVES:
• Incorporate financial, societal and environmental costs into decision-making processes.
• Incorporate lifecycle and maintenance costs and climate adaptation design practices to
allow more informed decision making.
• Provide funding to maintain and replace City facilities, assets and equipment in a manner
that avoids deferred maintenance, prevents emergency repair and replaces assets at the
most cost-effective time.
Budget Goal
Budget Objective
Strategy/Action
Rev Dec. 3, 2019 Page 2 of 7
2020 – 2021 Approved Budget Work Plan
• Manage the City’s facilities, operations, equipment and capital investments in a manner that
increases energy efficiency, reduces the City’s carbon footprint and GHG emissions and
meets sustainability goals.
• Design and build for resiliency in the infrastructure that reduces flooded structures,
improves water quality (drinking and surface) and increases filtered drinking water
production.
2020-2021 BUDGET OBJECTIVES
• As debt levies expire, increase the CIP Levy to establish reliable funding for ongoing
building maintenance, replacement and capital improvements.
• Capture the Southdale TIF tax capacity for 2022 CIP.
• Reduce the City operations’ total electricity GHG emissions by 5 percent, 893,000 kWh each
year, through implementation of energy management plans, ongoing facility maintenance,
capital improvements and operational behavior change.
• Implement Green Fleet Policy recommendations to meet goal of 30 percent emission
reduction mpg and gas usage by 2025.
• Improve security and safety in City facilities for public and staff.
2020-2021 Strategy/Action: Lead
1 Approve architectural option and complete construction of Water
Plant #5. (Q4 2021)
Engineering
2 Create a green building policy for City facilities incorporating
sustainability principles into evaluation, design and construction of
City capital projects. (Connected with project 3-2).
Administration
3 Determine interim park and recreational uses of Fred Richards
Park. Update cost plan estimate prior to CIP process. (Q2 2020)
Parks & Rec
4 Identify funding source and timeline for implementation for
Braemar Park Master Plan by Q3 2020. Prioritize master plan
components for future implementation. Ensure that master plan costing is
updated prior to CIP process. (Q3 2020)
Parks & Rec
5 Consider options for using alternative funding methods for park
improvements and determine next steps. (Q2 2020)
Finance
6 Develop a master plan for addressing City Hall deferred
maintenance, energy efficiency, security and service needs in a
cost-effective manner.
(Q3 2020)
Facilities
7 Implement decision (to be made in 2019) regarding street
assessment financing and transition plan if applicable. If local
option sales tax is selected, seek State legislative approval to request that
voters approve a local option sales tax for regional park improvements
and MSA street improvements. (Q2 2020 [state approval], Q4 2021
[referendum])
Finance
8 Approve a water quality strategy for Lake Cornelia. (Q2 2021)
Engineering
Rev Dec. 3, 2019 Page 3 of 7
2020 – 2021 Approved Budget Work Plan
9 Upgrade the communication equipment (SCADA) that monitors and
ensures delivery of safe potable water and improve our ability to
have a reliable storm and sanitary sewer system. (Q4 2020)
Public Works
10 Develop and begin implementation of the street lighting system
and maintenance plan that balances sustainability, public safety,
and quality of life goals, including increasing energy efficiency, ensuring
safely lit community, and minimizing light pollution. (Q4 2020)
Public Works
11 Prepare for possible conversion of Centennial Lakes from Enterprise
fund to General fund in 2022-23 budget cycle. (Q2 2021)
Finance
Goal 2: Maintain Service Levels that Best Meet
the Needs of the Community
The City delivers a variety of services, including police and fire
response, water and sewer, snow plowing and building inspections,
that are essential for the safety and wellbeing of those who live,
work or visit Edina. In addition, amenities and services including
recreation facilities, parks and programs contribute to the overall
quality of life within the community. To deliver reliable service, the
City needs to recruit and retain a strong workforce that has the
resources and technology needed to effectively and efficiently
perform their work.
ONGOING OBJECTIVES
• Comply with legal and safety standards.
• Maintain adequate response times.
• Provide high-quality services in an efficient manner that demonstrates respect for the
public.
• Promote an engaging and respectful work culture that values employee quality of life and
work/life balance.
• Provide competitive employee compensation and benefits to attract and retain a skilled and
high-performing workforce.
• Provide staffing, tools, equipment, resources and training to meet expectations for service
delivery.
• Utilize effective technology to easily maintain and locate data for the public, reduce risk and
provide better data for informed decision-making by elected officials and staff.
• Ensure that limited resources (money, equipment and time) are deployed in an equitable
and sustainable manner.
2020-2021 BUDGET OBJECTIVES
Rev Dec. 3, 2019 Page 4 of 7
2020 – 2021 Approved Budget Work Plan
• Increase integration of disparate City data systems, (e.g., Financial, Human Resources and
Geographic Information Systems) for better decision-making and easier access.
• Maintain adequate work-life balance for employees with an increased focus on employee
quality of life, stress management, physical and mental well-being.
• Provide adjustments to employee compensation to maintain position with market.
• Provide benefit increases to and design changes to maintain affordability.
