City Council - Workshop Meetings

City Council Workshop Meeting Cherry Conference Rooms October 23, 2024 | 5:30 PM This City Council Workshop meeting is taking place virtually and at Woodbury City Hall in the Cherry Conference Rooms. Members of the public may attend the meeting in person and may also join the meeting using a computer, tablet, or smartphone and accessing the virtual meeting link at woodburymn.gov/VirtualMeetings. Watch the Live Meeting Public comments will be accepted during the meeting both in person and virtually. Virtual questions should be submitted via the online Q&A feature within the virtual meeting link. Questions regarding the meeting will be taken between the hours of 8:00 a.m. to 4:30 p.m. at 651-714-3524 or at council@woodburymn.gov. Questions received after 4:30 p.m. will be responded to in the next three to seven business days. Please note that all agenda times are estimates. 5:00 p.m. Dinner – Cherry Conference Room The intent of the workshop session is to provide a forum for City Council and City staff to discuss more in-depth Council items, exchanging viewpoints and visions prior to the item being set for Council action at a regular meeting of the City Council. Workshop sessions are neither a public hearing nor an open microphone session. No formal votes will be taken and any direction from Council will be in consensus format. The workshop session is not recorded, and no official minutes of the workshop session shall be prepared. Workshop Agenda 1. Workshop Discussion Items - 5:30 p.m. 1A. Safe Streets and Roads for All Safety Action Plan 24-256 1B. 2024 – 2028 Draft Strategic Plan Review 24-257 2. Administrator Comments and Updates* - 7:00 p.m. 3. Mayor and City Council Comments and Commission Liaison Updates* - 7:05 p.m. 4. Adjournment - 7:15 p.m.  Items under comments and updates are intended to be informational or of brief inquiry. More substantial discussion of matters under comments and updates should be scheduled for a future agenda.  Woodbury City Council Agenda October 23, 2024 | 5:30 PM The City of Woodbury is subject to Title II of the Americans with Disabilities Act which prohibits discrimination on the basis of disability by public entities. The City is committed to full implementation of the Act to our services, programs, and activities. Information regarding the provision of the Americans with Disabilities Act is available from the City Administrator's office at 651-714-3523. Auxiliary aids for disabled persons are available upon request at least 72 hours in advance of an event. Please call the ADA Coordinator, Clinton P. Gridley at 651-714-3523 (TDD 714- 3568) to make arrangements.  1A City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 24-256 October 23, 2024 To: The Honorable Mayor and Members of the City Council From: Clinton P. Gridley, City Administrator Subject: Safe Streets and Roads for All (SS4A) Safety Action Plan Summary On September 25, 2024, staff presented a short and high-level summary of the SS4A Action Plan and requested the Council deliberate and provide feedback at the October 23, 2024 Council Workshop for the following specific elements:  Safety-First Council Directive (draft)  Modifications to the existing Neighborhood Traffic Calming Policy  Potential use of red-light and speed cameras in the City  Demonstration projects program in future roadway project planning  Guidance on sidewalk and retrofit trails in existing neighborhoods On October 23, 2024, staff will present a brief presentation on the requested feedback elements for Council deliberation. The main issue for council direction is regarding sidewalk and retrofit trails in existing neighborhoods, specifically during the reconstruction or rehabilitation projects. With council concurrence and direction following the October 23, 2024, Council Workshop, the staff project management team (PMT) will finalize the SS4A Action Plan for official Council adoption in Q4 2024 to Q1 2025. Policy The Bicycle and Pedestrian Plan adopted in 2021 proposed a network of sidewalks, trails and on-street facilities. The “Established Neighborhood Policies” on page 70 state: 3. Consistent with transportation equity policies in the City’s 2040 Comprehensive Plan, it is desired that fully reconstructed and rehabilitated residential roadways will be designed to the current roadway corridor Design Principles standards, unless, through the project design process and accounting for neighborhood context the standard design is not feasible to construct. The 2040 Comprehensive Plan’s section titled “Non-Motorized Transportation Plan” on page 115 paragraph 2 states: All transportation construction/reconstruction projects will reference and use the Roadway Design Principles guidelines regarding lane widths and configuration, accommodation of non-motorized travelers, and other design-related issues. If Council Workshop Letter 24-256 October 23, 2024 Page 2 conditions dictate that these guidelines cannot be followed, justification will need to be demonstrated and documented. And it continues in paragraph 3 of page 115 to state: The 2040 Comprehensive Plan anticipates direction from these guidelines will be applied as opportunities arise when existing roadways are rehabilitated or reconstructed. Existing collector and residential roadways within neighborhoods not currently served with pedestrian facilities will be considered for designs including these facilities at the time of rehabilitation planning within neighborhoods. The roadway rehabilitation process will determine the appropriate design for collector and neighborhood streets by accounting for existing right-of-way, tree impacts, property impacts, topography and other considerations. The Roadway Corridor Design Principles on pages 13 and 14 state: B. Reconstruction of Existing Roadway Corridors • The roadway design templates and guidelines will be the desired design of major reconstruction projects in existing roadway corridors, including roadway width, trail and sidewalk installation, landscaping requirements and other corridor design elements. The prioritization of pedestrian improvements within the existing roadway corridors will generally be as follows: • The City will identify the existing corridors that are priorities for bicycle lanes and bicycle routes, and work to incorporate these into priority corridors, and other corridors as right-of-way allows. Prioritization shall be consistent with the network Plan as identified within the City’s Bicycle and Pedestrian Plan. • Design decisions will be made based on a context sensitive solution approach when adequate right-of-way does not exist to design the corridor to meet the standards in the design templates. Council Workshop Letter 24-256 October 23, 2024 Page 3 Based on these documents, City staff has affirmatively provided those connections and improvements in its improvement proposals and community meetings. Through three years of implementation, the council’s precedent setting decisions no longer match the Bicycle and Pedestrian Plan, the 2040 Comprehensive Plan, or the Roadway Corridor Design Principles. This discrepancy needs to be resolved by the City Council, and be incorporated in the SS4A plan as well as the Safety First Policy. Providing new direction can have the benefit of more effective and efficient community engagement, direction clarity and use of staff time. Options to sidewalk and retrofit trails in existing neighborhoods SS4A policy Option 1: Per the 2021 Bicycle and Pedestrian Plan, the 2040 Comprehensive Plan, and the Roadway Corridor Design Principals, designing and proposing sidewalk and retrofit trails in existing neighborhoods shall be the guidance of City Council (current policy). Pro’s  Clear direction to staff based on advance council guidance, while maintaining the flexibility of context sensitive design options as needed.  Recommended direction from an engineering standpoint to ensure design accommodations for pedestrians and bicyclists; especially youth, elderly, those with disabilities and those uncomfortable sharing roadway lanes with vehicles while walking and biking.  Safety is prioritized whenever fiscally and physically viable.  Puts the city on the best track to accomplish the goals laid out in the 2040 Comprehensive Plan and the Bicycle and Pedestrian Plan.  Prioritizes the overall will of the community, over the will of a neighborhood (if adverse to sidewalk and trail connections). Con’s  Council and staff should anticipate public opposition and increased pressure at times during the project planning and approval process, even with robust public engagement efforts.  Project costs can be higher.  May include impacts to trees, grading and other existing features along roadways. Option 2: Designing and proposing sidewalk and retrofit trails in existing neighborhoods shall not be assumed with roadway projects. Outreach to stakeholders on the benefits of providing bike and pedestrian facilities that fit its physical setting and preserves scenic, aesthetic, historic and environmental resources, while maintaining safety and mobility will direct the design process. Pro’s  Reduction in staff and consultant time needed to prepare the project scope.  Likely less opposition to any sidewalks or trails that are proposed as they will only be added by support of the neighborhood.  Cost savings to projects when sidewalks and trails are not added. Con’s  Increased staff time in facilitating and managing the neighborhood education and dialogue process. Council Workshop Letter 24-256 October 23, 2024 Page 4  How will the desires of a neighborhood be determined? Just by those who show up?  Lowers potential for roadway facilities to serve all users.  An unclear direction on where to focus priorities for the community as a whole as decision-making will be ambiguous, and tilted toward to those owning property directly adjacent to a project, or who oppose the application of trails and sidewalks.  Continued risk to vulnerable road users such as bicyclists, pedestrians, elderly, children, or the disabled when forced to share the roadway with vehicles instead of having their own separate conveyance infrastructure.  Shifts decision making to a neighborhood vote, rather than broad and long-term policy guidance, which is focused on increasing safety and serving all users.  