[0:00] so I'll call the meeting to order this is the city council work session meeting for Tuesday February 4th 2025 it is 5:30

[0:07] p.m. and as I call the meeting order with the next thing to do is to have our clerk call roll council member Adney

[0:15] here council member Jackson is absent council member Pierce here council member Risser here mayor huin here we've

[0:22] got just one topic tonight that's the beginning of our budget work we've all been uh thinking about and concerned

[0:29] about and we're going to have an emphasis tonight on police and fire and I'll turn it over to Scott Neil to introduce the

[0:36] topic with more specificity than I just did and we'll go from there thank you your honor uh it is kind of hard to

[0:43] think about uh it's February of 2025 and when we're into January when we're into

[0:49] July of 2027 this would be the night that we started the budget that we'll probably be working with at that time

[0:55] period so two two-year budgets have a lot some advantage to them but the oute

[1:01] is challenging to us and I think we found that out in 2024 so what we'd like to do tonight

[1:07] considering this is the start of our budget process for the city council we got a lot of feedback from council

[1:13] members in 2024 that you wanted to have a better idea of of how service levels

[1:18] are determined because really service levels are what Drive our spending so just to before we talk about that we

[1:24] just really want to talk a little bit about mission and vision mission of the city of AD to provide effective and

[1:30] valued Services maintain sound public infrastructure offer Premier public facilities and guide the development

[1:36] Redevelopment of all lands in a manner that sustains and improves the high quality of life enjoyed by residents and businesses it's a long mission statement

[1:43] but it conveys a lot right it conveys a lot about what we do and and really the quality uh that we seek to do it in uh

[1:51] the vision for the city uh again these two were I think the last time we did a lot of work on these Jen was maybe 2014

[1:59] does that sound right about the time we did sort of the futurist

[2:06] work yeah yeah yeah vision of Adina is to be the preeminent place for living

[2:11] learning raising families doing business this vision is distinguished by a livable Community effective and valued

[2:17] city services sound public infrastructure and a balance of land uses and Innovation so that's what we

[2:23] feel our role is in the growth of the city um we have as we have developed our

[2:30] budget making processes over the years we have adopted kind of the budget pillar and value model that you see on

[2:36] the right hand side of the screen um talking about uh pillars and values and

[2:42] making sure that our spending proposals uh our operations and uh service levels

[2:48] really fit into somewhere into that grid uh that looks like a fabric right so we

[2:54] want to be able to make sure that our spending supports the values of the

[3:00] council and of the city uh this is uh when we think about

[3:06] what our process from a from a 10,000 or 50,000 uh foot level is this is what we

[3:12] see as our process where council is involved in terms of policy decisions discussions external service levels and

[3:20] City management including all of the uh all of the leadership team folks that you that you interact with regularly

[3:26] dealing with efficiency minimal service impact tax and internal service optimization those are the the internal

[3:33] services are are it Finance HR Communications those are largely our

[3:39] internal Finance internal um Services I'll take it over from here so

[3:46] tonight the work sessions are uh key takeaways that we're trying to focus in on is we want you guys to leave here

[3:53] tonight and Thursday with a better understanding of our services understanding your policy discretion and

[3:58] then cost drivers facing different areas throughout the organization and then grounding ourselves for our March

[4:05] discussions at Retreat so Our intention is to inform you on a policy level about

[4:11] what all of the services are that we have at different departments we do have a pretty tight schedule tonight there's

[4:18] only two departments on Thursday we have all the rest of the Departments so we're going to kind of run it almost like a um

[4:24] presentation and kind of keep everybody on track um we do want you to ask questions questions to understand or

[4:30] clarify if you have if if you're confused about something or want to understand what something means um but

[4:36] at this point in the conversation um we're going to ask you to hold the actual full-on discussions about s

[4:42] prioritizing what services until we get to that March um conversation really to give you time to think about everything

[4:48] that you're learning um and for us to be able to um dive in deeper at that time

[4:54] so the numbers in in this whole process that PA's going to show some stuff is from our adopted 2025 budget our 26 27

[5:02] numbers won't be available until late summer so we're going to start the process of pulling all of that

[5:08] operational stuff together but we're just not at that point yet um organizationally to be able to really provide you numbers so this was really

[5:14] like a policy level service level overview um and the focus is going to be

[5:20] we are including stuff that is across all funds but really as you guys are um

[5:25] what will be most helpful is probably focusing in again on that the levy fund areas um both in a operating and a

[5:32] capital perspective the other thing that we don't really talk about a lot is we talk

[5:39] about the what versus how but um the majority of our day-to-day operations are things that you guys might not even

[5:44] know that we're working on um and so this is this is a little bit of a graphic flip but with the what on the

[5:50] bottom and the how on the top but as you think about 95% of what our departments are doing is the day-to-day work of

[5:57] making sure that our streets are plowed making sure our streets are clean um day-to-day operational level work you

[6:04] guys um tend to focus in on the council tends to focus in on little long long-term strategic initiatives we focus

[6:10] a lot on land use but we don't necessarily get into the the day-to-day business about how we do operations

[6:16] we're going to talk a little bit more about the that operations versus policy at a really high level so that you guys

[6:23] understand what kind of services we're providing to the community and maybe if you have thoughts on we shouldn't

[6:28] provide this service or maybe we should dig in understand better what that service is that's going to be what we're

[6:34] trying to get get you to that point where you feel comfortable having those conversations and this is sort of my

[6:40] disclaimer slide this is an extremely complex and interconnected organization

[6:46] we've got um over 100 lines of service that we're working on so let's say that you ask us to further review something

[6:53] uh in order for us to be prepared to truly have a discussion and understand the impacts that's going to take a little bit of time for us to um really

[7:01] dive in and be able to get back to you with that uh it's also ongoing so this

[7:06] is a a work in progress uh we will if you ask us to look at different things

[7:11] there's going to be things that we're going to make mistakes on um we might think hey this maybe isn't as important

[7:18] to the community and you guys might hear pretty quickly that it is super important to the community and that's

[7:23] okay I think that's one of the things that we're going to ask for as we go through this process is that we have the

[7:28] ability to focus Us in we're not going to boil the ocean we're not going to look at everything at once we're going to ask you guys to prioritize what are

[7:35] the things you truly want to look learn about first we're going to take time and we're going to need a little bit of

[7:41] flexibility so there might be stuff that we say you know that seems like a really minor service but when you remove that

[7:46] it actually impacts all of this over here so we got to figure out what that looks like and and so this is kind of my

[7:52] disclaimer of um let's work on this together and uh figure out um what our

[7:58] next steps are as we go along so turn it over to you P all right so

[8:03] with that being said um we will then dive into where we left off in 2025 is

[8:08] budget what does that look like as we are putting together this complicated picture for 26 and 27's budget what is

[8:15] that schedule looks like so are next all right so we approved the 2025 levian

[8:21] budget in December that was like yesterday and then uh today tonight is

[8:26] the first of our uh budget work sessions that we are giv a service overview by each department I'll go I'll have a

[8:32] schedule of what departments are going when for the two sessions but just a little just a tentative timeline on what

[8:39] for you to expect in terms of as we are prepping to uh put together our next

[8:44] biannual budget it's going to be a lot of uh work it's going to be a lot of prioritizing and you telling us what you

[8:50] want to see in this next biannual budget but what it boils down to is that

[8:55] preliminary Levy adoption needs to occur by September so so we have set September

[9:00] 16th as the preliminary Levy adoption night and then December 16th is our um

[9:06] our other Milestone date as we adopt our Bal budget as well as set the 2026

[9:14] Levy now with all that being said in terms of involvement with Council on the

[9:19] back side I like to think of it as all the department directors all the Departments all the staff and finance

[9:25] and admin we're putting our nose to the Grind as we are fine-tuning providing you the information you need to make

[9:31] adequate decisions as we put together this next banal uh budget and so here is a tentative schedule of what is going on

[9:38] behind the scene what we plan for for this year as we put the budget together it's going to be a mix of um work

[9:44] sessions to special meetings to the council Retreat that AR mentioned that will be occurring in middle of March to

[9:51] um multiple work sessions and ultimately the adoption of the final

[9:58] budget now if I take a step back and I was to say what did we adopt in 2025 for our operating budget this is a pie chart

[10:05] showing all funds so the city adopts both um governmental funds proprietary

[10:11] funds or Enterprise funds as well as our internal Services funds so all those funds types they have a budget so what

[10:17] does that mean in terms of uh revenues uh what are all the different sources of revenues that the city takes in for all

[10:24] its operations uh it just shows that 35% of it of course is from your property

[10:29] tax levy and then the other big chunk of the pie is our operating revenues this is of course equate to the majority of

[10:35] the Enterprise revenues that we have budgeted for and then following after that is of course charges for service

[10:42] license and permits um and of course there's grants there's transfer franchisees and all of that mix in