2020-2021 Strategy/Action: Department Lead
1 Implement Enterprise Resource Planning (ERP) System, including:
• Project hierarchy and metrics (Q4 2020)
• “Go-live” new finance and HR software (Q1 2021)
• Begin implementation of UB software (Q1 2021)
• “Go-live” new UB system (Q3 2021)
Finance
2 Determine long-term plan for future of Art Center, including:
• Program evaluation of community service needs for the Art Center.
• Ensure critical repairs are made to Art Center to properly continue
existing operations in current building for at least 10 years.
• Conduct feasibility and infrastructure analysis on existing Art Center
building prior to the CIP process. (Q2 2020)
• Conduct alternative site analysis and business plan modeling for
relocation of the Art Center operations. (Q2 2021)
Parks & Recreation
3 Implement rental housing license and inspection program. (Q1
2020)
Health
4 Implement Police-Worn Body Cameras. (Q4 2020) Police
5 Replace Public Safety Computer-aided Dispatch (CAD) and Record
Management System (RMS) (Q4 2020)
Police
6 Decision, finance method and plan for relocating OR expanding Fire
Station 2 in order to accommodate 24-hour operations with one fire
apparatus, two ambulances and support vehicle. (Q4 2020)
Fire
7 Determine finance method and plan for Fire Station 3 in the
Northeast Quadrant of the City. This station would be of such size to
accommodate 24-hour operations with one fire engine, ambulance and
support vehicle. (Q4 2020)
Fire
8 Conduct first presidential primary under new state legislation. (Q1 2020) Administration
9 Develop long-term plan for elections absentee voting and storage. (Q1
2020)
Administration
Rev Dec. 3, 2019 Page 5 of 7
2020 – 2021 Approved Budget Work Plan
Goal 3: Plan for Connected & Sustainable
Development
Redevelopment and renewal of commercial and residential real
estate is essential to the vibrancy of the community. Redevelopment
will play an integral part of providing an inclusive, high quality of
life that the Edina community expects. It is important to ensure
plans and policies are relevant today and flexible for tomorrow.
Incorporating sustainability principles and standards during
redevelopment with the goal of reducing the community’s carbon
footprint will be critical to human health and safety. Creating
sustainable redevelopment requires forward thinking and
preparing for the future.
ONGOING OBJECTIVES
• Determine, track and meet sustainability goals for metrics such as energy, transportation,
water and waste.
• Connect neighborhoods, businesses and open spaces.
• Support the continued high quality of life offered to residents and those who work in Edina.
• Promote affordable lifecycle housing.
• Demonstrate resiliency to changing climate and future community needs.
2020-2021 BUDGET OBJECTIVES
• Continue installation of sidewalks and shared-use paths (e.g., Twin Loops implementation).
• Launch residential curbside organics and recycling (define numbers and goals).
• Create affordable/workforce housing (1,220 units by 2030).
2020-2021 Strategy/Action: Department Lead
1 Continue development and implement a strategy to create
affordable housing units with revenue from the Affordable
Housing Policy and from Southdale II TIF District special authority.
Community
Development
2 Create and implement a green building policy to incent sustainable
building and operational practices for new development and
redevelopment. (Connected with 1-2)
Administration
3 Develop waste reduction goals and implementation plan for
residential organics recycling for April 2020 launch.
Health
4 Implement Energy Benchmarking ordinance. Administration
5 Decide on future of redevelopment of the former Public Works site in
the Grandview area by Q2 2021.
Administration
6 Develop a Climate Action Plan for the City. (Q4 2021) Administration
7 Complete study of expanding public parking at 44th and France and
explore a strategy to create district parking in the 44th and France
Area per the 44th and France Small Area Plan, including parameters
Community
Development/
Finance
Rev Dec. 3, 2019 Page 6 of 7
2020 – 2021 Approved Budget Work Plan
that balance current transportation needs and sustainability goals.
(Q4 2021)
8 Develop Travel Demand Management Policy. (Q4 2020) Engineering
9 Prepare a District Plan for the Cahill Industrial Park by Q4 2021. Community
Development
10 Work with Edina School District to develop and implement
Safe Routes to Schools program. (Q4 2021)
Engineering
Goal 4: Foster Inclusive and Engaged
Community
It is important that the City helps to foster a community that is
welcoming and inclusive to all who live, work and spend time in
Edina. The City wants to ensure that it works for all of the
community. Efforts to engage the community will utilize multiple
platforms, be informative, transparent, responsive and involve
volunteers and City Commissions.
ONGOING OBJECTIVES
• Ensure City policies and practices do not have disparate impacts based on race, color,
national origin, creed, religion, age, sex, sexual orientation, gender expression, familial
status or disability.
• Conduct clear and meaningful community engagement where:
o The decision to be made and decision-making process is clearly defined.
o Individuals understand how and when they can participate.
o The City communicates what feedback is used and why.
o Inclusive engagement methods provide a variety of ways for the public to
participate in the decision-making process and ensure all voices are heard.
o Residents are satisfied with the process, even if they disagree with the outcome.
2020-2021 BUDGET OBJECTIVES
• Increase participation in Better Together Edina online engagement website.
• Implement racial equity measures to provide accountability of work.
• Strengthen leadership and support for city-wide racial equity work.
• Better leverage Boards and Commissions.
• Reduce barriers to public participation.
• Increase diversity of boards, commissions, task forces and staff.