Unable to reach goals in the 2040 Comprehensive Plan and the Bicycle and Pedestrian Plan. Option 3: Designing and proposing sidewalks and retrofit trails in existing neighborhoods shall not be assumed with roadway projects. They will only be added at the direction of council, or if requested by stakeholders the proposed areas with significant support will be brought to council at the approval of the preliminary report for their decision. Pro’s  Council has direct control of the decision.  Potentially lower project cost where sidewalks and trails are not implemented.  Potential savings of time for staff and consultants.  Clear direction to staff. Con’s  Council has direct control of the decision and increased pressure in the process  Lower ability to serve all users.  Continued risk to vulnerable road users such as bicyclists, pedestrians, elderly, children, or the disabled when forced to share the roadway with vehicles instead of having their own separate conveyance infrastructure.  Unable to reach goals in the 2040 Comprehensive Plan and the Bicycle and Pedestrian Plan.  Council and staff should anticipate public opposition and increased pressure at times during the project planning and approval process if decisions are seen as being made for reasons other than for safety or engineering reasons. Recommendations The draft recommendations from this plan will include modifications to the City’s existing practice and policies, and comprehensive multi-departmental strategies to address and improve the aspirational goal of zero Woodbury roadway deaths by 2040. A. Sidewalk and Retrofit Trails in Existing Neighborhoods Option 1 is the recommendation from staff on an engineering and safety basis. However, if the council is not able to consistently sustain the principles in the proposed Safety-First Policy, the Roadway Corridor Design Principles, the Bicycle and Pedestrian Plan, and the 2040 Comprehensive Plan, then option 2 or 3 is recommended. Associated modification of the guiding policy documents to match this direction would occur after the workshop. Council Workshop Letter 24-256 October 23, 2024 Page 5 B. Policies/Directives to Approve/Adopt once finalized These policies, together, aim to create safer, more efficient movement within Woodbury. Additional information on each of these can be found in the previous council letters regarding the SS4A plan. 1. Safe System Approach 2. Complete Streets and Multimodal Intersection Design 3. Safe Routes to School Administrative Directive Policy 4. Updated Neighborhood Traffic Calming Policy 5. Street Connectivity 6. Safety-First Council Directive C. Enforcement Strategies and Recommendations The City of Woodbury should work to ensure that the Woodbury Police Division has the necessary tools and systems to effectively target safety-related roadway infractions at priority locations to address key safety concerns, such as: 1. High Visibility Enforcement including: a. Speeding Enforcement b. Distracted Driving c. Traffic Sign and Signal Violations 2. Speed Feedback Signs 3. Non-Engineering Educational Strategies Toolbox 4. Monitor the results of camera pilot projects to establish appropriateness of implementation in Woodbury D. Engineering Strategies and Recommendations 1. Establishment of a Comprehensive Transportation Needs List 2. Future Project Prioritization Guide 3. Demonstration Projects Program 4. Engineering Strategies Toolbox 5. Non-Engineering Educational Strategies Toolbox Governance Mode1  Strategic - Setting priorities, reviewing and modifying strategic plans, and monitoring performance against plans. Focus is the “ends” rather than the "means”.  Generative - Identifying key questions, anticipating future challenges, framing of issues, development of options. Problem-framing. What to pay attention to, what it means, and what to do about it. How does it fit with our mission, vision and values? 1 Items marked “fiduciary” are primarily business-oriented topics; “strategic” items are primarily related to long- term strategies or goals; and “generative” items are primarily meant to produce new thoughts or ideas. Council Workshop Letter 24-256 October 23, 2024 Page 6 Fiscal Implications The SS4A Safety Action Plan was fully funded from a combination of federal and state matching funds. Future actions and roadway safety priorities will be considered through the annual budget development process. Public Process The extensive public input process for the SS4A plan has been completed and the project team is currently working on the draft version of the Action Plan. The completed plan will be presented to the City Council for approval in Q4 2024 or Q1 of 2025. Background The background information is the same as the previous council letters regarding the SS4A plan. Written By: Drew Boxrud, Engineering Project Coordinator Approved Through: Chris Hartzell, Engineering Director Attachment: 1. 2024-25 Attachment A – Action Plan Components 2. Draft Council Directive – Safety First  Safe Streets and Roads for All Action Plan Components This document is not meant to replace the NOFO. Applicants should follow the instructions in the NOFO to correctly apply for a grant. See the SS4A website for more information: https://www.transportation.gov/SS4A Leadership Commitment and Goal Setting An official public commitment (e.g., resolution, policy, ordinance, etc.) by a high-ranking official and/or governing body (e.g., Mayor, City Council, Tribal Council, MPO Policy Board, etc.) to an eventual goal of zero roadway fatalities and serious injuries. The commitment must include a goal and timeline for eliminating roadway fatalities and serious injuries achieved through one, or both, of the following: (1) the target date for achieving zero roadway fatalities and serious injuries, OR (2) an ambitious percentage reduction of roadway fatalities and serious injuries by a specific date with an eventual goal of eliminating roadway fatalities and serious injuries. Planning Structure A committee, task force, implementation group, or similar body charged with oversight of the Action Plan development, implementation, and monitoring. Safety Analysis Analysis of existing conditions and historical trends that provides a baseline level of crashes involving fatalities and serious injuries across a jurisdiction, locality, Tribe, or region. Includes an analysis of locations where there are crashes and the severity of the crashes, as well as contributing factors and crash types by relevant road users (motorists, people walking, transit users, etc.). Analysis of systemic and specific safety needs is also performed, as needed (e.g., high-risk road features, specific safety needs of relevant road users, public health approaches, analysis of the built environment, demographic, and structural issues, etc.). To the extent practical, the analysis should include all roadways within the jurisdiction, without regard for ownership. Based on the analysis performed, a geospatial identification of higher-risk locations is developed (a High-Injury Network or equivalent). Engagement and Collaboration ? Robust engagement with the public and relevant stakeholders, including the private sector and community groups, that allows for both community representation and feedback. Information received from engagement and collaboration is analyzed and incorporated into the Action Plan. Overlapping jurisdictions are included in the process. Plans and processes are coordinated and aligned with other governmental plans and planning processes to the extent practical. Still have questions? Visit the SS4A website SS4A Action Plan Components | Page 1 of 2  Safe Streets and Roads for All Action Plan Components Equity Considerations Plan development using inclusive and representative processes. Underserved communities* are identified through data and other analyses in collaboration with appropriate partners. Analysis includes both population characteristics and initial equity impact assessments of the proposed projects and strategies. Policy and Process Changes Assessment of current policies, plans, guidelines, and/or standards (e.g., manuals) to identify opportunities to improve how processes prioritize transportation safety. The Action Plan discusses implementation through the adoption of revised or new policies, guidelines, and/or standards, as appropriate. Strategy and Project Selections Identification of a comprehensive set of projects and strategies, shaped by data, the best available evidence and noteworthy practices, as well as stakeholder input and equity considerations, that will address the safety problems described in the Action Plan. These strategies and countermeasures focus on a Safe System Approach, effective interventions, and consider multidisciplinary activities. To the extent practical, data limitations are identified and mitigated. Once identified, the list of projects and strategies is prioritized in a list that provides time ranges for when the strategies and countermeasures will be deployed (e.g., short-, mid-, and long-term timeframes). The list should include specific projects and strategies, or descriptions of programs of projects and strategies, and explains prioritization criteria used. The list should contain interventions focused on infrastructure, behavioral, and/or operational safety. Progress and Transparency Method to measure progress over time after an Action Plan is developed or updated, including outcome data. Means to ensure ongoing transparency is established with residents and other relevant stakeholders. Must include, at a minimum, annual public and accessible reporting on progress toward reducing roadway fatalities and serious injuries, and public posting of the Action Plan online. * An underserved community as defined for this NOFO is consistent with the Office of Management and Budget’s Interim Guidance for the Justice40 Initiative https://www.whitehouse.gov/wp-content/uploads/2021/07/M-21-28.pdf and the Historically Disadvantaged Community designation, which includes U.S. Census tracts identified in this table https://datahub.transportation.gov/stories/s/tsyd-k6ij; any Tribal land; or any territory or possession of the United States. Still have questions? Visit the SS4A website SS4A Action Plan Components | Page 2 of 2  Adopted: Number: CD-ENGPW-4.13 Revised: Mayor: City Administrator: For: City-Wide Council Directive Subject: Safety-First Policy Purpose In recognition of the growing need to ensure the safety and well-being of all road users, the Council is committed to adopting and enforcing measures that prioritize safety on our streets and roadways. The Safe Streets and Roads for All "Safety First" Policy seeks to create a comprehensive framework for reducing traffic-related injuries and fatalities, fostering safer communities, and promoting sustainable and equitable transportation solutions. As part of this directive, we aim to:  Implement evidence-based strategies for accident prevention.  