[10:50] there now if we were to look at just the general fund for 2025 is budget um again

[10:56] you've seen this slide before in the previous budget presentation when we we're looking at 25's budget 73% of the

[11:02] general fund is fully funded by or funded by property tax levy right the rest is made up of charges for services

[11:08] licens of permits to franchise fees and whatnot now in terms of the levy

[11:15] breakdown what makes up our Levy uh of course there is the general fund Levy portion that is made up of um 80% of the

[11:23] total Levy that we um put out on property taxes and then the rest is for a construction Levy this is to fund our

[11:30] street our Capital Equipment our Capital uh Capital Improvement plan and our uh

[11:37] Park special Park Levy right and then there's our debt service Levy that we're obligated to Levy for to pay back on the

[11:43] bond insurances that we issue year uh annually and then our H

[11:50] Levy now that was Revenue what does it mean in terms of uh uses in the general fund of course our Public Safety fire

[11:57] and police they uh top about at 28% and 15% respectively and following Pursuit

[12:04] is Park and wreck Public Works engineering and all the rest of the other departments which we will then go

[12:09] into talking um into the different services that these departments provide for you going back to what already said

[12:15] we're a very complex pitcher made up with different gears and we want to be making sound decisions as far as what

[12:21] does that mean for future services so um in terms of present present can't talk

[12:27] presentation schedule tonight um you'll be hearing from police uh for 30 minutes or so we'll gauge it at

[12:35] starting right now 5:45 how did that go and then fire uh to start at 6:15

[12:42] we'll reconvene again on February 6 with parking wre Public Works engineering

[12:47] development and then the different internal Services departments and then we'll wrap up and then we'll um let you

[12:54] andjust that Arya and Scott will give you more Direction but then we'll meet again at the council Retreat so that's

[12:59] all I got great thanks there's a lot going on in law enforcement 30 minutes is a tight

[13:05] timeline do the best that I can we could go probably four five six hours but I know we want to be quick and efficient

[13:11] as we talk through things here tonight so uh thanks for having me on the police side here the first slide that you're looking at is just uh a breakdown in the

[13:18] 28% that the police occupies from a budget standpoint if you look at uh further down on the slide it breaks it

[13:24] out even a little bit further for each different division within the police departments police Administration

[13:29] dispatch Patrol investigations on the next slide we have a breakout here of

[13:34] organizational chart we're going to walk you through a little bit more about kind of how we function how we provide services and how we kind of operate

[13:40] logistically in the city but that this at least gives you a little bit of a sampling here how we break it

[13:46] down um as I talk through these slides it's important to think about you know what our overall mission in law enforcement is to protect and serve

[13:52] that's clear to everybody but day in and day out what I tell our officers all the time is there's really three key areas that we focus on in law enforcement for

[13:58] our organiz ation it's a continuous crime reduction so we're always looking at the trends and patterns and we're trying to find those opportunities to

[14:04] reduce that so that we can lower our crime stats it's our community engagement work we're always after building trust in the community

[14:10] particularly in this geographic area of of the region because of all the issues that we've seen here with the lack of

[14:16] trust and the big big ticket events that have happened here in the last several years and of course it's the third thing that we talk about a lot is our Wellness

[14:22] for our staff for officers this is a very stressful job I've been doing it for 30 years and I've seen a lot of change in the last several years and it

[14:28] is increasingly more stressful for our officers out there providing that core Service uh and I've seen the impact on

[14:33] that on many different levels so that's important for us and then also our staff development we always have an eye out

[14:39] towards developing our talents building our Future Leaders within the organization and so those are the three key areas or really the four but the

[14:45] three that we always talk about the most and as we work through these slides you'll understand and see how all the all the things that we talk about kind

[14:51] of build back to that basic framework for our staff so this or chart uh lists out and shows you uh how we break out so

[14:59] at the top you see uh the chief of course and I won't go through every position but within each unit so let's

[15:04] talk about each of those uh to start off with on the left side you'll see the Professional Standards overseen by

[15:09] Lieutenant Jake Hecker and below that you'll see uh the breakout within that division so we have an administrative

[15:15] Sergeant the administrative Sergeant oversees our training officer Community engagement work two traffic officers

[15:22] animal control and our cadb program our training officer is very important so that person works Monday through Friday

[15:28] um increasingly in more demand because we have a lot of training standards that we have to provide our officers it's a

[15:33] full-time job plus the training officer coordinates all the training for officers and nonn staff on a daily basis

[15:38] and also develops the training protocols internally for our staff as well and and actually does the training to Hands-On

[15:44] for our officers the training officer over also overseas a number of training other officers um that have the

[15:50] specialized assignment for doing training work within our organization and so that position has been very important for us Community engagement

[15:56] we're going to talk about that a couple different times here throughout slide deck here but you know that that's very important that is again increasingly uh

[16:03] important in how we build trust in the community that we serve and the community engagement work is is primary

[16:08] focus for us right and so when we're not answering those 911 calls what do we do in the gaps in between it's a lot of

[16:14] that building trust and Community engagement work right when we build trust with our community it allows us to be more efficient with the people that

[16:20] we serve that trust is huge for us we can't do it alone and so we focus a lot of time and attention on community

[16:25] engagement work so we have a full-time Community engagement Officer Nick Don you probably heard that name he's fantastic at what he does he's recently

[16:31] put into that position and he works very closely with Jessica Connors who's from henan County works in the jcpp and I'll

[16:38] come back to that here in a little bit too our Traffic Unit we have those two officers assigned to that we're not up and running because we'll talk a little

[16:44] bit further down about vacancies and Staffing right now so when we have shortages we contract things down and

[16:50] just focus on the core needs which is that basic 91 service and some of the gies that you have in law enforcement are specialized units like traffic is an

[16:56] example of that that doesn't mean we're not doing traffic officers that are assigned to the 911 or the beats they're

[17:02] still doing traffic they just don't can't dedicate full-time service to that so that's why you have a specialized Traffic Unit and in this case we also

[17:09] provide animal control services so those 91 calls that come in for animals at large dogs cats you name it uh that that

[17:15] is occupied by CSO and then we have our Cadet program and those Cadet officers

[17:20] are also functioning as csos so when you think about community service officers that's what we traditionally had here in the city of Edina we've switched that

[17:27] out and replaced that with Cadet office offers and that's very intentional because those Cadet officers are our future officers it's a recruitment

[17:33] program that we designed about 2 years ago we brought online and these are young adults that are going through college and finishing up and when

[17:39] they're complete with that they become officers with us we help offer fur the tuition we also train them on site but

[17:45] they also provide those basic Community Service Officer services in an N inone Field so they're out in those light blue

[17:50] trucks or the blue trucks if you've seen them around they're helping officers out in the field they also help out on accidents they also help out on parking

[17:56] complaints there's a lot of different kinds of calls that they provide those for they're very strategic to have in

[18:01] place because of the challenges that we're seeing in law enforcement there's just not enough people coming into the field to pull in high qualified people

[18:08] to do this work except for this Cadet program and that's what's really got us in a good spot here we'll come back to that too um internally we have an office

[18:15] manager that oversees property our property room so we have a full-time property room specialist and that is a

[18:22] full-time job in of itself because we have a lot of evidence that comes into our property room and we have a lot of EV evidence that exits out we also work

[18:29] with henen County crime lab so we're transferring evidence from our location here downtown to the henen county crime

[18:35] lab and back and forth as the flow of work happens but there's thousands of pieces of evidence that come through that uh through that location through

[18:41] that office uh annually we also have a record specialist and that is for positions and that is also I often refer

[18:48] to that is kind of the the guts of our operation uh we have a tremendous amount of case work Anda case flow and

[18:54] paperwork and uh software systems that are intricately interconnected and so when an officer for example files a

[19:00] report it's not just complete there there's a vetting process there's a review process there's data practice process there's a lot of things that

[19:06] happen with that that flow of work and those record Specialists handle the Vol of that that information that comes

[19:11] through they're also in place to handle a lot of other things like data practice request um records request and things

[19:17] like that we also have our coverage at the front counter so when people come in for copies of reports they want to talk

[19:23] to an officer we have our front counter staff that handles that that call or those those service calls that come in as well now if we shift over to the

[19:29] middle column here under administrative Lieutenant that's overseen by Ryan Schultz that occupies or that oversees

[19:34] our Dispatch Center we have 12 dispatchers we're currently have 11 dispatchers we're in process uh for that

[19:40] 12th position we've never had we have I don't think we've ever been up to 11 we've been up to about 10 and so this

[19:46] we're in a really good spot um which is great news for us and so soon we'll be searching for that 12th position it's a

[19:52] big undertaking to train a dispatcher and get them fully operational so we're happy to be at that point but we need 12

[19:57] dispatchers to successfully operate that we provide service for the city of viina and also Ridgefield and again we'll head on that here in a little bit here on the