NEW 2020-2021 Strategy/Action: Department
Lead
1 Continue implementation of Racial Equity Implementation Plan and
provide quarterly reports to City Council and HRRC. (Q4 2020)
Administration
Rev Dec. 3, 2019 Page 7 of 7
2020 – 2021 Approved Budget Work Plan
2 Continue to evaluate and further refine community engagement
standards and protocols based on IAP2 model. (Q4 2020)
Administration
3 Develop measurable city-wide/department racial equity goals (Q3
2020) and incorporate racial equity tools and resources into decision-
making processes. (Q1 2021)
Administration
4 Strengthen leadership and support for city-wide racial equity work,
including providing additional training, tools and resources to embed
an equity framework to City processes, services and decisions. This
strategy will build upon all employee and leadership training
conducted in 2018-2019.
• Develop and implement racial equity leadership training,
resources and support for City Council. (Q1 2020).
• Conduct advanced racial equity training for staff leadership
and foundational training for all employees. (Q2 2020).
• Incorporate employee selected racial equity competency in
annual performance review. (Q3 2020)
Administration
5 Develop and implement a plan to increase diversity of boards and
commissions members. (Q3 2020)
Administration
1
Edina City Council – Code of Conduct
Contents
Introductory Pledge ............................................................................................................................................ 2
Compliance and Enforcement ............................................................................................................................. 2
Comply with the Law ........................................................................................................................................... 2
Roles of Council, Staff and Commissions ............................................................................................................ 3
Working with Staff .......................................................................................................................................... 4
Working with Boards/Commissions ................................................................................................................ 5
Working with the Community ............................................................................................................................. 5
Intergovernmental Relations .............................................................................................................................. 6
2
Introductory Pledge
Edina residents and businesses deserve a fair, ethical and accountable local government which earns the
public’s full confidence for integrity. Recognizing these goals, the Code of Conduct is established for all elected
officials of the City of Edina. As a member of the Edina City Council I agree to uphold the Introductory Pledge
for elected officials adopted by the City Council and conduct myself by the following model of behavior. I will:
• Comply with the law, including
o Staying within the City Council’s authority
o Following the open meeting, gift, and conflict of interest laws
• Respect City Council roles and responsibilities when working with staff, Boards and Commissions
• Be consistent in policy and respect process
• Fulfill the Council’s fiduciary responsibility to act in the best interest of the City, and all of its residents,
both financially and legally by:
o keeping the common good as the highest purpose to focus on achieving constructive solutions
for the public benefit
o not disclosing private or confidential information of the City, or using that information to
advance personal interests
o protecting City interests and liability by following advice of legal counsel
Compliance and Enforcement
The Code of Conduct expresses standards of ethical conduct expected for members of the Edina City Council.
Members themselves have the primary responsibility to assure the public that ethical standards are
understood and met, and that the public can continue to have full confidence in the integrity of government.
We will hold ourselves and each other accountable and when there is a suspected violation of the law, we will
discuss with the City Manager.
Comply with the Law
Members shall comply with the applicable federal laws, state laws, and city ordinances in the performance of
their public duties.
Authority
In statutory cities, powers are granted to the Council as a whole, and not to individual members.
Mayoral Role
According to MN Statute 412.191 the Mayor is a full member of the council in addition to:
• Act as presiding officer of meetings (Subd. 2)
• Represent the City ceremoniously
• Execute official documents (Subd. 4)
Open Meeting Law (OML)
Public deliberations and processes shall be conducted openly and in a transparent manner. The Minnesota
Open Meeting Law (Chapter 13D) requires that meetings of governmental bodies generally be open to the
public in order to:
3
• Prohibit actions being taken at a secret meeting where it is impossible for the interested public to
become fully informed about a public board’s decisions or to detect improper influences
• Assure the public’s right to be informed and observe public meetings
The Minnesota Supreme Court has noted that meetings of less than a quorum of a public body held serially to
avoid a public meeting or to fashion agreement on an issue of public business may violate the open meeting
law.
Gift/Donations
Gifts from Interested Persons: Under MN Statute 471.895, Council Members may not receive gifts from any
“interested person” in conjunction with their City Council duties.
• A “gift” is defined as money, real or personal property, a service, loan, a forbearance or forgiveness of
debt, or a promise of future employment, that is given and received without the giver receiving
something of equal or greater value in return
• "Interested person" means a person or a representative of a person or association that has a direct
financial interest in a decision that a local official is authorized to make
o Virtually every resident or person doing business in the City could have a direct financial
interest in a decision
• See statute for exemptions
Gifts to the City: Council Members can recommend acceptance of general gifts through the City’s donation
policy. All gifts to the city must be accepted by City Council resolution.
Logo
Members shall not use the City’s name or logo for the purpose of endorsing any political candidate or business.
Conflict of Interest
Conflict of interest is when any member who has a “financial interest” in, or who may receive a financial
benefit as a result of, any action or if there is potential for the appearance of conflict of interest. Questions
about a potential conflict of interest shall be discussed with the City Manager.
Contractual Conflict of interest: (MN Statute 471.87, with exceptions in MN Statutes 123B.195 and 471.88) A
public officer who is authorized to take part in any manner in making any sale, lease, or contract in official
capacity shall not voluntarily have a personal financial interest in that sale, lease, or contract or personally
benefit financially therefrom.