Prioritize the safety of vulnerable populations, including pedestrians, cyclists, children, the elderly, and the disabled.  Enhance public infrastructure to support safer modes of transportation.  Ensure the fair and consistent enforcement of traffic laws.  Promote public awareness and education on road safety. By fostering a culture of "Safety First," this policy will lead to the design, construction, and maintenance of streets and roads that protect lives, reduce injuries, and promote a safer environment for all. The Council invites collaboration from citizens, stakeholders, and experts to build a transportation system where safety is prioritized as the foundation of every decision. Policy I. Definitions Name Definition The Bipartisan Infrastructure Law (BIL) established the Safe Streets and Roads Safe Streets and for All (SS4A) discretionary program with $5 billion in appropriated funds over 5 Roads for All years, 2022-2026. The SS4A program funds regional, local, and Tribal initiatives (SS4A) Program through grants to prevent roadway deaths and serious injuries. A comprehensive safety action plan that includes specific projects and strategies, and a method to measure progress. The plan should also include a commitment Action Plan to zero roadway fatalities and serious injuries, and a timeline for achieving that goal. There are six principles that form the basis of the Safe System approach: 1) deaths and serious injuries are unacceptable, 2) humans make mistakes, 3) Safe Systems humans are vulnerable, 4) responsibility is shared, 5) safety is proactive, and 6) Approach redundancy is crucial. The Five Safe System elements that, together, create a holistic approach with layers of protection for road users: safe road users, safe vehicles, safe speeds, safe roads, and post-crash care. Council Directive CD-ENGPW-4.13 Safety-First Policy Page 2 of 7 Safety culture can be defined as the shared values, actions, and behaviors that Safety Culture demonstrate a commitment to safety over competing goals and demands. This starts with building organizational culture and public safety culture. Organizational safety culture in the context of the Safe Streets and Roads for All (SS4A) initiative focuses on creating a shared commitment to safety within transportation planning, infrastructure, and enforcement. It emphasizes: Organizational Leadership and Accountability, Proactive Risk Management, Employee Safety Culture Engagement, Continuous Improvement, and Public and Stakeholder Involvement. This ensures that safety is embedded in everyday operations, infrastructure development, and long-term planning. Public safety culture in the context of the Safe Streets and Roads for All (SS4A) initiative centers on fostering a community-wide commitment to road safety, where all individuals—drivers, pedestrians, cyclists, and other road users— Public Safety actively contribute to a safer environment. Key elements include shared Culture responsibility, awareness and education, community engagement, respect for vulnerable users, behavioral change. This promotes a community-wide commitment to "Safety First," where safety becomes a shared priority in daily behaviors and interactions on streets and roadways. The national initiative of the Towards Zero Deaths (TZD) concept is a comprehensive road safety strategy aimed at eliminating traffic-related fatalities and serious injuries. It is grounded in the belief that no loss of life on the road is acceptable and that all traffic deaths are preventable. The key principles of TZD include a visionary goal, holistic approach, data-driven solutions, vulnerable user Towards Zero protections, collaboration, and continuous improvement. Deaths Making a commitment to zero traffic deaths means addressing all aspects of safety through the following five Safe System elements that, together, create a holistic approach with layers of protection for road users: safe road users, safe vehicles, safe speeds, safe roads, and post-crash care. A high injury network (HIN) is a network of streets that have higher rates of High Injury traffic fatalities and injuries than other parts of a city or region. The goal of an Network (HIN) HIN is to identify these streets so that they can be prioritized for safety improvements. II. City’s Leadership Commitments A. Principles of the Safe Systems Approach is the official approach to roadway safety The City is committed to adopting the Safe Systems Approach to road safety, which recognizes that human error is inevitable, but traffic-related fatalities and serious injuries are not. By implementing this approach, we will design and manage our transportation system in a way that anticipates mistakes, minimizes risks, and protects all road users, especially the most vulnerable. This approach will guide our efforts in developing and updating policies, improving infrastructure, enhancing enforcement, educating the public, and fostering collaboration to create a safer, more equitable road network for everyone. Page 2 of 7 Council Directive CD-ENGPW-4.13 Safety-First Policy Page 3 of 7 B. Safe Streets and Roads for All – Leading and Lagging Performance Metrics In implementing the Safe Streets and Roads for All (SS4A) initiative, tracking both leading and lagging performance metrics is crucial for assessing progress and effectiveness. These metrics help measure proactive actions (leading) and outcomes (lagging) toward the goal of safer streets. Leading Performance Metrics: Leading metrics are forward-looking indicators that reflect efforts to prevent incidents before they occur. These include: a. Infrastructure Improvements: i. Identify and track trail and sidewalk gaps along with pedestrian crossings recommended for enhancement. ii. Identify and prioritize traffic calming location needs, and track traffic calming measures implemented. iii. Locate and identify needs for new or improved intersection control and lighting utilizing Safe System Project-based Alignment Framework and Analytical Methodology for assessing intersections iv. Utilization of FHWA’s Safe System Project-based Alignment Framework for each phase of the project delivery process. v. Review and update the Capital Improvement Plan with project alignment with the Safe Systems Approach when developing each project scope. b. Public Engagement and Education: i. Number of public safety campaigns and educational events conducted. ii. Social media engagement and public outreach metrics related to road and pedestrian safety. iii. Develop graphic clearly outlining the connection between the City’s policy guidance and the Safe Systems Approach c. Policy and Enforcement Actions: i. Frequency and type of traffic enforcement activities (e.g., speed enforcement, red light enforcement, impaired driving saturation events). ii. Data collection efforts, such as road safety audits and traffic studies completed. iii. Development of a program for education and enforcement within the HIN, focused on mitigating contributing causes to crashes such as failure to yield, speeding and distracted driving. iv. Integrate the Safe Systems Approach into City procedures and practices. Lagging Performance Metrics: Lagging metrics are outcome-focused indicators that show the impact of safety measures and policies after their implementation. These include: a. Traffic-Related Fatalities and Serious Injuries: v. Reduction in the number of traffic fatalities and serious injuries. vi. Rate of fatal and serious injury crashes per capita or per vehicle miles traveled (VMT). Page 3 of 7 Council Directive CD-ENGPW-4.13 Safety-First Policy Page 4 of 7 d. Collision Data: i. Overall reduction in the number of traffic collisions. ii. Types of crashes (e.g., pedestrian, cyclist, vehicle-to-vehicle) and their frequency. iii. Locations with the highest reduction in collisions following safety interventions. e. Road User Behavior: i. Reduction in speeding violations, distracted driving, or impaired driving incidents. By closely monitoring these leading and lagging metrics, the City can assess the ongoing effectiveness of the SS4A initiative and make data-driven decisions to further enhance road safety. C. Support for Legislative Changes a. The City will support legislative changes that aligns with the safe systems approach and proven countermeasures to improve traffic safety; such as red light and speed safety cameras. D. Multiple Layers of Safety through Policies a. Safety-First Policy b. Comprehensive Plan c. Roadway Corridor Design Principles d. Pedestrian and Bicycle Improvement Plan e. Neighborhood Traffic Calming Policy f. Snow and Ice Control Policy E. Roadway Corridor - Council Communications a. The Policy section of City Council Letters and Workshops will refer to the SS4A principles and Safe Systems Approach when the subject is regarding elements in the roadway corridor when applicable. b. Develop a graphic clearly outlining the connection between the City’s policy guidance and the Safe Systems Approach (i.e. Roadway Corridor Design Principles, Comprehensive Plan Updates and Traffic Calming Policy). F. Establishment of a Strategies Toolbox specific for Woodbury a. Priority Engineering Strategies i. Passive Pedestrian Detection ii. Curb Radius Reduction at Intersections iii. Median Barriers iv. Roundabouts v. Enhanced/Grade Separated Crossings vi. Identifying and Connecting Trail and Sidewalk Gaps vii. Connecting Pedestrian and Bicycle Networks to Community Destinations viii. Rectangular Rapid Flashing Beacons ix. Retroreflective Back Plates on Traffic Signal Heads x. Lane Reductions xi. Lane Width Reductions Page 4 of 7 Council Directive CD-ENGPW-4.13 Safety-First Policy Page 5 of 7 xii. Leading Pedestrian Intervals at signalized intersections b. Priority Non-Engineering Strategies i. Speed Feedback Signs ii. High Visibility Enforcement iii. Red Light Cameras iv. Speed Safety Cameras c. Educational Strategies i. Public Engagement with all new safety measures ii. Cable Commission collaboration with engineering and enforcement iii. Safety Camp G. Establishment of a Transportation Needs & Prioritization List A Transportation Needs & Prioritization List is a critical tool for successfully implementing the Safe Streets and Roads for All (SS4A) initiative. This list helps identify, assess, and prioritize the projects and interventions that will most effectively enhance safety for all road users. The goal is to ensure that resources are allocated where they are needed most, based on data-driven insights, community input, and the overarching aim of reducing traffic-related fatalities and injuries. Key Elements of a Transportation Needs & Prioritization List for SS4A: Data-Driven Safety Analysis: 1. Crash Data: Review historical data on traffic collisions, injuries, and fatalities to identify high-risk locations (e.g., intersections, corridors) that require urgent attention. 