[20:03] back end investigations is a big unit for us uh overseen by two sergeants uh

[20:09] they both work during the daytime we have seven General detectives they provide Investigative Services for

[20:14] everything from misdemeanor complaints all the way up to homicide cases very talented at what they do the bulk of

[20:20] their work often times now getting a into a lot more complexities with software investigation cell phone data

[20:25] extraction very complex job but uh they do a great job back there we also have one officer assigned to the uh drug task

[20:32] force it's a it's a henan county task force it's uh comprised of several different agencies from across mostly

[20:39] the southwest region of hanpen County and it's a full force multiplier so that detective works with that group they

[20:45] move around geographically depending on the flow of that case workk they're focused on fentanyl cases that's a big you know thing going on right now but

[20:52] they're also a force multiplier for us so if we ever have a need where I need to bring in 20 investigators for a serious crime it's an excellent way to

[20:59] leverage those resources and bring in valuable officers that can help us out if we're an any need for that but Dan

[21:04] and and D they're working drug cases if they have an in custody somebody's arrested on a traffic stop they get they get arrested for that that detective

[21:11] works that case all the way through to charging decisions and so that's part of their primary focus as well our retail

[21:16] crime investigators you know about them uh We've added two we kind of re re reot that or re brought that back because of

[21:22] some serious things that happened in saltdale about two years ago and so we engage in good conversation with ownership we asked them to provide space

[21:29] and help us pay for those two positions and so we were successful in bringing two retail crime investigators that has

[21:34] been really really good for us out of the shoot uh we were starting to see some numbers dip and they're busy they're every day they're dealing with

[21:40] shoplifting cases people coming and going providing uh services but also networking with the businesses and

[21:46] providing preventative tips and working through that as well so it's been really good for us we have two school resource officers in our high schools and middle

[21:52] schools again those two positions have been very successful uh School resources have been in the news the last couple

[21:57] years for a variet different reasons we never pulled our officers out we work closely with the school district because we are always concerned about having a

[22:04] presence in there because of the national implications around active Shooters and things that are happening unfortunately but you absolutely want to

[22:10] have resources in play in my opinion um and those relationships that we build with our school resources are key to

[22:15] that as well so two officer staff there we have a crime analyst in place and when we go back to our crime reduction

[22:21] strategies the way law enforcement works you often hear about intelligence-led policing so our crime analysts is

[22:27] consistent are constantly digging through crime Trends volume of information coming in he has access

[22:33] access to software he's analyzing that data he feeds it back to our Patrol officers to our Command Staff we set

[22:38] them up in our meetings and we talk about those Trends and patterns that we're seeing that are happening in the ad and also in the geographic area maybe

[22:45] Minneapolis for example and we take that information we provide that for officers so it gives them some direction on what

[22:50] are you looking for every day when you show up for work what should you be doing out there it's driven by that analyst and that crime information

[22:55] that's coming in so he's in charge of those patterns he's also working in investigation so he helps our investigators with case work as well so

[23:02] he gets involved with putting together slides for prosecution and he'll put together kind of the the picture if you

[23:08] will of what happened to lead to that successful prosecution and some of those higher profile more complex cases so

[23:13] he's quite busy and then on the right side we have uh our bread and butter which is Patrol and that's overseen by

[23:18] Dave Vinnie our third lieutenant and um we've condensed this way down but just to give you a snapshot of how our shifts

[23:24] are set up we have day shift and night shift they work 12-hour days on the night shift side you'll see that's

[23:30] overseen by four sergeants e night shift and day shift are split up into a and b sets so there's two different sets so of

[23:38] the forest sergeants two work a two work B and then that breaks down for the officers so on the patrol side again for

[23:44] night shift you see 14 so seven officers on a and seven officers on B our minimum

[23:49] Staffing is five so it's a minimum number officers that we have to have out in the field to satisfy what we call

[23:55] zones we have four different zones and and we can't drop below that so if we have sick if we have vacancies sometimes

[24:02] we have to post for overtime to back fill those positions if we get to that point and we also have a minimum of one Sergeant for each of those uh shifts as

[24:09] well so we we have a cushion of about two and I'll come back again and talk about you know why do we have vacancies

[24:15] or shortages there's a lot going on with training FM La leave uh you know all

[24:21] vacation requests and so we have to have that buffer in place so we can accommodate and provide that for that time off but this is how we arrive at

[24:27] that number that you see here on the organizational chart so this table uh just kind of digs

[24:33] a little bit further into some of the the basic requirements and the things that we do from a statuto or quality of

[24:40] life standpoint kind of the the absolute needs that we have to have and some of the breakdown of the quality of life I'll go through these pretty quickly but

[24:46] the first two are pretty obvious law enforcement emergency response and so that's by statutory requirement that's a

[24:52] core need that we have here to provide uh resources and keep uh the community and city of Ed safe we everyone 911

[24:59] dispatch Center here provides dispatch for police Fire EMS and also for public works when needed and that's a

[25:05] requirement obviously we have to provide that service it's key to point out that we have a cost offset because we partner

[25:10] with Richfield they provide money they pay us for the service as well so that was something we negotiated in when we have our new new CAD software installed

[25:17] U which has been great for us we also have uh the traffic safety and enforcement side of things so that's

[25:23] more of a quality of life we talked through that a little bit about when why we want that I also like to point out the number one complaint complaint that

[25:28] we have here in you probably know speed and traffic for us and so we're feeling

[25:34] those complaints every day um so there is a need to have that traffic safety in place to provide that service back to

[25:39] the Community Mental Health response and social work has been uh really big because the problems continued to grow

[25:45] over the last 5 years it continues to go like this right for a variety of different reasons I I reflect back on Co

[25:51] the impact that that sat on people and mental health cases have gone up but 911 uh police and fire still respond to

[25:58] those cases and so we then as you know went in about a year and a half ago and then redesigned and created the

[26:03] alternative response team and that's been just fantastic for us out of the gate we partner with Richfield we partner with our fire department we have

[26:09] a a paramedic on staff we partner with henpen county social worker and we have our staff on site and that unit response

[26:16] those 91 calls for mental health cases that come in and what it does for us it allows the officers maybe to pull back just a little bit because they don't

[26:22] need to go to everything but it allows the really trained professionals to come in and Tre and understand maybe what

[26:27] resources somebody might need so might not require full-on an officer paramedic firefighter presence but they then can

[26:33] help kind of triage with the situation might present itself as and then kind of find the right remedy they also go in

[26:39] absent those animal calls on the back end and they also provide follow-up care and so if somebody is calling 911 quite

[26:45] a bit they're a high user of 911 services they will track that they will go in and then they they will have

[26:50] conversations and do follow-up care and then just continue to work with that patient just to figure out what can we do to offer help so we can start to get

[26:57] people out of out of the position of calling on one when they're in crisis kind of in other words trying to help and treat with whatever issue might be

[27:03] going on absent those stressful moments in time uh we were just asked to speak at the uh Minnesota state chief's

[27:09] conference on this topic because we're being viewed now as really just being in the Forefront of this work on the law

[27:15] enforcement and fire side of things in this region of henen County so that's a credit to the work that they're doing here but that's been really good for

[27:21] us Emergency Medical Services we have a great paramedic crew here uh just to point out police also go respond 91

[27:28] calls we go hand inand sometimes we get there right away sometimes they get there about the same time but we work together and coordinate those Services

[27:35] we've talked a lot about the the great quality care that patients receive here and our response times are are really

[27:40] really fast here because of having that presence out there uh in the field crime prevention and analysts uh crime

[27:46] prevention again is key for us I talked a little bit about that crime analyst I'll skip over that because we've covered that and an animal control we

[27:53] get a lot of those calls that come in so we have our CSO and our Cadets that handle those animal calls that come to

[27:59] us bar talked about our school resource officers and it's a quality of life it's not an absolute necessary need however

[28:05] again going back to the work that we do in those schools I think it's key right to maintain those relationships work

[28:11] with the youth have a presence on site uh we have a great relationship with the school district and it's been going

[28:16] really well criminal investigations is absolutely required I in fact offer that it's getting more and more complicated

[28:22] we're really tasking our detectives with a lot of work these cases are getting more complex I used to be a detective many many years ago

[28:28] and I operated under a pager system and that was about it now everything is in these cell phones we have specialized

[28:34] software that pulls and extracts data out uh link analysis we're using software like we never used it can take

[28:40] time and it creates volume but you need to do that work for successful prosecution so the duties and the responsibilities of this position uh are

[28:46] getting more complex and we've had success we've had some high-profile stuff here happen uh but we've been you

[28:51] know credit to our detectives have really been knocking out of the park they come back and we've made arrest and we miss successful prosecution again

[28:57] that's a crit to the work that they do really talented people there Community engagement again that's a quality of

[29:02] life piece uh but super key towards building back that trust that we uh so desperately need jcpp we've worked with