Non-contractual Conflict of interest: Non-contractual matters may include such things as Council decisions on
zoning, local improvements, and the issuance of licenses. Although not generally prohibited by state law, an
interested Council Member most likely should abstain from participating in the council discussion and from
voting on these issues.
Members who have a potential conflict of interest shall:
• Disclose the conflict of interest to the group, and
• Abstain from the Council discussion debate and vote
Roles of Council, Staff and Commissions
We are all part of a team committed to the residents of Edina both today and in the future. To be effective we
must come to meetings with an open mind, think strategically about City issues and delegate details of
implementations to staff. We will strive to maintain a culture of trust, respect and candor as a Council and
when working with staff and Boards/Commissions.
4
City Council City Manager & Staff Advisory Boards, Commissions,
Task Forces
• Make policy-level decisions
• Hire & supervise City Manager
• Approve
o Budget and related work plan
o Ordinances and policy decisions
o Development proposals
o Variances and rezoning requests
• Appoint representatives to advisory
boards and commissions
• Provide best efforts and
technical advice to Council
• Manage operations and
staff
• Propose budget and policies
• Carry out Council decisions
• Deliver services
• Equitably enforce codes &
policies
• Provide community perspective
• Propose work plan items
• Advise the Council through
Work Plan “Charges”
• Hold hearings as directed by
Council
• Assist as directed in work plan
with engagement efforts
Respectful Behavior
Members should STRIVE TO:
• Treat people with courtesy, politeness, and kindness
• Encourage others to express their opinions and ideas
• Listen to what others have to say
• Use the ideas of others to improve decisions and outcomes
• Recognize and respect differences
• Prepare for the issues at hand
• Focus on the business of the body
• Consider only legally germane information in decisions
• Act as a decision maker, not an advocate
Members should AVOID:
• Speaking over or cutting off another individual’s
comments
• Insulting, disparaging, or putting down people
or their ideas
• Bullying other members by displaying a pattern
of belittling, demeaning, judging or patronizing
comments
• Violence or the threat of violence will not be
tolerated
Working with Staff
Members shall respect and adhere to the Council-Manager (Plan B) structure of Edina city government as
outlined in MN Statute 412. This means:
City Council does… City Council does not…
• Hire, fire, and supervise City Manager
• Set the strategic direction for the City
• Consider and approve budget and related work plan, and
monitor performance relative to those items
• Consider and approve policy decisions
• Consider and approve development proposals
• Consider and approve variances and rezoning requests
• Appoint citizens to citizen advisory boards and commissions
• Approve and amend work plans and bylaws
• Hire and fire staff
• Direct the activities of staff, other than the
City Manager
• Individually direct the activities of boards,
commissions or other resident groups
• Individually approve policies, projects etc.
• Individually commit City resources or staff
to specific causes
• Individually enforce policies, City Code, etc.
• Individually speak or prepare official
correspondence on behalf of the City unless
authorized by the City Council.
City Council
CommissionsStaff
Manage Operations, Advise Council
(technical analysis & evaluation) & Implement Policy Advise Council
(community needs & values)
Decide Strategy
5
City Council Members promise City Staff they will:
• Respect staff as valued resources and members of our team
• Support the maintenance of a positive and constructive workplace environment for City employees
where individual members, City staff and the public are free to express their ideas and work to their
full potential
• Provide direction to the City Manager as a body and not direct the work of individual staff
• Encourage staff to focus on the big picture in reports
• When possible, notify the City Manager in advance of a Council Meeting of questions or requests to
pull agenda items from the consent agenda so the appropriate staff can compile the information
needed
• Agree that information they ask of the City Manager will be shared equally with all Council Members
• Copy the City Manager on all communications with staff, including questions
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
Working with The Community
Residents: City staff is the first call for help for residents. We will refer residents who have concerns to the City
Manager. If a resident has contacted the City Manager but is still not satisfied, we will discuss with the City
Manager. We acknowledge if a resident receives conflicting information from different City Council Members
or staff that is difficult for the resident and could increase liability for the City.
Businesses or other interests: The purpose of a City Council meeting is to discuss information needed to
decide, review that information, and decide. It is not feasible to conduct all business in a public meeting.
Particularly around development, business interests might ask a member to meet outside of the City Council
meeting to facilitate idea generation about proposals.
The City Council’s overarching principles for working the community are:
• Never grant any special consideration, treatment, or advantage
• Respect sensitivity of personal information
6
• Honor our rules regarding public testimony and clearly communicate the rules
• Make ourselves available to all parties on an equal basis and not advocate for a certain point of view
• Be cautious about how we participate in meetings or events and not prejudge the issue before the
Council has had a chance to deliberate
Meetings requested by residents or businesses:
1. AFTER DECISION: If we are invited to a meeting about an issue the Council has decided upon, we will
explain how the Council arrived at the decision.
2. DURING DECISION: If we are invited to a meeting about an issue that will be before the Council in the
future, we will uphold the above principles for working with the community, and:
a. We will not make our decision about an issue before the city council until the process allows.
b. We will be sensitive to the fact that we are not hearing everyone, and we will give equal
consideration to all feedback regardless of the way it is received.