2. Vulnerable Populations: Prioritize areas with high pedestrian and cyclist activity, particularly where vulnerable populations are most at risk. 3. Traffic Violations: Analyze data on speeding, distracted driving, or impaired driving hotspots to target interventions effectively. Community and Stakeholder Input: 1. Public Engagement: Engage residents, local organizations, and advocacy groups to gather input on perceived safety issues, areas of concern, and suggestions for improvements. Public feedback guides appropriate data collection and ensures the prioritization list reflects the needs of those directly impacted. 2. Equity Considerations: Focus on underserved or disadvantaged neighborhoods that may have historically lacked sufficient investment in safe infrastructure. Ensure equitable access to safe transportation options across all communities. Infrastructure and Maintenance Needs: 1. Road and Intersection Design: Identify areas in need of safety improvements. 2. Lighting and Visibility: Prioritize improvements to street lighting and signage in poorly lit or low-visibility areas to prevent night-time accidents. Page 5 of 7 Council Directive CD-ENGPW-4.13 Safety-First Policy Page 6 of 7 3. Transit Access: Ensure safe, accessible connections to public transportation for pedestrians and cyclists, particularly in areas with high transit ridership. Emergency Response and Speed Management: 1. Speed Limits: Prioritize the establishment of reduced speed limits or a targeted speed approach near schools, parks, and residential areas where pedestrians and cyclists are present if a speed study or engineering judgement supports this action. 2. Quick Response/Demonstration Projects: Include temporary or pilot safety measures that can be implemented quickly while permanent solutions are planned and funded. Sustainability and Environmental Goals: 1. Encouraging Active Transportation: Prioritize projects that promote walking and cycling, supporting environmental sustainability while also improving safety. 2. Reducing Vehicle Miles Traveled (VMT): Include strategies that reduce the dependence on cars, such as expanding public transportation or enhancing walkability, to lower overall road traffic and improve safety. Cost-Benefit Analysis: 1. Project Feasibility: Prioritize projects based on their cost-effectiveness and feasibility, ensuring that high-impact, low-cost interventions are addressed promptly. 2. Long-Term Investments: Balance quick wins with longer-term infrastructure improvements that require more substantial investment but offer enduring safety benefits. Performance Tracking and Adaptation: 1. Monitoring and Evaluation: Prioritize projects with clear safety goals that can be measured and tracked over time. Use performance metrics (e.g., reduction in crashes, improved pedestrian access) to assess the effectiveness of interventions. 2. Flexibility: Adjust the prioritization list as new data, technology, or safety innovations emerge, ensuring the list remains responsive to evolving transportation needs. By focusing on the most critical areas, the city can significantly reduce fatalities and injuries in a strategic, efficient manner. Additionally, limited funding and resources are directed toward the projects that will deliver the highest safety returns, ensuring cost-effective solutions in a transparent, data- driven prioritization process. A well-organized Transportation Needs & Prioritization List is essential to the success of the SS4A program, guiding decision-makers in addressing the most urgent safety challenges and creating safer streets for everyone. Page 6 of 7 Council Directive CD-ENGPW-4.13 Safety-First Policy Page 7 of 7 H. Establishment of a Demonstration Project Program The City is committed to establishing a Demonstration Project Program as part of our ongoing efforts to implement the Safe Streets and Roads for All (SS4A) initiative. These demonstration projects will serve as pilot programs designed to test innovative safety measures, traffic calming strategies, and pedestrian-friendly infrastructure improvements in targeted areas. By identifying key locations for temporary interventions, such as protected bike lanes, enhanced crosswalks, and reduced speed zones, we can quickly evaluate their effectiveness in reducing traffic-related injuries and fatalities. This approach allows us to gather real-world data, engage the community in feedback, and refine solutions before broader implementation. The Demonstration Project Program will prioritize high-risk corridors, underserved neighborhoods, and areas with significant pedestrian and cyclist activity, ensuring we address the most urgent safety needs while laying the groundwork for long-term, permanent changes. Through these efforts, the City will continue its commitment to fostering safer, more equitable streets for all residents. These demonstration projects can also be implemented ahead of reconstruction projects to both demonstrate to residents the proposed actions while allowing for the collection of data as to the effectiveness of the chosen strategy. Page 7 of 7 Safe Streets and Roads 4 All Action Plan City Council Workshop Wednesday, October 23rd, 2024 Agenda • Intro • Recommendations A. Sidewalk and Retrofit Trails in Existing Neighborhoods B. Policies/Directives to Approve/Adopt once finalized C. Enforcement Strategies and Recommendations D. Engineering Strategies and Recommendations • Safety First Council Directive • Next Steps 2 Intro Culture Shift Sidewalks and Trails Complete Streets Safety IS the Priority Speed Feedback signs Multimodal Intersection Design Safe Systems Approach Red Light Camera Pilot Project? Traffic Calming Policy High Visibility Enforcement Safe Streets 4 All Safety First Council Directive Speed enforcement Stop Sign Enforcement Street Connectivity Distracted Driving Transportation Needs List Demonstration Projects Program Red Light Enforcement Safe Routes to School Safety Project Prioritization Guide Educational Strategies Cable Commission Collaboration 3  A. Sidewalk and Retrofit Trails in Existing Neighborhoods Option 1 Current policy • Includes context sensitive solutions and a differentiation between reconstruction projects and rehabilitation projects Option 2 Resident led additions • Design begins with no pedestrian improvements • Additions added only with neighborhood support Option 3 Council led additions • Design begins with no pedestrian improvements unless directed otherwise by council • Should additions be requested by neighborhoods, those will also be brought to council for consideration 4  B. Policies/Directives to Approve /Adopt once Finalized 1. Safe System Approach 2. Complete Streets and Multimodal Intersection Design 3. Safe Routes to School 4. Updated Neighborhood Traffic Calming Policy 5. Street Connectivity 6. Safety-First Council Directive 5  C. Enforcement Strategies and Recommendations 1. High Visibility Enforcement including: a) Speeding Enforcement b) Distracted Driving c) Traffic Sign and Signal Violations 2. Speed Feedback Signs 3. Non-Engineering Educational Strategies Toolbox 4. Monitor the results of camera pilot projects in Minnesota 6  D. Engineering Strategies and Recommendations 1. Establishment of a Comprehensive Transportation Needs List 2. Future Project Prioritization Guide 3. Demonstration Projects Program 4. Engineering Strategies Toolbox 5. Non-Engineering Educational Strategies Toolbox 7 Recommendations – Leadership Commitment Council Safety-First Directive • Safe System Approach used as official City approach to roadway safety • Explicitly state SS4A-aligned leading and lagging performance metrics • Emphasizing multiple layers of safety and tying City policies together • Establishment of comprehensive transportation needs, prioritizations, and demonstration project programs 8 Next Steps Finalize the SS4A Plan • Finalize Council Safety-First Directive • Finalize other related policy and practice changes • Finalize performance measures to evaluate progress Coming to Council Soon • Approval of Safety-First Directive as part of a towards zero deaths resolution to meet the leadership commitment piece of the SS4A • Adoption late this year or early next year of the SS4A Plan 9 10  1B City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 24-257 October 23, 2024 To: The Honorable Mayor and Members of the City Council From: Clinton P. Gridley, City Administrator Subject: 2024 – 2028 Draft Strategic Plan Review Summary At the June 4, 2024 Council Retreat, the City Council gave guidance toward developing the following Strategic Initiatives. The attached documents provide descriptions and background information for the City Council’s review and feedback. The overall conclusion was:  Eliminate the motto “Woodbury is what it is because our citizens are who they are” as it clashes with the higher importance mission, vision and values statement.  Revise the mission and values statements to replace the word “leading” with “premier.”  Retain Critical Success Factors statements  Have the 2025 Comp Plan Task Force (to be initiated) review and provide a recommendation on the mission, vision and values statements.  Create a master schedule plan for future major issues.  