[29:09] hennipen County partnered with them Jessica the laa comes to us from hennipen County they pay for a percentage of her salary we pay for a

[29:16] percentage of her salary and the work that she does is fantastic so if you've heard about circle of discipline as an example uh she's into the schools

[29:23] working with kids bring them into the circle discipline work in South minneapol and then has a a bus system

[29:29] set up to bring those kids in for programming uh working outs and training and mentorship and things like that so

[29:35] it's that kind of work for kids and our youth in particular that really is opening the door to understand what law enforcement is about because we're

[29:41] strategic and we have officers involved with that so again it goes back to the building and Trust special events in

[29:47] planning security uh all the events that we have here we along with fire or worked very closely on that planning

[29:53] work uh thinking about instant command uh pre-planning those events and having Staffing there that was a change that

[29:59] Andrew and I made about two three years ago to really beat that up to make sure that we have the right resources in

[30:04] place and if we ever had a significant event that we're prepared to handle that and so that's a big function of all the work that we do data practices I think

[30:12] people underestimate how many data practices we get in law enforcement alone Sharon gets a lot and we get a lot

[30:18] uh but it's every day and when you think about body cameras uh that's a game changer too all that data that sted on

[30:24] the body cameras and information coming in that was a big request and requ reement for agencies to do that but it

[30:29] comes with extensive data storage and also uh following through with the requirements of data practice and so we

[30:36] get a lot of those requests every day we have to satisfy that or work through that so when we think back to our record staff that's a bulk of the work that

[30:42] they do as well as satisfying that requirement cgis compliance we were closely with it we have an IT specialist

[30:48] that works in our office in fact we have so much work going on that it's dedicated because we need a full-time law enforcement specialist we have a

[30:54] number of IT staff come through but every day we're working with it to help us out with our squads camera systems

[31:01] CJs requirements a lot of technical data later on um but it's an everyday task

[31:06] that we had to satisfy with the state we already talked about property evidence and management staff training and

[31:11] certification is absolutely required uh our requirements to uh increase our training have grown in the last two to

[31:18] three years uh just to give you a snapshot per year for officers in particular we do about 32 hours of

[31:26] minimum training to satisfy those requirements per year so those are 32 hours of applo officers off the street

[31:33] they're in the classroom setting but that's just the minimum requirement so that's defensive tactics that's first

[31:38] aid those kinds of things firearms training but uh what we also have is

[31:43] other training layered on to that so if you're an officer that wants to be on a SWAT team then you have to go to a week school to train up on that and then

[31:50] there's ongoing training as a requirement of that if you want to become a detective we'll send you to a weak school for that if you want to be

[31:56] an investigator and have special School uh training and interviewing tactics is training for that so there's a lot of

[32:01] layers to training and it's well about 32 hours per week for each officer myself included I have to go to you know

[32:07] Management training for example too so again that's just another example how officers are pulled off their shift to satisfy those requirements but that it's

[32:15] quite intense so this slide covers some cost drivers and other important information

[32:21] uh significant change over the past 5 years is again that statutory and regulatory requirements another one I

[32:26] forgot to talk about deescalation training right uh diversity training as an example these are State mandates we

[32:32] are already practicing this stuff but it's expanded that workout and the requirement for us to participate in

[32:37] that is uh worked its way into the fabric of state law as well so increased cost for training

[32:43] certification equipment all those costs have gone up um equipment's a good example of that tasers uh axon's the

[32:50] owner of that of that product it's necessary in the field because it is a less lethal tool that we have available

[32:56] to us and it's been proven to work but it's expensive to pay for that it's on a lease typically and you have to change

[33:01] those things out because the technology changes every couple years so that's true for most software and law enforcement is you're constantly

[33:06] evolving that technology new things are coming to Market and it seems like every couple years you're having to replace that out and so it creates these

[33:13] increased cost and equipment that we see across the board true for squad car cameras I always go back to body cameras because that became state law and it's

[33:20] so expensive to run those body cameras and a lot of people wanted that but then a lot of people unfortunately think about the cost associated with it and so

[33:26] here we are we have to pay for this but it's a cost driver for sure public perception expectations right uh law

[33:33] enforcement has been front and center in the conversations that we've had across the board for the last X number of years rightfully so but the expectations are

[33:40] high and the perceptions kind of you know toggle back and forth on that so we're always driving towards excellence

[33:45] and we're always trying to meet those expect expectations the best we can Community growth here we talk about the

[33:51] business Community daytime versus nighttime and so right our population grows we're going vertically here and so

[33:56] those calls continue to increase the types of calls that we're dealing with are more complex and so it's just again creating more volume here for us

[34:02] in the city of viyo and again an increase in mental health and crisis response is continuing to grow high rer

[34:09] and retaining the best people that's the biggest thing I talk about all the time and I have been talking about for last several years uh we not fully satisfied

[34:17] or realize our true Staffing where we should be and again that goes back to that just are not enough candidates coming out of the pipeline from the

[34:23] college system and so uh our targets are not quite realized yet um but it we're

[34:29] getting there we're in a good spot this year so we have eight Cadets of the eight Cadets five are anticipated to

[34:35] finish their schooling this year so we anticipate that they will back fill our current vacancies and we'll be in a much better position this year than we have

[34:41] been in the last probably four to five years um it takes about 9 to 12 months

[34:46] from the point when you post a job to actually go through the interview process go through the background psychological review hire them up train

[34:54] them takes we go through like a twoe Academy here didn't about on patrol or what we call fto so one off senior

[35:01] officer is paired with the new officer and it takes about 9 to 12 months to kind of get to that completion point

[35:06] where the officer is by him or herself out on the street running a squad car effectively so it's a long time so when

[35:12] you run short if you lose people or people retire it gives you a sense of how long it takes us then to kind of

[35:17] bring somebody back online if you're dealing with three four five people at a time it can be challenging so again we're focusing our

[35:24] efforts on our Cadet program uh we got to continue to leverage that and Dev help that out Scott and I work together

[35:29] Scott allowed me to bump that up just a little bit cuz we were V you know short on our officers so normally our staffing for csos was sitting at five but we got

[35:36] that up to 8 because if you don't get that Talent when they're coming out of the college or they're actually in the college system you lose them because

[35:42] it's so competitive out there so you got to grab on to them get them in house start to work with them get them

[35:47] understand your culture we provide a level of Officer training alongside they love it but we get to know them and they

[35:53] get to know our organization it's just been a hit I've been used to been dealing with it for 15 20 years but this

[35:59] focus and how we position ourselves has never been more important than again in the last 2 to 3 4

[36:04] years uh we have to have the Staffing for in law enforcement mostly it's people right we have to have the cops out there and so we have to have that in

[36:11] play so just so we can anticipate the community growth the continued stressors the continued pressure points and just

[36:16] be there ready to provide the best service that we can so again a little bit more on the

[36:22] cost drivers and just more information just to give you again a sense of uh some restruct that we did uh we switched

[36:29] so we used to have officers in charge 247 Sergeant coverage uh before I came

[36:35] and so one of the changes that I made was to uh take a couple Patrol officers and then add a couple sergeants into the

[36:41] ranks that's how we arve at the E the officer in charge model was fine and it satisfied things years ago but when you

[36:47] have an officer that's got two or three years of service on and is expected to run the shift at night I always refer to

[36:53] them as the chief at night uh that can lead to some problems because you just don't have enough experience to do that

[36:58] when you're up against a major city as well you just have things that are happening in my opinion in my experience

[37:04] you have to have sergeants out there 2 minut so that's why we made that change and we have a minimum of one Sergeant on

[37:09] any given time 247 so that's been good for us get the leadership out there be able to train up younger officers be

[37:16] ready be present for anything that might happen Mental Health Services uh including our embedded social worker

[37:22] alter response team so just a reflection back on what we used to have we've had for the last four years and embedded

[37:28] social worker her name is Donna she's great she doesn't necessarily travel too much outside of the building she comes

[37:33] from hen County she works more on the internal case management so those cases come into her she works through that

[37:38] she'll connect back in with people provide resources and the difference now theor of response team is they're 911

[37:44] ready and they're responding to those 911 calls so it's the team that goes out into the field they all work together they're now in the same office they

[37:51] communicate they identify patterns and Trends and they work together but now with both up and running it really gives

[37:57] us a robust program here and help with that issue uh Community engagement joint

[38:02] police partnership jcpp again that's something that we brought on a couple year and a half ago we have our Mac

[38:08] Group out of that our Multicultural advisory committee and they're key because there are I would say more of

[38:13] our informal leaders in the community that represent different diverse populations within the city uh they've

[38:18] been this thing has been going on in henen county for 20 years we brought it in year and a half ago we have really good leaders that we meet with on a

[38:24] monthly basis and we talk about things that they're experiencing in the community and all that again is going back towards trust and so people uh that

[38:31] compris of that of that group that talk to us and give us information about what they might be experiencing we then can