3. DURING SPECIFIED ENGAGEMENT PROCESS: If we meet with a resident during a planned engagement
process, we will notify the resident that we are there to listen and encourage them to participate
through the established process to engage. We will ensure that staff received the feedback provided to
us.
Intergovernmental Relations
Members shall represent positions approved by the City Council to the best of their ability when working with:
• Legislative bodies
• Federal or state agencies
• Other local governments, such as School Boards or Counties
If an individual Council Member’s opinion differs from the City position, or a matter agreed upon by the full
Council, Members shall explicitly state they do not represent their City Council or the City of Edina, nor will
they allow the inference that they do.
City Council Value Statements
Community Engagement
As the Edina City Council, we are dedicated to fostering an engaged community built on a foundation of
trust. We will do this by intentionally focusing on equity, diversity and inclusion and creating a dialogue
of perspectives. We will build trust by demonstrating our engagement principles of Relationships, Equity,
Inclusivity, and Accountability.
• Relationships: make relationships foundational; strengthen relationships and build new ones;
develop a trust between the City and residents
• Equity: engage with residents where they are; remove barriers for participation; provide multiple
options for participation
• Inclusivity: strive to provide meaningful engagement opportunities; invite underrepresented
groups to participate; make all feel welcomed and valued
• Accountability: make a plan; do what we say we are going to do; don’t change the rules; make a
decision; communicate how participation influenced decision
Equity
As the Edina City Council, we are dedicated to creating an environment in our community where
residents have equitable opportunities to participate in their city government and access the City’s
institutions, facilities and services.
Our commitment to diversity, equity and inclusion will be a continuous process of learning and adapting
to the multiple needs of all in the community, while consistently applying an equity lens in all decisions
and interactions. Our vision of a welcoming Edina includes removing systemic and institutional barriers
to create opportunities for all in the community to thrive.
Sustainability
As the Edina City Council, we are dedicated to building a sustainable environment where current and
future generations benefit from clean air and water, climate and community resiliency, and access to
nature.
We recognize that the City’s natural environment, and the health and quality of life of its residents are
just as, or even more, important, than the financial factors. We will ensure that our policies, decisions
and future plans have a positive impact on people and the planet, in addition to profit.
The CITY ofEDINA
Council Retreat:
2022-2023 Budget & Work Plan
Thursday, March 4, 2021
The CITY ofEDINA2022-2023 Budget Work Plan
•Budget & Work Plan Process
•Looking Back: Accomplishments
•Council Discussion
•Instructions for March 13
www.EdinaMN.gov 2
Vision Edina(Twenty-year)
Budget Work Plan Operating Budget(Two-year)
Department Work Plans (Annual)
Employee Work Plans (Annual)
Commission Work Plans (Annual)
Comprehensive Plan (Ten-year)
Capital Improvement Plan (Five-year)
Strategic Policy
Implementation
Level
Work Plan Budget
Two-Year Budget Work PlanCity-Wide Performance MeasuresApproval: City CouncilAccountable: City Manager
Annual Department Work PlansCity-Wide Performance Measures Approval: City Manager
Accountable: Department Director
Individual Work PlansAnnual Performance ReviewsApproval: ManagerAccountable: Employee
Annual Commission Work Plans Approval: City CouncilAccountable: Commission
Budget Work Plan Other Work Plans
The CITY ofEDINABiennial Budget Process
2021 (Odd Year)
Second year of 2020-
2021 Budget
Approve 2022-2023
budget, including CIP
budget
2022 (Even Year)
First year of 2022-
2023 Budget
Review/approve of
2023-2028 CIP
www.EdinaMN.gov 5
The CITY ofEDINABudget Schedule
Date Topic Presenter (s)
March 4 and 13 City Council Retreat Staff
July 20 2022-2023 Draft Budget Work Plan & Scenarios/QLS Review CC Work Session
Aug 17 2022-2023 City Manager proposed budget CC Work Session
Sept 7 CC consent to two-year HRA levy CC Meeting
Sept 10 Preliminary HRA Levy Adoption HRA Meeting
Sept 21 Preliminary CC Levy Adoption CC Meeting
Oct 19 2022-2023 Budget Discussion/Update CC Work Session
Dec 7 TNT Budget Presentation and Hearing (CC and HRA)CC/HRA Meeting
Dec 21 Last Day to Adopt Budget CC/HRA Meeting
www.EdinaMN.gov 6
The CITY ofEDINA
www.EdinaMN.gov 7
Edina Consolidated
Budget $131M
Governmental Funds $76M
General Fund
$49M
Debt Service Fund $7M
Construction
Fund $11M
Special Revenue Funds, including
HRA $9M
Enterprise
Funds $49M
Utility Fund
$22M
Liquor Fund $14M
Park Enterprises
$13M
Internal Service
Funds $6M
Risk Management
$1M
Equip. Operations $2M
IT $2M
Facilities
$1M
The CITY ofEDINAEstimated Market Value (B)
9.1 8.9 9.0 9.8 10.4 10.9 11.6 12.4 12.9 13.3 13.8
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
www.EdinaMN.gov 8
The CITY ofEDINAMedian Value Home
403,100
501,000 571,800
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
www.EdinaMN.gov 9
The CITY ofEDINATotal Debt Outstanding
www.EdinaMN.gov 10
0
20
40
60
80
100
120
$'s in MillionsLevy Debt Other Funding Debt
