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11-13-18 C/M Agenda Packet A G E N D A Council/Manager Meeting Golden Valley City Hall 7800 Golden Valley Road Council Conference Room November 13, 2018 6:30 pm Pages 1. Firearms Sales 2-3 2. Review Proposed Goose and Turkey Management Plans 4-32 3. LimeBike Update 2018 33-35 4. Discussion of 2019 Legislative Priorities 36-38 5. Presentation of Crisis And Critical Issues Communications Plan 39-61 6. Council Review of Future Draft Agendas: City Council November 20, City Council December 4 and Council/Manager December 11, 2018 62-64 Council/Manager meetings have an informal, discussion-style format and are designed for the Council to obtain background information, consider policy alternatives, and provide general directions to staff. No formal actions are taken at these meetings. The public is invited to attend Council/Manager meetings and listen to the discussion; public participation is allowed by invitation of the City Council.                     Executive Summary  Golden Valley Council/Manager Meeting  November 13, 2018    Agenda Item   1. Firearms Sales    Prepared By  Jason Zimmerman, Planning Manager  Maria Cisneros, City Attorney    Summary  At the Council/Manager meeting on August 15, 2018, the Council discussed firearm regulations  and asked staff to look at potential zoning restrictions that could restrict future firearms sales in  Golden Valley.    As explained by the City Attorney at that meeting, State law does limit the ability of local  municipalities to regulate firearms. One exception is the ability to legislate the location of  businesses where firearms are sold if the regulations are reasonable, nondiscriminatory, and  nonarbitrary.    Permissible zoning regulations around location of firearms sales tend to fall into three categories.  First, sales of firearms may be restricted within a certain distance of specific uses where children  or others gather publicly – schools, religious facilities, libraries, community centers, etc. Second,  sales are often prohibited within a certain distance of residentially zoned properties. Third,  firearms sales may be prohibited from locating near another gun‐related use or near other  “undesirable” uses (e.g., pawnshops, liquor stores, sexually‐oriented businesses, etc.).    Below are examples of firearm related zoning regulations from three metro area cities that show  the variety of approaches to location restrictions.    Minneapolis:   The use shall be located at least two hundred fifty (250) feet from the nearest residence  or office residence district.    The use shall be located at least five hundred (500) feet from the following protected  uses: religious institution, K‐12 school, child care center or family or group family day  care, library or park.       Richfield:   Such uses shall be located not less than 300 feet from any school, church, daycare center,  public library, or governmental building.   Such uses shall be located not less than 1,000 feet from other gun or ammunition  sales/repair businesses or firearms related uses.   Such uses shall be located not less than 100 feet from residentially zoned property    St. Louis Park:   The lot must be at least 1,000 feet from a property containing a pawnshop, currency  exchange, payday loan agency, liquor store, or sexually‐oriented business.   The lot must be at least 350 feet from a lot zoned residential.    Golden Valley currently has no location (or other) restrictions on firearm sales; firearm sales are  permitted in Commercial Zoning Districts and are treated like any other retail use. The City does  prohibit firearm sales as a home occupation.    In order to visualize what some of the above restrictions might look like when applied to the  City’s zoning map and existing land uses, staff tested a 100 and a 300 foot buffer around  residentially zoned properties (including the Mixed Use Zoning District, which allows residential  uses); parks and play areas; and schools, religious facilities, and libraries. Staff overlaid these  “restricted” areas on those properties currently zoned Commercial to demonstrate where  firearms sales could potentially be located. Maps will be provided for discussion at the meeting.    Next Steps  Based on feedback from the Council regarding the uses that should be evaluated when restricting  the location of firearms sales and the distances required from each, staff will work to develop a  zoning text amendment and prepare it for review by the Planning Commission.    Executive Summary Golden Valley Council/Manager Meeting November 13, 2018 Agenda Item 2. Review proposed Goose and Turkey Management Plans Prepared By Rick Birno, Parks & Recreation Director Summary The goose population is an ongoing problem within the City of Golden Valley and is one of the top complaints consistently shared at Brookview Golf Course and Brookview Park. Brookview Golf annually implemented a goose removal plan until five years ago when the Minnesota Department of Natural Resources (DNR) began to require a formal goose management plan in order to request permits for goose removal. Turkey management within the City is a growing issue. Complaints concerning wild turkeys are increasing annually. Wild turkey removal also requires a formally adopted plan in order to request removal permits from the DNR. Staff would like insight from the City Council on the proposed turkey and goose management plans. Both plans have been drafted from templates provided by the DNR. Staff at the DNR has reviewed both plans and recommended changes which have been implemented and included in the current draft proposal. The Open Space and Recreation Commission (OSRC) reviewed both plans at the October 22, 2018, meeting and unanimously supported both draft plans and recommended them for review to the City Council. Key Highlights of the Goose Management Plan (GMP) • Plan is for a specific locations in Golden Valley • Annual removals require approval and