[38:36] feed that back to our officers and vice versa and share back and forth what's happening we talked about the cadat

[38:42] officer program already I'll skip over that and then lastly I'll talk about fiscal responsibility and the eye that

[38:47] we have towards when we think about adding programs and then leveraging resources want to identify a couple of

[38:53] things here CU I personally like to negotiate and get into contracts with people help us out financially so we've

[38:59] done that in the last couple years so we have cost sharing Partnerships with the den high school so our school resource

[39:04] officers they pay for percentage I think it's 60% of the salary of those two officers right and so it's negotia and

[39:09] that's in contract and that's all year long and so it's a great uh connection and a great relationship and partnership

[39:16] we have those detectives are in the school they also help us work cases here for the city if something happens away

[39:22] from school they can go out into the field if they need to but 99% of the time they have to be at the school on

[39:27] site there they're also the eyes and earss so if we have something that happens in the school it takes a minute

[39:32] for people to call in one but when you have an officer on site that can just get on the radio and ask for help it

[39:37] makes it likely you know the response time even that faster Southdale Center when we saw the problem we had the

[39:42] problem a couple shots fired events here about two years ago we met with management we had some really good robust conversations about how security

[39:49] needed to improve there and we offered up uh how about we have more of a visible presence in the mall with

[39:54] officers in uniform because we're just seeing more violence unfortunately than much area and we don't anticipate that slowing down anytime soon so they agreed

[40:01] to that uh they gave us the space it got better and then um they are also paying for a percentage of those two salaries

[40:07] for those two officers and then the city of Richfield as I indicated before they also pay for a portion of uh dispatch

[40:14] services anden county again helps provide uh funding for our embedded social worker our jcpp lays on uh about

[40:21] 60% I think for those FTS as well when we think about cycling uh equipments I used to over oversee uh squad car fleets

[40:29] back years ago and one of the things you want to focus on is you usually want to look at a vehicle a squad like a patrol

[40:35] vehicle in a fleet for about 3 to four years if you get above 60,000 mies or more than that you start to increase

[40:41] your risk because you're driving in emergency manners right and so that's kind of the threshold you look at but

[40:47] with that said what we typically do is we'll recycle a car down so when it's done after three or four years we'll

[40:52] push it down to our csos or we'll push it over to a different division so we can continue to maximize cycle of that

[40:58] vehicle or we'll hand it off to a different department and then they'll use so sometimes that's why you'll see kind of beat up unmarked squad cars with

[41:04] the markings taken up it's just being repurposed but we try to maximize the life cycle of that vehicle and again

[41:10] we'll continue to do that work over the next couple years we also utilize state and federal grant funding to the fullest

[41:15] extent that we can uh we are getting money from the auto theft task force or the auto theft group out of the state uh

[41:22] that is uh money and funding that helps us fund a partial investigator and also equipment so if you think about the

[41:28] flock cameras that we have uh the License Plate Reader they're help they help partial fund that uh that software

[41:34] out there IC poet is a grant opportunity that came to us this year the state is offering funding to take it's a pathway

[41:42] program so somebody that's uh currently working in a career non law enforcement this program allows for us to do a

[41:49] posting uh get somebody in the door that wants to do a career change and then this state funding will pay for the

[41:55] education for that person uh full-time while they go to school they don't have to be here and then when they're done

[42:01] we'll make an off make them an officer with our department and so that's funny that we're getting from the state to do that and we have somebody identified and

[42:07] we have somebody on our payroll that we're taking on right now we're just getting them set up for the for the back end of their college career so on about

[42:13] three months we'll have that person on as an officer so that helps us feel the void too and we loveage G crime

[42:19] prevention fund you know that they're a fantastic nonprofit organization that receives donations uh I've talked to

[42:24] them personally about uh next couple years we might have to tap on you guys a little bit more to help us out with some funding opportunities as we talk through

[42:30] the budget kind of stuff here but we'll we'll work with them and ask them to help fund some things the License Plate

[42:36] Reader Technologies is one of the better examples we went to them asked them to help kind of start up that program and get about 10 cameras out in the field we

[42:42] had success with that and they front loaded that and then we've moved that into our budget here for the remaining

[42:48] years so I just want to point out that we're constantly doing work to ask for help other help besides our traditional

[42:53] budget process as well okay that's

[42:58] is that for police I've left you with one minute to ask questions sry about that go ahead I have a a request when

[43:05] you so this is great going through the the structure of the service it would be great for all of

[43:13] these um at some point this could be in March right for the retreat that you go

[43:19] through and whatever recommendations you are

[43:24] making tell us what it will what it'll feel like here's what you

[43:29] will experience and so I'm not necessarily talking about quality of service but just tell

[43:36] us this is if we make that change here is what you're going to notice here's

[43:41] what you're going to feel here's what you're going to experience and quality of service is part of that but I want a

[43:48] a little broader view um for whatever changes we're expecting

[43:54] orje that will make sounds good yep I really appreciated the

[44:00] slide where you had the five items that drove cost and one of them it might have

[44:07] been articulated a little bit differently but population growth was one of the factors and as I sit here and

[44:13] I listen and you know hear about all of the services that are provided um my

[44:18] biggest concern in terms of the budget is that we are driving up um population

[44:24] and this has to do with our policy which is our purview and um just thinking about some of the

[44:31] way that we are not embedding relevant information makes me incredibly nervous

[44:36] and I know we tend to do it project by project and so we'll say oh this project is not going to require another

[44:43] full-time officer but yet it's going to contribute to your workload and so I do

[44:49] really appreciate the fiveyear span that you reference and it would be wonderful

[44:54] for the March meeting if we could have some data as to to just how much more

[45:00] work we had put on both fire and police in terms of increased

[45:05] population um cuz we can't talk about service and maintaining it without

[45:11] acknowledging that reality all right to keep us on schedule

[45:18] I'm going have to turn it over to you Andrew perfect Todd said age before Beauty so he went first and I'm

[45:25] next uh and thanks for finishing on time I'll keep I'll try to keep us on track too uh this is the fire department

[45:33] you're going to hear about the fire department tonight um Todd kind of explained the the difference with the

[45:38] percentages and where they're assigned to um that with fire beam 14% Building

[45:43] Inspections kind of covering themselves at the fees that are charged for inspections and associated with uh the

[45:49] permits and then Public Health uh with 1% of the a little over 1% due to a lot

[45:55] of the funding that comes in as part of our community health board on the there's 71 full-time employees that's

[46:02] what that Mark uh that Mark is and the items that you see in black those are

[46:08] very similar to other cities you can go to many of the cities and have very similar Services the ones in green and

[46:14] there there are more of these we didn't list them all um but the ones in green are really unique to

[46:19] Edina Ambulance Service were the only fire-based Ambulance Service in henan

[46:25] County um the Task Force One we'll talk a little bit about that as we go through this our training facility which we uh

[46:33] supervise and oversee Organics recycling management rental inspections uh that

[46:38] we're doing here that those aren't only unique just to the city but they certainly aren't in every single city of

[46:44] our comparisons um and then residential Redevelopment coordinators so I just point those out at the start of

[46:51] this this is the divisions of our fire department I always say our fire department is more than just a fire

[46:57] department uh we have our Building Division our fire operations which includes the big red trucks but also

[47:04] ambulances uh our fire prevention division which is all of our community risk reduction and our inspections

[47:10] towards uh specific to Fire and Fire Safety uh fire training and EMS training

[47:16] Associated just like Todd mentioned with police many standards that we have to keep all of our staff trained up to our

[47:22] Public Health division which means we have a Community Health Board we'll talk about one of the four cities that has

[47:29] that in the entire state of Minnesota and then our training facility uh when we break out our staff

[47:36] I know one of the things that I heard through this last year is there's you know 71 people that means you have 71

[47:41] firefighters the breakdown is not that um the breakdown is what you see in front of us here where there are 16 of

[47:48] those full-timers that are assigned to our Building Division 47 of those are assigned to our fire department 36 are

[47:56] probably what you think of when you hear fire department those are the 24-hour staff dedicated to Emergency Response

[48:04] 24/7 uh there's six captains and 30 param firefighters three shifts of 12

[48:11] fire inspectors there's three of them uh the Chiefs including myself so running the administrations of each of the EMS

[48:18] training fire prevention the different divisions there's five total Chiefs um

[48:23] the administrative assistant that assist in getting uh all that work done and are probably two of the most Mo

[48:29] important people for the fire department and then the Minnesota Task Force One administrator this is a chief level

[48:35] position paid for by the state of Minnesota that we have here right in Indina because we're the fiscal agency

[48:41] seven employees assigned to our Public Health division to carry out all of the statute requirements of a Community

[48:47] Health Board and then one full-time employee that uh is the executive

[48:52] director of the training facility and oversees other part-time staff but this makes up full-time only

[48:59] employees now we're going to go through service lines um and just the different Services I'm just going to start with