The CITY ofEDINATotal Annual Debt Payments (P&I)
www.EdinaMN.gov 11
-
2
4
6
8
10
12
14
16
18
20
$'s in MillionsTotal Annual Debt Payments (P&I)
Levy Debt Other Funding Debt
The CITY ofEDINADebt Service Levy
www.EdinaMN.gov 12
$-
$1
$2
$3
$4
$5
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035MillionsDebt Payments Levied
City Hall Public Works (2013A)Fire Station Public Works (2017C)Public Works HRA Sports Dome Gymnasiums
The CITY ofEDINATax Base Composition
www.EdinaMN.gov 13
Commercial
14%
Industrial
2%
Apartments
10%
Residential
74%
Edina
Commercial
25%
Industrial
6%
Apartments
12%
Residential
57%
Bloomington
The CITY ofEDINAPast Levy Increases & Drivers
Year Increase
2021 Salary/Benefits, Internal Service fund charges, Service level
changes
5.95%
2020 Race & Equity, Affordable Housing, Public Safety Staff 5.95%
2019 Public Safety Staff 4.6%
2018 Increased CIP Levy,Public Safety Staff 5.8%
2017 Weber Woods, Comp Plan, CIP for Streets and Bridges 6.36%
2016 Grandview and Braemar Park Planning Studies, Liquor Transfer
adjustment
7.07%
2015 Braemar Field/Backyard, Pamela Park 8.18%
www.EdinaMN.gov 14
The CITY ofEDINABudgetChallenges
•Deferred Building Maintenance
•COVID Impacts –Enterprise Funds
•Matching staffing and resources to service-level expectations
•Possible Decline in Tax Base
The CITY ofEDINA
Connected Enterprises –“Edina Law”
The CITY ofEDINA
Operating Departments
Supporting Departments
Department Functions
ADMINISTRATION
•City Council Support
•Commissions,
Boards, & Task Forces
•Community
Engagement
•Race & Equity
•Elections
•Records Management
•Data Practices
Police Fire Public Works
•Patrol
•Investigations
•911 Dispatch
•Records
•Fire Suppression &
Prevention
•Emergency Medical (ALS)
•Emergency Preparedness
•Building Inspections
•Community Health
•SMPSTF
•Street Maintenance
•Utility Operations
•Equipment Operations
Engineering Parks & Recreation Community Development
•Design of
Infrastructure
•Project Management
•Environmental Services
•Sustainability
•Facilities Management
•Recreation Programs
•Parks Maintenance
•Braemar Golf
•Braemar Arena & Field•Edinborough Park•Centennial Lakes•Aquatics Center•Arts Center•Senior Center•Edina Liquor
•Planning & Zoning
•Heritage Preservation
•Residential Redevelopment
•Affordable Housing
•Economic Development
•Residential Appraisal•Commercial Appraisal
Human Resources
•Recruitment & Selection
•Compensation & Benefits
•Employee & Labor
Relations
•Training & Development
•Risk Management & Safety
•Payroll
Finance
•Budget•Investments•Accounts Payable•Accounts Receivable•Financial Analysis
Communications
•Print Publications
•Video
•Web Site & Social
Media•Cable Commission•Media
IT
•Network Management•Telecommunications•End-user Support
& Training•Geographic Information
Systems (GIS)
The CITY ofEDINALooking Back: 2019-2020
Significant Events:
•Sept. 7, 2019 OIS
•March 25, 2020 COVID –Stay at Home Order
•May 25, 2020 Death of George Floyd
•State & National Elections
18
The CITY ofEDINAInternal Operations
•Weekly Pandemic leadership briefings
•Remote work and service –delivery (technology, equipment,
communication)
•COVID Re-entry & Preparedness plans
•On-site safety & scheduling
•Staff policies, procedures, and support
•Changing Executive Orders, CDC/MDH, and employee regulations
•Budget stabilization fund
www.EdinaMN.gov 19
The CITY ofEDINAChanges to City Services
•Virtual Public Meetings & Public Hearings
•Building Inspections
•Online appointment scheduling
•Online Liquor Delivery
•Park Ambassador Program
•Elections –Presidential Primary, State Primary, & General
www.EdinaMN.gov 20
The CITY ofEDINACommunity Resources Launched
•Better Together Edina: COVID-19 Community Resources
•Resource Hotline 952-826-0370
•Edina COVID-19 Dashboard
•Virtual Memorial Wall
•Online appointment scheduling
•Clean Hands Across Edina
www.EdinaMN.gov 21
The CITY ofEDINABudget & Work Plan
GOALS
OBJECTIVES
STRATEGIES
Broad Outcomes
(Evergreen)
Measurable Results
(This Budget)
Specific Actions
(This Budget)
Goals
Highlights: Projects Completed
•City Hall Security (Front entrance)
•City Hall Parking Lot Improvements–ADA, physical safety &
Green Fleet
•Community Center Water Tower
•City Green Fleet Policy
www.EdinaMN.gov 23
Highlights: Projects Completed
•New Enterprise Resource Planning (ERP) System
•Expansion of Geographic Information Systems (GIS)
•Replacement of 4 fire trucks and 4 ambulances
•Safer Grant for 6 additional full-time Paramedic/Firefighters
•Rental housing license & inspection program
www.EdinaMN.gov 24
Highlights: Projects Completed
www.EdinaMN.gov 25
•Arden Park
•Flood Risk Reduction Strategy
•Valley View Road Sidewalk
•58th Street Reconstruction
•Organics recycling
•Energy Benchmarking Ordinance
Highlights: Work Plan Projects
•Task Forces: Street Funding, Housing Task Force
•Police body-worn cameras
•Police Department Embedded Social Worker Partnership
•Garden Park renamed to “Yancey Park”
•Implemented LEP Policy
•HRRC Community Conversations
•REAT: Stories We Share
•Race & Equity Employee Foundational Training
www.EdinaMN.gov 26
The CITY ofEDINANext Steps
Council Discussion Today: Reaffirm or revise
•Budget Goals/Objectives
•Council Values Statements
•Code of Conduct
Council Discussion March 13:
•Compare Council & Staff SWOT
•22-23 Budget Work Plan Objectives/Strategies
www.EdinaMN.gov 27
The CITY ofEDINA
www.EdinaMN.gov 28
S W
O T
INTERNAL
EXTERNAL
STRENGTHS
What do we do exceptionally well? What valuable assets &
resources do we have?