The current strategic initiatives are the right ones for both the present and the future. They are all large and substantial, and thus the time horizon for their extensions should be out to 2028. The language has been thoroughly reviewed and reframed as appropriate. The re-selected areas were: 1. Drinking Water - Water Treatment Implementation 2. Public Safety - Safer Community through Culture, Connections and Crime Prevention 3. Environmental Stewardship - Bringing the Environmental Stewardship Vision to Life Recommendation Staff recommends Council review the draft 2024 - 2028 Strategic Initiatives, provide feedback on the language and authorize moving these documents, as amended, for Council adoption at a regular meeting. Council Workshop Letter 24-257 October 23, 2024 Page 2 Governance Mode1  Strategic - Setting priorities, reviewing and modifying strategic plans, and monitoring performance against plans. Focus is the “ends” rather than the "means”. Fiscal Implications To be determined. Public Process The Council held its biennial City Council retreat on June 4, 2024 Background The biennial Council Retreat is an opportunity to thoughtfully identify the highest priorities or emerging, critical issues that the City must urgently address over the short term (two to three years). In order for an issue to rise to the level of a “Strategic Initiative,” it should account for the following criteria:  Alignment with City’s mission, vision, and values  Proactive, rather than reactive management  Consistent with existing City plans or reports (i.e., 2040 Comprehensive Plan)  Associated with data from the 2024 Community Survey The primary documents used to assess the need for a special Strategic Initiative are the biennial community survey, which is performed in the early spring of the even year (previous surveys were on the odd years) ahead of Council’s strategic planning, and the City’s award-winning annual performance measurement program report. At the Council Retreat on June 4, 2024, the agenda covered: A. Introduction to the Evening B. Review and Discuss Framing Documents and Issues C. Council Discussion of Potential Strategic Initiative Topics D. Selection of Proposed Strategic Initiatives for Staff Write-Up E. Council Summary Comments / Observations F. Next Steps At the conclusion of the retreat, Council provided staff direction to provide write-ups on the proposed strategic initiatives. 1Items marked “fiduciary” are primarily business-oriented topics; “strategic” items are primarily related to long-term strategies or goals; and “generative” items are primarily meant to produce new thoughts or ideas. Council Workshop Letter 24-257 October 23, 2024 Page 3 Written By: Clinton P. Gridley, City Administrator Attachments: 1. Strategic Initiative 24-01 Drinking Water - Water Treatment Implementation 2. Strategic Initiative 24-02 Public Safety - Safer Community through Culture, Connections and Crime Prevention 3. Strategic Initiative 24-03 Environmental Stewardship - Bringing the Environmental Stewardship Vision to Life 4. June 4, 2024 Council Retreat Workshop Notes  2024 - 2028 Strategic Initiative 24-01 Drinking Water Water Treatment Implementation Guiding Principles Statement (Project Mission Statement) Deliver resilient, system-wide treatment of drinking water for PFAS with continued urgency, while being mindful of community impacts. Issue Water has been the longest ongoing strategic focus of the City Council. The rounds of strategic initiatives that have a water focus are: 2005 - 2007: Water Quality Initiatives 2015 - 2017: Sustainable Water Future for Woodbury (water quantity) 2017 - 2019: Sustainable Water Future for Woodbury (water quality) 2019 - 2021: Drinking Water Quality (temporary treatment, 3M Settlement Working Groups) 2022 -2024: Drinking Water: Water Treatment Implementation (Design and Finance) 2024 -2028: Drinking Water: Water Treatment Implementation (Build) Proceeding with this issue as a City Strategic Initiative will enable the City to gather the necessary research, details, and data to support informed, long-term decision-making by the Council. This initiative will provide a comprehensive framework that allows the council to make strategic decisions regarding the future of Woodbury’s drinking water quality, treatment processes, and financial sustainability of the system. The 2024-2028 proposed strategic initiative on water, while a continuation of the ongoing water treatment efforts, marks a significant and hopefully final phase in addressing the health and safety crisis caused by the presence of PFAS (per- and polyfluoroalkyl substances) in the water system. In particular, this final phase of the water strategic initiative seeks to: 1. Successfully manage the water treatment plant construction contract and project to final completion 2. Successfully bid, award and manage the series of water treatment pipe construction projects to final completion 3. Successfully design, bid, award, and manage water tower construction project to final completion 4. Meet the state grant contracting, reporting and documentation requirements, and associated single audit standards 2024 - 2028 Strategic Initiative 24-01 Drinking Water - Water Treatment Implementation Page 2 5. Pursue special legislation for water treatment, pipes and water tower sales tax exemption 6. Engage our community on disruptive water pipe extensions, utilizing our Community Engagement Guide, to seek to retain public trust in our water and road system management 7. Complete a water rate analysis to finance: a. New water treatment plant operating cost that will commence following plant commissioning b. Fund portions of the water capital projects not supported by the State of MN 3M settlement Fund, Conceptual Drinking Water Supply Plan c. Create a depreciation schedule and approach for the eventual replacement of the capital assets added through the water projects d. Create a rate escalation glide path that balances short and long-term projections and absorption consideration of our rate payers in the rate structure. 8. Examine other programs or methods the City could employ to encourage greater water conservation Scope and Anticipated Schedule Q3 2024 – 2028 Bid and construct pipeline projects (multi-phase) Q3/Q4 2024 Water treatment plant bid and construction contract awarded Q4 2024 Water construction projects groundbreaking ceremony Q1/Q2 2025 Seek special legislation for sales tax exemption for water treatment, pipes and tower capital equipment expenses Q1/Q2 2025 Water treatment plant construction begins Q1/Q2 2025 Audit and Investment Commission review of water rate proposal Q1/Q2 2025 Bid, award and commence construction of water tower project Q3/Q4 2025 City Council considers and adopts new water rate plan Q1/Q2 2026 Audit and Investment Commission review of water rate proposal Q1/Q2 2027 Audit and Investment Commission review of water rate proposal 2028 Capital projects substantial completion (water tower and treated water being delivered) Implementation Team The City staff team includes the Public Works Director, Assistant Public Works Director, City Administrator, Engineering Director, Assistant Engineering Director/City Engineer, Communication Manager, Assistant Community Development Director/City Planner, Finance and Utilities Divisions. Background As of 2024, the city has received health advisories on nine (9) its 20 groundwater wells as a direct result of PFAS contamination. Newly approved Minnesota Department of Health and Federal Environmental Protection Agency standards and guidance value changes indicate more wells will be classified with health advisories before the treatment plant is online. These 2024 - 2028 Strategic Initiative 24-01 Drinking Water - Water Treatment Implementation Page 3 anticipated health advisories will continue to strain the city’s supply system, particularly during summertime peak demand. On September 25, the City Council awarded contracts for the Woodbury Water Treatment Plant (WTP) construction, accepted the associated state grant funding for 3M and State of Minnesota Settlement eligible components of the Woodbury WTP project, approved the associated grant budget amendment, and approved a budget amendment for City funded portions of the Woodbury WTP project. In addition to this, beginning in early September the first pipeline project related to delivering permanent treated water to Woodbury was initiated. The water treatment capital improvement has thus begun. The City of Woodbury provides municipal water service to nearly 82,000 residents and customers. Historically, this water has been provided through the use of 19 groundwater wells, now 20. In 2010, Minnesota’s attorney general sued 3M Company alleging that the company’s production of chemicals known as per and polyfluoroalkyl substances (PFAS) had damaged drinking water and natural resources in the southeast Twin Cities metro area, including Woodbury. On Feb. 20, 2018, the State of Minnesota and 3M reached a settlement agreement, with the state receiving a grant from 3M for $850 million. The court directed the Minnesota Pollution Control Agency (MPCA) and the Department of Natural Resources (DNR) to set-up working groups to guide the use of the funds. A Conceptual Drinking Water Supply Plan (CDWSP) was drafted by the co-trustees and released October 2021, after two years of working with the east-metro community working groups. This issue is of high visibility and concern to Woodbury residents. The biennial community surveys have continually revealed that the residents of Woodbury are concerned about Woodbury water quality and safety.  