[49:06] you can probably put best practice quality of life you know all these things in every one of these fits into

[49:11] one of these so my theory for this is if it is not required by law but we've done

[49:17] it it's a past practice if it's required by law but we're doing it locally I

[49:22] believe that's a best practice so that's what you're going to see the breakdown as we go through this this um say that

[49:28] again if it's state state statute required um and we're doing it locally

[49:35] here as a city I believe that's a best practice so there are things that uh the

[49:40] state does that we can do locally an example that might be a Minnesota

[49:46] Department health inspection a state inspector can do the same inspection or

[49:51] they can delegate that inspection to the city V staff we get compensated to do

[49:56] that inspection and we are much more aware of the local impacts of that same inspection so what ordinances apply to

[50:03] it um how that how that building functions within the city so I believe that is a best practice if it's not

[50:10] required by Statute but we do it I believe that's a past practice or something that we've

[50:16] done as a city and and the policy makers have decided that's important to our residents and so that's how that is

[50:22] broken down just with with my view of this so that's going to lead to kind of

[50:28] maybe an aha moment for us the fire department is not required in the city of viina there's no State Statute that

[50:35] requires you to have a fire department um that is a that is a local policy

[50:41] decision to staff your fire department which leads to a lot of the questions of why is there so much disparity in fire

[50:47] response across the state of Minnesota some states have a requirement saying you meet this population level you have

[50:54] to have this many firefighters minnesot is not that they say the local elected officials will make good decisions on

[51:01] how you staff and prepare Your Response Ambulance the exact same way uh there is

[51:07] no State Statute that requires you to have an ambulance service uh there is a state statute that says if you have an

[51:15] ambulance service it will be in this exclusive operating area that's called a primary service area Edina owns their

[51:22] primary service area but all of the response associated with that just means

[51:28] um that we we dictate how that response is it says you have to have an ambulance

[51:34] and you have to go when someone calls but it doesn't say how fast is that same day service or two minutes um so there

[51:41] is no State requirement the city of Indina could say we don't want a fire department and we don't want an

[51:47] ambulance service and everyone good luck it's not practical but it is actually a state statute or it isn't a state

[51:54] statute so it's not required um fire prevention and inspections this

[52:00] is an industry standard to to me this is a community risk reduction this says let's get proactive about uh fire

[52:07] prevention uh if you look at the history of fire prevention there were many disasters in the country that now fire

[52:15] prevention has reduced the risk for individuals they try to get ahead of these it's a lot better to prevent them

[52:21] than to respond to them after the fact in my perfect world we do the same thing with EMS prevention trying to get ahead

[52:27] of these problems that that exist um but fire prevention is an industry standard now um at the at one time it wasn't it

[52:35] was just we're going to respond to the incident um but that's a service we provide the fire department training and

[52:41] safety there is statute requirements if you have a fire department you must train to this level and so some of those

[52:48] are federal and state requirements to license firefighters to make sure that they have the minimum qualifications to

[52:55] do that position and then the continuing education especially for our department uh for

[53:02] paramedicine and fire response I talked a little bit about Minnesota task force

[53:07] one that is the state's Urban search and rescue team um this is an internal policy for us because we are the Fiscal

[53:13] Agent we're also the uh it's a decision the Council made to to be a host Agency

[53:20] for the state so we have a truck uh equipment and and 18 team members that

[53:27] if there's an incident in the state of Minnesota they would call On Us Edina Minneapolis St Paul Dakota County and

[53:33] Rochester are the five agencies that make up the State team so there's 200

[53:39] members total um and Edina is one of the agencies that has this vehicle because

[53:44] we have it we have the the immediate access to that equipment on it we can utilize it we train on it and we have

[53:51] staff that are better trained because of it that was a a policy decision that the Council made uh to support this in

[53:58] addition to that we're the Fiscal Agent for the task force one so that is a joint Powers agreement of uh all the

[54:05] cities involved and the state of Minnesota reimburses those agencies to

[54:11] have this equipment and staff and and respond to the entire state of Minnesota um that's a a position that benefits the

[54:18] fire department and the city because the task force administrator is uh administers this

[54:25] team and is located here in the city of Vina so they are involved with all the discussions at the state level uh in

[54:30] shaping the team making sure all of our members are are better uh are better equipped and able to respond to any

[54:37] incident across the state of Minnesota um Emergency Management is the

[54:43] sorry I skip one fiscal Agency for the training facility I talked about the South Metro Public Safety Training

[54:48] Facility you are are are all well aware of that facility in the city of Edina we

[54:54] are the fiscal Agency for that that facility as well it's a joint Powers agreement of the multiple cities and and

[55:01] Metro Airport commission that are a part of it and then we oversee it supervise it have additional resources through

[55:09] Finance HR Etc that help run that facility um I think that's a internal

[55:14] policy that's very important because it benefits Us by having in our community Todd and our staff can go down there U

[55:22] still be in the city and able to respond and get really top-notch training for

[55:27] for all the public safety disciplines and then can I just wanted to say fiscal

[55:32] agency one of the keys to fiscal agency is p and her team right they're doing they're paying their bills they're

[55:39] counting their money uh they go to meetings and make presentations about uh Financial condition and we're doing that

[55:46] not only for task force one and the training facility but also for South Metro uh cable commission Southwest

[55:54] cable Commission um Emergency Management this is the

[55:59] again a best practice you should have an emergency management you you have a county level a state level a federal

[56:05] level and then locally so the fire department there's not a position assigned to it um by by technicality the

[56:12] fire chief is the emergency manager here and so we work through uh having localized plans if there was a major

[56:19] catastrophe in it's very likely to be in bigger impact than just the the 16

[56:25] square miles Dina have bigger countywide impacts so we start and have additional

[56:31] support throughout this from County state and federal support as we go through an

[56:37] incident um we're going to move into the Community Health Board and this is this is a really important takeaway this is a

[56:45] statutory requirement if you choose to be a health board so if you choose to be

[56:51] a Health Board which there you the city of Edina is one of four cities in the the state of Minnesota udina Richfield

[56:58] Bloomington and the City of Minneapolis is City of Minneapolis are the only four cities that have a local City Community

[57:06] Health Board every other Health Board in the state of Minnesota is a County Board

[57:12] why do I think this is a best practice because it gets you local decisions around benefiting your residents the

[57:19] city of Vina uh made this decision uh many years back this decision goes all

[57:25] the way back to having a a health impact in the 1800s but this statute Minnesota statute

[57:32] 145a says if you are a city and our in our community Health Board you have to meet these six requirements and it lays

[57:39] out what this Community Health Board has to do this is a council policy decision to to be a Community Health Board and I

[57:46] think it's benefited the city of udina because of it um as we go through this you can see here now many of these items

[57:55] are statute required because we're a Health Board uh I put a best practice

[58:00] here because again we're administering that locally um we have many examples and we can go into that in March if you

[58:07] choose to of what happens just the farther you get away from the problem the less you care about it and so we

[58:13] have local individuals City VD employees who are very passionate about making sure that residents are taken care of

[58:19] and uh taking care of these State statutes so food pools lodging licensing

[58:25] and inspection is done done here by our Public Health division um Public Health nuisance investigation and

[58:31] enforcement local public health services and foundational Public Health Services Grants so many of these have Grant

[58:38] resources that come through um from state and federal dollars that that

[58:44] reimburse and support these services but this is an example of a few services that are State Statute required because

[58:50] of our decision for a Community Health Board um just moving through to the next

[58:58] services that are all associated with our Public Health division uh the emergency preparedness Grant the

[59:04] sustainability Grant and then the covid-19 response Grant so again funding sources associated with this to meet the

[59:11] state statute requirement if we didn't have a Community Health Board These funds would go to a different Community

[59:17] Health Board to to have these same Services administered for uh Edina

[59:22] residents all those are a best P practice and I'm and miss the CDC infrastructure Grant service but that's

[59:29] why you see the lower impact of our Public Health division with only 1% of those Services um that that are really

[59:37] aren't covered by grants or associated with dollars that that come into our community health

[59:43] board moving into uh some other other quality of life measures with public

[59:50] health um multi-unit parking garage licensing and inspection doesn't sound

[59:56] like the best job to go out and inspect parking garages but I can tell you the impact of those inspections are very

[1:00:02] important to our residents a parking garage just like all of our garages is probably the last thing we care about

[1:00:07] and are going to invest in and it has a lot of impact to Residents and so we have a service here in the city uh which

[1:00:15] is a past practice but really associated with risk management to inspect these to make sure that they're structurally

[1:00:21] intact that the the facilities are taken care of and it will prevent further harm to Residents that are that are going uh

[1:00:29] that are living in these properties or or visiting these properties with air quality safety parking structures and

[1:00:35] and H with parking structures that have attached to housing units um those are

[1:00:41] funded completely by license fees property maintenance code and enforcement this is a quality of life