WEAKNESSES
Where could we improve? What are we criticized for? Where
could we be vulnerable?
OPPORTUNTIES
Factors, trends or changes in the external environment that
could contribute to success. (Market, legal, political, community
factors.)THREATS
Factors, trends or changes in the external environment that
could contribute to success or possible goal. (Market, legal,
political, community factors.)
The CITY ofEDINA
Communications Department
Director Jennifer Bennerotte
952-826-0359 (Department)
mail@EdinaMN.gov
The CITY ofEDINAAgenda
•Overview of City’s mass communications vehicles
•-How the City regularly communicates City Council priorities and
activities
•Responding to misinformation
•-Agency limitations for Nextdoor
•Social media tips/best practices for elected officials
•Ideas being explored for expanding reach of City communications
EdinaMN.gov 2
The CITY ofEDINACommunications Department
The Communications Department helps
other City departments and facilities
identify what information and messages
need to be conveyed to Edina’s diverse
audiences and make sure this is done in
the most effective manner possible.
EdinaMN.gov 3
The CITY ofEDINAThe ADKAR Model
Awareness for the need for change.
Desire to support and participate in the change.
Knowledge of how to change.
Ability to implement required skills and behaviors.
Reinforcement to sustain the change.
EdinaMN.gov 4
The CITY ofEDINACommunications Department
•Publications
•Video Production
•Websites & Online Communication
•Marketing & Advertising for General
Fund Activities
•Media & Public Relations
EdinaMN.gov 5
The CITY ofEDINA
www.EdinaMN.gov 6
Mass Communications
Overview
The CITY ofEDINAMass Communications
Publications
•Edition: Edina
Video Production
•Edina TV
Websites & Online Communication
•EdinaMN.gov
•BetterTogetherEdina.org
•Social Media
Media & Public Relations
•Press Releases
•City Extra Emails and Texting
•Events
EdinaMN.gov 7
The CITY ofEDINAReach of Mass Communications
Edition: Edina
•Mailed monthly to 26,150 homes and
businesses (all mailboxes in Edina and
City employees)
•Translated in Spanish and Somali
EdinaMN.gov 8
The CITY ofEDINAReach of Mass Communications
Edina TV
•Viewers on Comcast Channels 813 and 16
•10,889 YouTube subscribers
•Granicus
•Social media
In February 2021, 303 visits were made to the Granicus site by 235 unique
visitors. Granicus analytics show they streamed 148 videos during the month.
The most popular videos were the Feb. 2 and 17 Edina City Council meetings. Also in
February, there were 26,817 YouTube views with an estimated 1,349.3 hours watched.
Episodes of “On the Job” held the top 10 spots.
EdinaMN.gov 9
The CITY ofEDINAReach of Mass Communications
EdinaMN.gov
Total sessions in February 2021:69,605
Number of users: 50,042
Total page views: 154,827
Average visit: 1 minute, 44 seconds
Of total visitors, 78.1 percent came just one time,
while 21.9 percent visited more often.