2024 - 2028 Strategic Initiative 24-02 Public Safety Safer Community through Culture, Connections and Crime Prevention Guiding Principles Statements Mission, vision, and values statements provide a strategic direction for the organization and inform current and future business strategies. Public Safety’s statements in this regard are: Mission - We serve all people with compassion and courage. Vision - Woodbury Public Safety is committed to a better future through: o Exceptional and responsive service o Community trust and engagement o Unified and active leadership o Planning and preparedness Values - Woodbury Public Safety recognizes there is no greater priority than the preservation of human life. Issue Summary The uniquely integrated Woodbury Public Safety Department has much to be proud of as it approaches its 30th anniversary since its consolidation and formation1. Continuing to provide high-quality and exceptional public safety services to our community is of the highest priority. As a core service and our largest operational department, Public Safety has been the subject of several strategic initiatives of the City Council: 2007 – 2009: Emergency Preparedness 2019 – 2021: Adapt and Enhance Public Safety Effectiveness 2022 – 2024: Safer Community through Culture, Connections and Crime Prevention 2024 – 2028: Safer Community through Culture, Connections and Crime Prevention (cont.) Being responsive to the evolving challenges is key to building a sense of community and supporting a high quality of life. Recent events around the country (and world) this decade have underscored the need for and importance of continuing to identify best practices and offer recommendations on how those practices can promote effective public safety services while building public trust. While the past strategic initiatives have yielded positive results, the City 1 July 1, 1995 2024 - 2028 Strategic Initiative 22-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 2 Council of Woodbury remains committed to strengthening our community-based Public Safety services and connections. Moreover, there is still much more work to do as this field continues to undergo significant changes and challenges, such as:  Retention, recruitment and diversity of personnel  Rise in EMS calls for service  A continued push for community policing  Drug decriminalization  Transparency and accountability  Post-traumatic stress / mental health and wellness  Use of force post George Floyd  Technology use, control, effectiveness and opportunities  Politics and police reforms  Social work and policing collaborative  Role of police in schools (SRO’s)  Interagency agreements and mutual responses  Cost burdens of a modern public safety agency  Cybercrime and cryptocurrency fraud  Traffic control challenges  Demilitarization, defunding  And much, much more Our success as a “premier community in which to live, work and thrive” requires that the safety of the community and public safety services be continually evaluated, adjusted, and enhanced to meet the needs of a changing and growing community. Proceeding with Public Safety as a City Strategic Initiative will assist in providing the necessary research, detail and information to ensure the City Council can make informed, long-term and strategic decisions regarding the future of the City of Woodbury’s Public Safety services into the future. While the 2024-2028 proposed strategic initiative related to Public Safety is a continuation of the last two strategic initiatives, still it represents new considerations and commitments to Public Safety excellence. Areas of Focus Recognizing that all the weighty matters listed above are not all solvable by our local unit of government, three main focus areas continue to be emphasized – culture, connections, crime prevention and education as umbrella areas, with revised focus areas within each one for this strategic initiative, as proposed. 1. Culture a. RECRUITMENT AND RETENTION. Continue to examine means and methods to reduce the number of unfilled positions and how to better keep the department closer to its full accompaniment of employees so the mission-critical work of Public Safety can be 2024 - 2028 Strategic Initiative 22-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 3 fulfilled. Many of the initiatives, programs, and services directly tie back to staffing levels. Work towards returning budgeted officer staffing levels to our historic ratios while planning for continued growth. b. INTEGRATED PUBLIC SAFETY SERVICES. As we have moved away from integrated positions (e.g. police officer/paramedic, police officer/firefighter), assuring we have vertical and horizontal collaboration and coordination of services at all levels, and proper chain of command roles and responsibilities. c. BUILDING AND SUSTAINING OFFICER WELLNESS. In recognition of the critical role that wellness plays in public safety work, Woodbury has created programs designed to promote mental and physical health and enhance overall resiliency. Despite these efforts, police and fire services are facing recruitment and retention challenges, worker unavailability and rising workers compensation and pension costs due in-part to post- traumatic stress disorder claims. We desire to further evaluate initiatives, practices, programs and resources that enhance wellness and promote healthy employees able to deliver high quality services to our community. d. INTERNAL COHORT GROUPS. Intentional cohort groups can help promote inclusion and belonging in the workplace, and to address challenges faced by underrepresented groups to bolster diversity in recruitment, retention and promotional opportunities. e. EMS FIRE DEPLOYMENT CONVERSION. Restructuring of emergency medical services (EMS) personnel, operations, facilities and equipment to meet community service standards will allow for enhanced coverage to better address the service needs. Continue to use data to support future staffing requests for what has been a rapidly increasing service area, particularly EMS services. f. SOCIAL WORKER INCORPORATION WITH FRONTLINE LAW ENFORCEMENT. Evaluate staffing and partnership needs of the Community Support Team with Washington County to enhance mental health and crisis response. 2. Community Connections a. PUBLIC SAFETY CAMPUS EXPANSION AND REMODEL2. Collaborating with architects, contractors, community members and groups, and staff to ensure the remodel aligns with both current and future community growth and service needs. Develop plans to temporarily relocate public safety services during construction to ensure uninterrupted service delivery. b. PUBLIC SAFETY SOCIAL MEDIA STRATEGY. Continue to research, expand and implement the reach of messaging, education, and information sharing. 2 Capital budget of $60 million. Planned 2026 construction, 2027 completion. 2024 - 2028 Strategic Initiative 22-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 4 c. INTEGRATE DIVERSITY, EQUITY, AND INCLUSION (DEI) PRINCIPLES. Examine Public Safety’s governance, operations, and programs leading to a sustainable culture of enhanced understanding and connection within community members by Public Safety. d. PARTNERSHIPS AND COLLABORATION. Enhance governmental and non-profit connections to support our community services. 3. Crime Prevention and Education e. STAFFING AND SERVICE LEVELS STANDARDS. Evaluate staffing and operational and funding levels necessary to support a growing and changing community and changing demands on the public safety professionals to assure field effectiveness. Define performance measure benchmarks in which to assess the effectiveness and efficiency of public safety services f. CRIME PREVENTION EDUCATION AND PROGRAMS. Identify and evaluate neighborhood-level crime to address residential area crimes, and opportunities tailored to various community groups. g. TECHNOLOGY MANAGEMENT. Determining our future with the County records management system (RMS) is the major initiative, and potentially standing up our own RMS system. As well, seeking to use IT innovatively to achieve better crime tracking, case management and resolution. Enhance data-led policing practices to direct timely allocation of police resources. h. TRANSIT SYSTEM POLICING. Conduct ongoing proactive research and planning to prepare for the future start of the METRO Gold Line, and coordination with Metro Police. Implementation Team The City staff project management team (PMT) will include: Public Safety Director (lead), Assistant Safety Director – EMS Fire, Deputy City Administrator, Police Commander, Community Relations representative, IT Manager, Assistant Community Development Director/City Planner, Police Commander, Police Officer, Paramedic Firefighter. The PMT will be supported by the Public Safety Supervisor and by professional services as needed. Scope and Schedule The Public Safety Department recognizes that many of the initiatives presented are interconnected and will need frequent adjustments as our community continues to grow. This will require concentrated coordination to ensure the effectiveness of the overall strategy to enhance connections and communication with our community. 2024 - 2028 Strategic Initiative 22-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 5 Q4 2024 City Council Adoption of Strategic Initiatives Q4 2024 Develop strategy, tactics and identify focus area champions and team members to implement strategic initiative Q1 2025 Commencement of strategic initiative focus area action teams Q2 2025 Check in with Council Q2 2026 Check in with Council Q2 2027 Check in with Council Q2 2028 Final report on strategic initiative Background The City of Woodbury recognized early on in our development that in order to meet the increasing public safety needs of its growing population without breaking the bank, it would need to consider some creative staffing options. In 1995, the city began cross-training some police officers as paramedics, and in 1996, it merged its fire and emergency medical services (EMS) with its police service. By 2004, it became clear, however, that additional measures were needed to ensure continued provision of robust public safety services within the city’s existing financial constraints. A major concern at the time was that the city’s pool of paid, on-call volunteer firefighters had not grown with the city’s population. From 1991 to 2005, the city’s population had increased by 275 percent while the number of paid, on-call volunteers had remained static. Although the city of Woodbury was in a relatively strong financial position with a comparatively low property tax rate, it would have been financially burdensome to add the number of regular, full-time firefighters that would have been needed to make up for the shortage in the paid, on-call volunteer pool. Moreover, the city was also concerned that, with its growing population, a shortage of police officers might become a problem. To address these concerns, in late 2004 the city formed an EMS-fire task force comprising citizens, elected officials, and city staff. The task force was charged with drafting recommendations for public safety service standards and performance measures that represented community expectations. Task force members also recommended staffing levels to meet the new service standards. The task force considered a number of different public safety organizational models and ultimately recommended the public safety integration model, which features the cross-training of public safety personnel in multiple disciplines. A major benefit of the model was considered to be the likelihood of improving fire response times because on-duty police officers are usually among the first to respond to an emergency; under the new model many police officers would be cross-trained as firefighters. In addition, the task force recommended the hiring of additional public safety personnel to meet growing service demands in both police and fire. In 2007, the Emergency Management position was created to develop, coordinate, and direct emergency