[1:00:47] measure um I put this as a council policy and really an industry standard I think every Community around has code

[1:00:54] enforcement Property Maintenance of some kind uh this a difficult job a difficult

[1:00:59] service for uh our public health staff that just work through the different challenges that people have interpreting

[1:01:05] code applying it to people really you know neighbors and working through

[1:01:11] challenges so uh the property maintenance code enforcement is standard

[1:01:16] um and a standard Municipal practice for kind of maintaining these structures and a practice we do here through Public

[1:01:22] Health body art licensing and inspect ction this is statutory required a best

[1:01:29] practice it is funded by City fees if we chose to not do this service uh someone

[1:01:34] in the state would come do this inspection and uh and I believe that it's done best here locally with our

[1:01:41] staff um the opioid settlement funding services this a stream of funds that was

[1:01:48] uh part of the settlement for the the opioid pin or epidemic and so these

[1:01:53] services are re re ired to be provided with the finances that that were uh part

[1:01:59] of that settlement and it's something that our Public Health division works through a collaboration to to administer

[1:02:05] here locally tobacco licensing is a statutory requirement industry standard

[1:02:13] and Municipal licensing kind of takes care of that in in collaboration with the PD they make sure that those licensing and all the facilities that

[1:02:20] that sell those tobacco services are compliant with State Statute and then a

[1:02:26] newer to the public health division but but um maybe a little bit more noticeable now is a cannabis lowd do

[1:02:32] hemp edible registration and inspection there's a big change with this and and

[1:02:37] you guys have been a part of that conversation but this lowd do uh requirement is is a statute requirement

[1:02:45] it has licensing and inspection associated with it and our Public Health division carries that out along with the

[1:02:51] next steps of that new licensing process with the state uh the state's changes around cannabis and and uh and

[1:03:02] THC um still in the public health realm is our cannabis sub substance use

[1:03:08] prevention Grant so grants associated with uh it's a statute required because of uh the Cannabis uh cannabis licensing

[1:03:17] so we use uh the funds to to help train educate and make sure the residents know

[1:03:24] about cannabis and substance use prevention and then res residential res

[1:03:30] residential recycling program management uh quality of life this is a county

[1:03:36] requirement the county requires each City uh to offer services uh we have

[1:03:42] this as a quality of life and kind of a council policy because we've made a decision to to manage those Services we

[1:03:49] could make a decision to say it just has to be offered uh the Council made a decision uh that we're not only going to

[1:03:56] offer it we're going to make sure that it's done correctly and so um that is the same thing with our Organics

[1:04:02] recycling program management the council uh the S the County ordinance 13 requires this from a city to be offered

[1:04:11] uh we made the decision to say not only we're going to offer it we're going to make sure that it that it's done here

[1:04:16] locally and then uh billing inspections although it is a huge impact in the city

[1:04:21] with the development and all the the remodeling and permitting uh it only gets two lines here and that's a

[1:04:28] statutory requirement um it's a best practice because if we chose to not have

[1:04:33] a building inspector the state would accomplish this they might actually turn us away if we said you got to come doy

[1:04:40] dinas because it's a lot of work but um it is a statute required and we're doing

[1:04:47] that locally which again I believe is the best practice we're designated to have Municipal inspections and the

[1:04:54] administration of this inspections that are conducted uh are paid for by the by

[1:04:59] the permit fees associated with that work uh a very unique position and one I

[1:05:05] don't think you're going to find in any other city is the residential Redevelopment coordinator the challenges

[1:05:11] that you all had experience with uh residential Redevelopment uh were many

[1:05:16] and plenty and uh and we made a decision here as a best practice to put a staff

[1:05:22] member put a human involved with this to help carry those conversations set expectations and really assist with that

[1:05:29] residential Redevelopment because of the impact it has on uh the person redeveloping the developers and the

[1:05:36] neighborhood and so that position is is unique to Edina but one that has uh has

[1:05:41] really been impactful to all of those involved uh cost drivers and another

[1:05:48] important information so um you're going to hear me talk about the fire department service response policy and

[1:05:55] you know we have a fire department Staffing study and we have a station study and during our discussions uh last

[1:06:01] year many people said we have a good fire department we have a great fire department and I agree 100% but really

[1:06:08] how do you define that because each one of us is going to answer that differently um what I believe a fire

[1:06:14] department service response policy will do we'll be able to set that expectation of this is what we believe good is and

[1:06:21] answer that question good is customer service but it's also expectation of service and so we can we'll talk a

[1:06:28] little bit more about that as we get to our recommendations um just like the police

[1:06:34] hiring remains a a big important not only cost driver um but an important

[1:06:40] factor that we have to make sure that we're ahead of uh the fire the fire service in Minnesota has not had a lot

[1:06:47] of full-time uh staff up until the last 5 or 10 years um I just told someone I I

[1:06:54] walk uphill both ways just like my mom and dad did but when I tested in 2013 I

[1:07:00] sat in a room of a 100 people just to test to get an interview and now we have open interviews a candidate pool that is

[1:07:07] a lot different than it used to be which makes hiring much more challenging an experience reduction a candidate pool

[1:07:14] reduction and the same challenges that we've saw police um are are coming to a

[1:07:19] fire station near you so those challenges exist with the length of time

[1:07:25] it takes to train someone up to get someone here with less experience put them into a system uh that has high

[1:07:32] demands and high requirements of our staff and then when one person leaves just the timeline to get another person

[1:07:38] in costs us overtime and backfill and so that is certainly a cost driver and an

[1:07:44] important information you should all know Capital expense escalation uh it's not a surprise if anyone's been reading

[1:07:51] the news for the last few years but the escalation in price is uh is overwhelming at times unbelievable at

[1:07:59] times but apparatus station and Equipment are expensive um our

[1:08:04] ambulances engines Tower are all very expensive Vehicles they're expensive when we purchased them in 2019 they're

[1:08:12] expensive to replace in our 10-year replacement cycle um the the engines we

[1:08:17] purchased for 754 th000 that same engine today is 1.2 million the latter truck

[1:08:25] was purchased for 1.2 million that same ladder truck today is 2.2 million and so

[1:08:31] the the cost impact of that is is really hard to pallet it's really hard to prepare for um but we are doing our best

[1:08:38] to try to figure out alternative Solutions just knowing we don't have to have fire trucks but I believe that we

[1:08:45] all think that we should and so how do we just make the best of of the those facts knowing that the cost drivers are

[1:08:52] really out of our control um value alignment this goes with quality of life versus overall

[1:08:58] service expectation uh it's important to me to meet the council's needs I think

[1:09:04] it's important for the council to meet the residents needs for service expectation the quality of life survey

[1:09:10] is a very proud survey for me it says we're the number one out of 300 fire

[1:09:17] departments um as far as Ambulance Service and I believe that I've told Scott more people interacted with our

[1:09:24] fire staff out in the community at public Ed events and at the grocery store as they're getting meals for their

[1:09:31] day then called the ambulance when they took that survey and so I believe our

[1:09:36] customer service is very high I'm proud of that survey which talks about customer service um I think we need to

[1:09:42] make sure that our overall service also meets those same needs with a discussion that we can have uh what other

[1:09:48] environmental impacts in climate change these are drivers of Public Health initiatives as this changes around us

[1:09:56] our Community Health Board is in position to to address these get ahead of these and really try to look at those

[1:10:01] Environ impact environmental impacts and what they what they have uh for overall

[1:10:07] impacts on our community and residents uh Community engagement you'll hear me talk about Community risk reduction um I

[1:10:15] think when when council member R when you talked about what is the impact of this with every single building and the

[1:10:22] change of of Aging population um the change of structures inside of

[1:10:27] here all those have impacts to service and so and Community risk reduction

[1:10:33] going with that so how do we reduce that risk get ahead of these problems uh and that is something we're always going to

[1:10:39] be looking at through Community engagement um operational customer Staffing or infrastructure impacts um

[1:10:46] this increased volume will happen where we're seeing an increased volume where

[1:10:51] an ambulance is the choice before a clinic because I can't get into a clinic so the increased volume that we see in

[1:10:57] emergency response an aging population that we know a bunch of baby boomers that are going to be moving into an area

[1:11:04] of their time which demands more service the development in our community and the

[1:11:09] reimbursement associated with those costs we do bill for our transports of our ambulance um we Bill about $2,000

[1:11:18] for a transport to the hospital uh and a reimbursement by Medicare or Medicaid pays about 600 of that in the rest is

[1:11:25] just lost and so those reimbursements we don't have control over the federal reimbursement dollar of that we can try

[1:11:32] to influence it but those reimbursements are a challenge uh as Services have went up the reimbursements haven't been

[1:11:39] associated with that these are my recommendations to

[1:11:44] council to really say this these are areas that I believe we can look at to really better understand um I talked

[1:11:51] about evaluating and creating a fire department response policy in 202 2008