EdinaMN.gov 10
The CITY ofEDINAReach of Mass Communications
EdinaMN.gov
Jan. 1, 2020-Jan. 1, 2021:
636,841 total website visitors
51.8% are male
27.28% are 25-34 years old
98.66% speak English
EdinaMN.gov 11
The CITY ofEDINAReach of Mass Communications
BetterTogetherEdina.org
Total number of registered users: 1,940
February 2021:
Total visits: 8,351
Engaged visitors: 2,182
Informed visitors: 2,908
Aware visitors: 4,311
EdinaMN.gov 12
The CITY ofEDINAReach of Mass Communications
BetterTogetherEdina.org
Jan. 1, 2020-Jan. 1, 2021:
22,692 total visitors
35.45% are residents
57.41% are women
22.46% are 25-34 years old
EdinaMN.gov 13
The CITY ofEDINAReach of Mass Communications
February 2021:
Nextdoor: 23,379
Facebook: 11,753
YouTube: 10,889
Twitter: 9,318
Instagram: 4,213
EdinaMN.gov 14
The CITY ofEDINAReach of Facebook
February 2021:
11,753 followers
3,321 followers are from Edina
63% are women
19% are 35-44 years old
139 are Spanish speakers
EdinaMN.gov 15
The CITY ofEDINAReach of YouTube
February 2021:
10,889 followers
79.5% are men
31% are 25-34 years old
EdinaMN.gov 16
The CITY ofEDINAReach of Twitter
February 2021:
9,318 followers
55% are men
35.6% are 35-44 years old
EdinaMN.gov 17
The CITY ofEDINAReach of Instagram
February 2021:
4,213 followers
46% are from Edina
73 percent are women
35.4% are 35-44 years old
EdinaMN.gov 18
The CITY ofEDINA
City Extra Emails
•58,785 subscribers
•39 lists
Texts
•1,192 subscribers
•10 lists
Reach of Mass Communications
EdinaMN.gov 19
Press Releases
•Sent via email to 19+ media
and organizations
•Posted on City website
•Emailed to City Extra subscribers
•Posted on social media
•Links sent as text
The CITY ofEDINACity Council Priorities & Activities
The Communications Department uses all of its
tools to communicate City Council priorities and
activities, but three tools prioritize such news:
•“Agenda: Edina”
•Edition: Edina
•Town Talks
EdinaMN.gov 20
The CITY ofEDINAEdition: Edina
EdinaMN.gov 21
The CITY ofEDINATown Talks
•Fire Operations –September 2021
•Changing Demographics –July 2021
•Sustainability –May 2021
•Organics Recycling –March 2021
•Traffic & Transportation –September 2020
•Affordable Housing –July 2020
•Public Safety –February 2020
EdinaMN.gov 22
The CITY ofEDINALet’s Hear From You!
Do you have any feedback on the
City’s mass communications or how
City Council priorities and activities
are communicated?
EdinaMN.gov 23
The CITY ofEDINA
www.EdinaMN.gov 24
Responding to
Misinformation
The CITY ofEDINAStrategy for Responding to
Misinformation
•Use a large range of communications tools, online and offline.
•Continuously monitor social media.
•Distribute easily accessible, factual information about projects at key
project milestones.
•Ensure it is clear what feedback you want during engagement
campaigns.
•Don’t forget the value of face-to-face engagement and real
conversations. Build relationships!
EdinaMN.gov 25
The CITY ofEDINAMisinformation
The rise of social media has allowed
people to be more aware than ever
about what is happening in their
communities, but it has also allowed
misinformation to flourish.
EdinaMN.gov 26
The CITY ofEDINANextdoorPurpose and Mission
Nextdoor’s purpose is to cultivate a kinder world
where everyone has a neighborhood they can rely on.
Nextdoor’s mission is to be the neighborhood hub
for trusted connections and the exchange of helpful
information, goods, and services.
EdinaMN.gov 27
The CITY ofEDINANextdoorin Edina
•57 neighborhoods
•23,327 members
o 45% of 35,425 households
•Agency users from:
o Communications staff
o Community Engagement Coordinator
o Police Neighborhood Engagement Officers
EdinaMN.gov 28
The CITY ofEDINANextdoorin Edina
EdinaMN.gov 29
The CITY ofEDINANextdoorCommunity Guidelines
•Be helpful, not hurtful
•Don’t use Nextdoor as a soapbox
•Promote local businesses and commerce the right way
•Use your true identity
•Keep it clean and legal
EdinaMN.gov 30
The CITY ofEDINANextdoorfor Public Agencies
•All Nextdoor members are automatically
subscribed to receive messages from the
agencies that serve them.
•Agencies can post to inform, educate and
activate residents.
•Agencies cannot see conversations members have
with each other in their neighborhood networks.
Members can reply to agency posts and send the
agency private messages.
Agencies can be penalized for addressing conversations
members have with each other.
EdinaMN.gov 31
The CITY ofEDINASocial Media Tips for Council Members
•Use the Platform that
Works for You
•Post Frequently
•Engage with the City’s Posts
•Promote City Programs,
Activities and Services
•Share Photos and Videos
•Post Responsibly
EdinaMN.gov 32
The CITY ofEDINASocial Media Use by Elected Officials
EdinaMN.gov 33
The CITY ofEDINALet’s Hear From You!
Do you have any feedback on the
City’s social media or how we
might make it easier for you to
engage with the community online?
EdinaMN.gov 34
The CITY ofEDINA
www.EdinaMN.gov 35
New Ideas
The CITY ofEDINAIdeas For Expanding Reach
•About Town as annual report
•Edina Civics Academy/Ambassador program
•Facebook groups for specific demographics, such as new residents
•Translated (Spanish and Somali) posts on social media
•Expanding smart speaker information
•Council "projects" on BetterTogetherEdina.org
EdinaMN.gov 36
The CITY ofEDINALet’s Hear From You!
Do you have any feedback on
these ideas or ideas of your own?
EdinaMN.gov 37
The CITY ofEDINACity Council Retreat
Thank you!
EdinaMN.gov 38