preparedness and management. This involves staff training, outreach to schools, 2024 - 2028 Strategic Initiative 22-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 6 private industry, and the general public. A core function of this position is natural disaster planning and preparation. During the COVID-19 pandemic, the position was critical in setting up an Emergency Operations Center (EOC), which coordinated the city-wide response while also overseeing the delivery of all services. As our community continued to evolve, so did our response model. In 2014, we began the process of hiring full time Paramedics to ease the pressure to our Police Paramedics. Being early adopters of the emerging body worn camera system technologies we began an implementation process in 2016. This involved an initial press release, a published draft policy, input from internal stakeholders, and the hosting of a public forum. This transparent and inclusive process led to the successful rollout of the program. In 2017, the City Council identified safety as one of seven “Critical Success Factors” crucial to Woodbury’s continuing success. Council supported the following guiding statement in support of safety: Woodbury is a welcoming community where all people feel safe. The City provides professional, effective and compassionate protective services to ensure Public Safety builds a sense of community and supports a high quality of life. In 2019, the Multicultural Advisory Committee (MAC) was formed with involvement from a community steering committee. The purpose of our MAC is to enrich the relationship between community members with diverse identities and experiences and the police department by creating opportunities to learn from each other, engage in meaningful conversations, and solicit input for decision-making processes that impact the community. By building trust and communication between the police and community members, we work to ultimately improve the safety and livability of our community. Also in 2019, to support our staff we researched and implemented a mental wellness program. Each front-line worker visits with our independent professional mental health provider at least once per year for a mental wellness check-up. If additional visits are needed staff can anonymously attend up to five additional sessions free of charge. Employee wellness is further supported by physical wellness programs and facilities. The Public Safety Department embraces a culture that values excellent customer service, training, and education, all of which contribute to our consistently positive resident ratings. To ensure Public Safety staff members are highly trained and capable of providing quality services, City Council supported the construction of the HERO Training Center, which opened in 2020. The new regional training center allows our police officers, firefighters, and paramedics to hone their skills using state-of-the-art equipment and facilities. Also in 2020, a staffing study identified critical areas of improvement and provided a foundation for organizational planning. The Public Safety Department continues to work towards achieving 2024 - 2028 Strategic Initiative 22-02 Public Safety – Safer Community through Culture, Connections and Crime Prevention Page 7 the goals identified in the study. This process has allowed the department to enhance its effectiveness in many areas. Another key tool in the evaluation of public safety services has been our biannual resident survey. The 2024 resident survey results revealed an approval rating of over 89% across all divisions within Woodbury Public Safety. Highlights of the survey are: • 90% of residents rated Woodbury as excellent or good in overall quality of life • 97% of residents felt safe or somewhat safe walking alone in their neighborhood, (92% in commercial areas and 92% in city parks and recreation facilities) • 95% of residents rated fire services, ambulances, or emergency medical services as excellent or good • 89% of residents rated police services as excellent or good • 92% of residents rated their overall feeling of safety in Woodbury as excellent or good Overall, per capita data shows crime rates in Woodbury have remained level, even showing areas of reduction. However, meeting the expectations of the community for public safety is more complex than just addressing crime. The feeling of safety is impacted by the media, regional and national crime trends, and the occurrence of low frequency but significant incidents in Woodbury. Per capita crime is how the community experiences crime; however, officers experience the resource strain if officer staffing levels do not keep pace with population growth. To maintain our high service levels, our staffing levels will need to stay on pace with population growth. Public safety services are primarily driven by service demands, staffing levels, and community growth. A notable area of increasing demand is EMS, which has seen a 98% rise in calls since 2014. In 2022, there were 5,191 EMS calls, which grew to 5,616 in 2023, with projections indicating another substantial increase in 2024. Restoring police officer staffing to historic levels will enable the department to effectively meet its mission-critical responsibilities while also allowing for timely responses to emerging issues. Recent examples of such issues include mental health support and response, cryptocurrency fraud, and new traffic challenges.  2024 - 2028 Strategic Initiative 24-03 Environmental Stewardship Bringing the Environmental Stewardship Vision to Life Guiding Principles Statements (Critical Success Factors) 1997 - 2006 Natural Environment The water quality of city lakes is maintained or improved. Contaminants are prevented from reaching the ground water. Natural areas are preserved in order to retain important plant communities, especially wetlands and tree strands, and to provide wildlife habitat. The city sets an example, not only through its policies and regulatory practices, but also through the conduct of its own operations. 2006 - 2017 Sustainability Woodbury strives to be a sustainable community that promotes community health and wellness through the protection of the environment. The city assesses and improves its development practices, city and community energy use, and use of its natural resources in order to not use resources at the expense of future generations. The city’s role is to establish and implement policies, guidelines, goals and strategic actions to protect air and water quality, preserve natural areas, conserve energy, and reduce waste. 2017 to Present Environmental Stewardship Understanding that environmental health, economics and human well-being are interconnected and interdependent, Woodbury is committed to the responsible use and protection of all resources. To preserve our environment for future generations, the City will foster environmental stewardship through focused conservation, social responsibility and best management practices. Issue Environmental Stewardship has been an ongoing strategic focus of the City Council1. The rounds of strategic initiatives that have an environmental focus are: 2003 – 2005: Energy Conservation Policy 2005 - 2007: Energy Conservation Policy Task Force 2022 – 2024: Environmental Stewardship: Improving Environmental Outcomes 1 See 20-year history of Environmental Stewardship 2024 - 2028 Strategic Initiative 24-03 Environmental Stewardship – Bringing the Environmental Stewardship Vision to Life Page 2 2024 – 2028: Environmental Stewardship: Bringing the Environmental Stewardship Vision to Life As well, the City has long had ongoing citizen environmental involvement through the Environment Advisory Commission (previously the Environmental Education Commission), the Sustainability Committee and currently the Parks & Natural Resources Commission (PNRC). Continuing Environmental Stewardship as a City Strategic Initiative will assist in providing the necessary research, detail and information to ensure the City Council can make informed, long- term and strategic decisions regarding the future of the City of Woodbury’s environmental stewardship efforts into the future. While the 2024-2028 proposed strategic initiative related to environmental stewardship is a continuation of “Improving Environmental Outcomes”, still it represents a new and hopefully next stage of realizing its vision and objectives. It declares that Woodbury is committed to the plan’s goals and actions, of the 2024 Environmental Stewardship Plan (ESP) - a comprehensive implementation strategy is essential for achieving tangible outcomes and measuring progress. The implementation phase signifies the transition from vision to action. To ensure that the plan’s goals and actions are effectively tailored to Woodbury, the staff project management team (PMT), the resident planning team and the PNRC have engaged in extensive collaboration. In this next phase, Woodbury will select and define key priorities identified through past community engagement processes during plan development, which include:  Conserving natural resources  Preserving habitats and biodiversity  Promoting renewable energy and energy conservation  Preparing for climate change and extreme weather events  Reducing waste  Protecting and improving water resources Next Steps The planning team utilized specific screening criteria to evaluate and prioritize the actions outlined in the plan. Community members also had an opportunity to identify plan actions they believe should take precedence through online and in-person engagement sessions. The PMT will assess these priorities annually and refine them during the implementation phase based on staff capacity, potential partnerships, and available funding. The successful implementation of this plan will review and prioritize the 36 goals across eight sectors of environmental stewardship. Assessing these goals will require a focused and ongoing evaluation process, ensuring that all actions are effectively executed and align with Woodbury’s broader environmental objectives and financial capabilities. Staff will revise the implementation roadmap every two years, prioritizing actions in collaboration with the PNRC. 2024 - 2028 Strategic Initiative 24-03 Environmental Stewardship – Bringing the Environmental Stewardship Vision to Life Page 3 Fiscal Impact Woodbury is committed to a lasting strategic vision for environmental stewardship that balances the city’s aspirational vision with the practical