[1:11:57] there was a comp plan goal that the fire department have an 8 minute response time um I'm not privy to all the

[1:12:05] discussion around that but response time is a complex conversation and really uh

[1:12:10] there was an update or a hopeful update in 2018 to make that a six-minute response time and I believe listening to

[1:12:18] the conversations of our Council and and why the costs are up that setting a

[1:12:23] response time goal says we're going to evaluate Community risk the probability

[1:12:29] of a call and assign a response time policy based on that to get you an

[1:12:36] expected outcome uh with a response time policy you can say there's 90% of the

[1:12:42] times nine out of 10 times if you give me this much time or less you will have an ambulance or a fire truck at your

[1:12:48] door I think that's important for Council to be able to speak to to say this is why we build a fire station this

[1:12:55] is why we staff a fire station and it's so that each one of your residents wherever you live in the city can have

[1:13:01] the same response time or faster um that's what a response time policy is and I think it would be helpful uh and

[1:13:08] and I believe listening to the conversation it's kind of what council has discussing how can we quantify this how

[1:13:15] can we set kind of a a problem or set a set an equation to quantify what the

[1:13:22] outcome is uh and a response time policy does is that for the fire service uh the

[1:13:28] the last piece my last recommendation is to evaluate and review the committee Health Board impacts I talked about the

[1:13:34] local decision to be a Community Health Board and those impacts uh I think if we

[1:13:40] all knew better what those impacts were uh it would be important for us it help educate us and then evaluating the fees

[1:13:47] for service associated with that uh the public health impact is 1.32% of the

[1:13:53] general fund but what happens if we got rid of the Community Health Board you know a lot of that comes funded code

[1:14:00] enforcement is is a large part of the the work that's associated with it and we get other work done with the

[1:14:06] Community Health Board so being able to evaluate that uh as a as a city to be able to say this is why we do these

[1:14:13] things um and this is why we have this Community Health Board and the services associated with it because it benefits

[1:14:19] our residents that I believe is my last slide and uh I'll for any

[1:14:27] questions questions from Council Members or comments

[1:14:34] either SL I think this last bullet here it kind of Echoes what member Pierce was

[1:14:40] saying and something that I definitely want to see is we're going through this where we're getting refunded for a

[1:14:46] portion of something I think it's going to be really important to measure the cost differential because it might seem

[1:14:52] on the surface like oh we can save money by doing X right but then we like are we actually going to lose money or what is

[1:14:58] that total impact um and I I know it's a lot harder than just saying that um so

[1:15:05] as much attention to details we can apply to that I think we'll be better off is there a place where we can see

[1:15:12] the fees and all of that like the current fees

[1:15:18] yeah the the fee schedule outlines all the fees that's a fee schedule that the council adopts each year Out Lines the

[1:15:25] actual fees one of the things that I think is important to me is really would be important would be to dive into to

[1:15:32] say are these fees truly covering all the service expenses that have been associated with them and so uh that's

[1:15:39] kind of what this is aiming to discuss is here's the fee this is why it's set is it the right amount um to make sure

[1:15:46] you know that's what we are trying to cover the the cost associated with that typically an action Julie that we do in

[1:15:53] December and it's all of our so for what is word I were you answering

[1:15:59] that question I was just going to say that I do think either way we'll look at some of those fees because that's that's

[1:16:05] a optimization thing too of just making sure that we have this and being consistent right so it's hopefully the

[1:16:12] same in public health as maybe the other licenses that we have over to trying to come up with a framework to make sure

[1:16:17] that it gets updated every year okay for what is worth I think um you were both

[1:16:25] these are my words very objective especially on the fire side to say this

[1:16:32] is what it is we don't even have to do this we're not required to do this but

[1:16:37] here are the reasons as a city we said we wanted to do some of these things um and so I

[1:16:44] didn't sense any defensiveness or any of that in either of those and I think that

[1:16:50] really is what we have to do is be very objective understand understand what's in there um I think Kate's Point really

[1:16:59] underscored your slide where it had the the gears so we could make a decision

[1:17:05] not to do something and then somebody's that'll increase our costs because we

[1:17:11] may have to have another city provide some of those services or another entity provided um and that's just insight I

[1:17:18] don't think many of us have um as residents for sure

[1:17:25] and so I think those I I like the way we did these and so we'll excited to see

[1:17:31] the rest of them this is what's coming on Thursday too or everything else or Thursday yeah I say it tomorrow for me it doesn't matter if

[1:17:38] it's Thursday or today it's overarching question still is in what ways can we reduce costs if

[1:17:46] any without reducing the levels of service that we provide to our

[1:17:52] residents and all of this information helps but you're the only ones that lead

[1:17:57] your departments that know if there are cost efficiencies that can be achieved without reducing Services because we're

[1:18:04] pretty proud of the service levels that we deliver to our residents and they appreciate them and they said they're

[1:18:10] willing to pay for them but it's the question still hangs in the air in what

[1:18:16] ways can we reduce costs if at all without reducing levels of service

[1:18:21] and I think that's true Department by Department by Department Department by Department we're getting there and then

[1:18:29] the the you know just when already was starting out or I get was talking about

[1:18:36] you know the the the revenue side versus the expense side uh 73% of our revenue on the revenue

[1:18:44] side comes from property tax are there other ways that we can creatively think of producing Revenue I you know I don't

[1:18:52] know the city is not a a business per se government isn't a

[1:18:57] business uh it is what it is but there are maybe other ways we can think about Revenue production and then you get to

[1:19:04] the cost driver side of it we've been talking about that and then Julie raised the issue of and this is one the you and

[1:19:11] I have talked about over the years is as we continue to grow and have growth and you guys have alluded to the

[1:19:17] consequences of of growth um how do we go about valuing or

[1:19:22] evaluating uh how do we go about EV valuing uh

[1:19:29] evaluating the the uh effects of increased density increased

[1:19:36] population because we we're assuming that it has a net benefit but we're unable to Define even

[1:19:43] though we've talked about that in the past is there some way we can Define it or is there are the people we can bring

[1:19:49] in here that will help us to find uh the benefits of growth

[1:19:57] one thing that really concerns me is we and I've been digging into this a little

[1:20:02] bit more but for the developments that carry the greatest increase in

[1:20:08] population you know the multif family we tend to Zone PUD and it's a very it's a

[1:20:15] I've started calling it proprietary zoning because it is zoned to one developer site plan okay and so that is

[1:20:23] the only develop we make that zone they can't move forward they can't make it pencil out so

[1:20:30] we give them Tiff that means we are delaying the flow of the revenue that

[1:20:36] would come from the increased property tax for decades and you do that once

[1:20:41] twice you keep doing it and I really think we need to move away from this

[1:20:47] model I I think it's diverting Revenue that really needs

[1:20:53] to flow to the general fund well that's an assumption but that would be a good assumption to drill down on then let's

[1:21:00] do that because to see if that's if your assumption is accurate or not right and and really record get the data on how

[1:21:08] many units have been built through TI financing and what what those numbers

[1:21:14] are and how much revenue has been diverted from the general fund and all of that I think we need to look at that

[1:21:22] yeah and I think just to like Echo what you were saying there having I think there is financial

[1:21:27] benefit too to the increased density there's the financial benefit there's the soft benefits we could say and then

[1:21:35] there's the other side of the equation and so I think getting some more of that down on on paper um and understanding it

[1:21:41] might help in driving some of these discussions too yeah one of the soft side Parts what I think

[1:21:47] is as we've growing uh we're adding people to our community that we hope will stay here because right now 75 % of

[1:21:55] the people in our town don't have kids in school but they don't want to leave you Diner so their house isn't available to

[1:22:02] purchase you know and there so what you know there's a there's some factors here

[1:22:08] that are in play with respect to growth that are hard to quantify I think the other part and maybe this is something

[1:22:14] that can be answered is how does that then also compare to the cost of the

[1:22:20] Aging population cuz we keep seeing that as well um and I'm curious how we weigh

[1:22:25] kind of those multiple factors that's a great point but at the end of the day this is about reducing

[1:22:33] our costs and so I don't disagree with and the same quality of service um but

[1:22:40] we can't go through the next whatever 3 months worth of an

[1:22:47] exercise and still end up in the same spot just just just having more data

[1:22:53] that supports this quality of service and this costs right we'd be back right back at the drawing board and so we do

[1:23:00] have to figure that out um how to we meet those standards and at a reduce cost well it

[1:23:08] may be that we deduce that you have to reduce Services yeah and what's the consequence of that yeah yeah right

[1:23:14] right right and then what's the consequence of that yeah is an 8 minute response time good enough we assist on

[1:23:19] six right right no we're on the same page or what's the like soft difference

[1:23:24] in having Building Inspections done by someone not any yeah I don't really know

[1:23:30] absolutely well and we're going to look at the assessing

[1:23:37] Department interesting thank you