realities of its financial landscape. The city must remain flexible, agile, and resilient to navigate the competing resources and challenges of a growing community with ever evolving and complex needs. The City Council will annually assess funding during the budget development process ensuring a balance among the city's various objectives while working toward the goals set forth in the adopted Environmental Stewardship plan. The proposed ESP outlines actions that will require both staff resources and financial investment. Future funding will be determined by the prioritization of these actions, available staff capacity, potential external funding opportunities, and ongoing initiatives. Anticipated Timeline Q4 2024 Scope the initiative, draft a two-year roadmap for implementation, and establish the implementation team. Q1 2025 Evaluate priorities and establish a plan and budget for the first two years of implementation (working within the appropriation of the approved 2025 budget) Q2 2025 Develop timelines and milestones for achieving plan actions. Q3 2025 Create a proposed year 2 (2026) budget for the annual implementation of plan actions. Q2 2026 Progress review (performance measures) Q3 2026 Provide a progress report memorandum to City Council Q4 2026 Prepare the (2027-2028) two-year road map Ongoing Evaluations, performance measurement and adjustments as needed Implementation Team The implementation of the ESP will be led by the Environmental Resources Manager, with support from the Parks & Recreation Director, who serves as the liaison to the PNRC. The PMT will also be instrumental in the plan’s execution. This collaborative PMT will consist of staff from various departments, working together to ensure the successful implementation of the plan. Measurement To evaluate ongoing environmental stewardship efforts, leading (proactive) and lagging (results oriented) indicators are useful to measure both ongoing efforts and long-term outcomes. Leading indicators focus on proactive measures and policies that predict future performance, while lagging indicators assess the results of past actions. During the implementation phase, staff will develop both leading and lagging metrics for Woodbury that are uniquely targeted at focusing on what the city is doing to proactively address environmental issues and focus on what the city has achieved to provide critical insights into the effectiveness of long-term 2024 - 2028 Strategic Initiative 24-03 Environmental Stewardship – Bringing the Environmental Stewardship Vision to Life Page 4 environmental programs. The results of these measures will be woven into the city’s performance metrics dashboard, reviewed annually with the Council, and biennially reviewed in greater detail along with the sectors, goals, and actions developed in the Environmental Stewardship Plan. By integrating these leading and lagging metrics into the city's performance metric dashboard and synchronizing reviews with the council's annual and biennial cycles, the city can track both ongoing efforts and long-term outcomes. This approach ensures that the city stays accountable to its environmental goals while remaining flexible enough to adapt to new challenges. Background In 2021, the City Council tasked staff with collaborating with the Parks and Natural Resources Commission to review the city's environmental stewardship efforts over the past twenty years. This direction was spurred by a group of proactive community members urging the City Council and the PNRC to ensure Woodbury remained a leader in sustainability and environmental stewardship. In October of 2022, the Council adopted the "Environmental Stewardship – Improving Environmental Outcomes" initiative for 2022-2024. This strategic initiative focused on creating a community-supported plan and guidance for ongoing environmental stewardship. In May 2023, the city hired a consultant to develop its first Environmental Stewardship Plan. This plan is designed to enhance citywide conservation, social responsibility, and best management practices through strategic investments in preservation, adaptation, mitigation, and maintenance. It advocates a balanced approach and delineates the roles and responsibilities of the City of Woodbury, as well as individual community members, households, and business owners, in supporting these environmental efforts. The PNRC is expected to make a recommendation to City Council to adopt the Environmental Stewardship Plan at their December 11, 2024, meeting.  Retreat Notes June 4, 2024 1. Sources of Pride in Woodbury Trails, parks Safety Fiscal strength / low debt levels Enviable city in which to live due to safety, schools, open space, parks/trails, retail For a city this size, there is a sense of community Continued excellence through strategic planning 2. Hope For Woodbury’s Future Improvement or Growth Continued excellence through strategic planning More “placemaking” to execute quality spaces to live, work and play Green - trees - parks - sustainability - water quality Slow Growth - figure out what we want our community to be For a city of our eventual size, there is still a sense of community Good reputation, public trust Non-partisan (find common ground) Place that welcomes all (financial, housing, race) High levels of customer service 3. Framing Language Are we too risk adverse? We are cautious and planful? Intent to be high-ranked In mission and vision statement, exchange “premier” instead of leading Eliminate motto Mission, Vision, Values statement review referred to 2050 Comp Plan Task Force (2026 – 2029) 4. Critical Success Factors Things we don’t want to screw up Have part of PM Program Reference mission critical and civic engagement Take human things out of environmental stewardship Too much stuff (comp plan, etc.) Add civic engagement Internal centering document Serving all generations Ends and means (City services) Assign to department and or commission?  They are greater statements, they encompass community commitments to customer service (e.g. same day inspection) Keep, reframe, tweak, add, modify, in favor of what??? Conclusion was that this was a topic for future discussion - no change for now 5. Policy Review of City Council Roles and Guidelines Discussions of recordings by a council member Current policy is broad and can be interpreted What are the consequences of recording without notice? Council is self-governing Relationship impact of recordings? Policy has sufficient language to act on council member recording issue as needed 6. Survey o Water a. Water quality rating was low, but not a surprise. But still a social media issue b. Not effective in water quality communication – talks more on other sources c. Our PFAS website statement is still daunting and scary. Should not say it is safe d. Water quality is an issue e. Providing treated water for all f. Water quality– real and perceptions o Public Safety a. Safety came through very strong, but was ’22 an abhorration? b. Decrease of crime being felt o Streets a. Fixing more roads b. People not happy with congestion (I-94 ramp closures, etc.) c. Pavement patching? o Finances a. Supporting high quality services b. Tax level to keep high level of service c. Preplanning financial needs, how are we paying for things?  Water  Street Lighting  Sidewalks  Roads  Environmental Stewardship o Other survey comments a. Great place to retire a lower rating (transportation, community ???) what part is weather-related, expensive to live in Woodbury b. Less support for chickens than expected but is okay in rural estate (??) c. Strong Council ratings - Community trusts elected officials d. Chickens on rural estates e. Sustainable top 3:  Protect surface water More emphasis  Protect habitat  More tree cover and habitat  7. How are we doing with Current Strategic Initiatives? Looking at what we have documented. Think about what we are stating – PR firm? Do we need to modify message and use of filters Water is number 1 and communication is important. Next four year (’28) Consider four more years with Public Safety SI – add to it that we are building new Public Safety Center by 2028 each Record and document environmental stewardship, and next steps SI Next Steps - Update SI’s and set for next four years (2028) 8. Grandkids Woodbury How should it resemble our Woodbury? Parks and trails Sense of community Strong fiscal health Seeking to be better neighbors High levels of community trust Strong ethical and customer service standards (and achievement) Quick access to shopping Lots of nature: eagles, birds, etc. Integrated Public Safety with high morale Public Safety community support Best drinking water in Metro Don’t screw up our value propositions (i.e., critical success factors) How should it differ? School/City connections and cooperation Dysfunctional government Less housing association control/ = more housing choice Less overcrowded schools Less lean staffing levels - Errored on not taking on new staff over time Traffic management - Slower speeds, less cars How would you use a magic wand? Eliminate high speed roads that cut through Woodbury and divide neighborhoods, schools, retail Create a bypass so people could get around Woodbury without cutting through Main street A true Central Park with outdoor areas that could attract people, community, for gatherings A fourth high school = more capacity and smaller school environment A corner store or more walkable/bikeable retail Micro transit system connected with Gold Line Shared school/City turf fields Public wave pools Want downtown-central district  We are a “Model City”/premier community as recognized nationally For City org = fully staffed No more construction! Full Public Safety staffing More farmer’s markets More community gardens More public art installation What are the roles of the City is shaping these outcomes? Intergovernmental partnerships Planning Model Cities Visionary o Land use o Big vision o Less density o Partnerships 9. Conclusions o Not taking on more o Get done what we started o Fiscal predictability and anticipation o No motto o Change to premier city (not leading) o M, V, V to 2050 Task Force o No change to critical success factors o No change to Council roles policy o Priorities - Water safety, Public Safety and Environmental Stewardship – reframe current three initiatives o Create a Master Schedule Plan of major issues (e.g. street light funding and replacements) o Proceed with Rural Estate chicken allowance ordinance creation and consideration process