permits from the DNR • Plan has three key steps for population reduction • Spring step #1 is to locate and implement an Addling process to eggs in nests • Early summer step #2 is to capture and remove during flightless period • Mid-summer through fall step #3 is to continue to implement strategies for disturbing loafing geese • All removals will utilize an independent contractor and be funded by revenues from the Brookview Golf budget • Plan allows for staff to support other entities within Golden Valley through the DNR permit process and independent contractor selection if requested. Key Highlights of the Turkey Management Plan (TMP) • Plan is designed to be reactive and not an annual removal • Any removals will require approval and permits form the DNR • Plan will only be implemented when needed for a public safety issue which will be determined based on each situation • All removals will utilize an independent contractor and be funded by the Parks & Recreation General Operations budget in the same area as the deer removal • Plan allows for staff to support other entities within Golden Valley through the DNR permit process and independent contractor selection if requested Resident Input • Resident input has been solicited through phone calls, emails and electronic comments from document review posted on the City’s website. All calls, emails and comments have been summarized and attached to this email Next Steps • If recommended to move forward by the City Council, OSRC is scheduled to host a formal public input meeting on Monday, November 26, 2018, 6:30 p.m. at Brookview in the Bassett Creek Room. • OSRC will receive, review and discuss public input and make any recommended changes to the proposed draft wildlife removal plans. • The GMP and the TMP will be presented to the City Council, with any potential adjustments, at the January 2, 2019, City Council meeting for adoption and implementation. Staff recommends moving forward with proposed wildlife management plans and presenting it at the November 26, 2018, Open Space and Recreation Commission public input meeting. Attachments • Draft Turkey Management Plan (9 pages) • Turkey Management Area Map (1 page) • Draft Goose Management Plan (11 pages) • Goose Management Water Body Map (1 page) • Goose Management Area Map (1 page) • Summary of Resident Input (4 pages) DRAFT WILD TURKEY MANAGEMENT PLAN FOR THE CITY OF GOLDEN VALLEY TABLE OF CONTENT Plan Summary Golden Valley Wild Turkey Management Concerns 1.0 Golden Valley Wild Turkey Management Plan  1.1 Wild Turkey Habitat Use and Population Estimate  1.2 Visitation and Recreation Areas  1.3 Concentrated Habitat Use and Human Safety Issues  1.4 Proximity Sensitive Areas  Wild Turkey Management Recommendations 2.1 Goals and Measures   2.2 Geographic Scope   2.3 Management Techniques   2.3.1 Population Reduction  2.3.2 Tracking Management Activities for Future Adjustments  2.3.3 Habitat Modification   2.3.4 Temporary Physical Barriers   2.3.5 Permanent Physical Barriers  2.3.6 Redistribution Techniques  2.3.7 Excrement Removal in Roost Areas  2.4     Public Information   2.5     Partner Relationships and Permit Requirements  2.6     Communication Plan  2.7     Staff Contact    Appendices:   Appendix A ‐ City of Golden Valley Context and Land Cover Map   Appendix B ‐ Golden Valley Management Activity Tracking Form      Plan Summary    The Golden Valley wild Turkey Management Plan is a reactive approach to problem areas that develop  throughout the city and not an annual scheduled removal program. The plan is a tool to manage public  safety issues, resident/patron property damage and human health issues. Wild turkeys can be very  aggressive, become public safety issues and cause damage in high pedestrian use areas. The removal  plan will only be implemented as needed when damage and safety issues become apparent and no  other options are available. The proposed management plan is designed to utilize non‐lethal removal  strategies first and whenever possible. Lethal disposition techniques will be implemented if  recommended by contractor and approved by the Minnesota Department of Natural Resources (DNR)  Wildlife Division. The plan also provides for city staff to support administratively both public and private  property owners other than the city of Golden Valley to guide and implement wild turkey removal if  requested.        1. City of Golden Valley Wild Turkey Management Concerns   1.1 Wild Turkey Habitat Use and Population Estimate The city of Golden Valley encompasses approximately 6,720 acres of varied habitats. When Golden  Valley was initially settled, the majority of the landscape was cultivated farmland and open fields, with  remnant wetland, wet prairies, and floodplain forest. Today Golden Valley is fully developed, areas of  habitat include 70% partially vegetated land cover, forests and woodlands comprise 10%, open  grasslands, shrub lands, and prairies 5%. Open water and wetland habitat is about 5%.  Overall, developed land and cultural (non‐native) vegetation encompass about 81% of Golden Valley’s  land cover while native‐dominated plant communities comprise about 19%. This value has been  relatively constant over the past few decades. Golden Valley continues to look long term to increase the  quantity and quality of natural areas within the community.  Wild turkeys use various areas of the city. Nesting occurs in a variety of habitats including wooded and  marsh areas, thick shrubbery, downed trees, in natural tall vegetation bordering open green spaces and  in wildflower garden areas. Newly hatched broods tend to feed within the city boundary areas and in  communities that border Golden Valley. After their flightless period of a few days, wild turkeys are more  mobile and frequently use private and public property for dusting, roosting and feeding.     The city of Golden Valley does not monitor wild turkey populations annually. City protocol is to respond  when an issue arises due to a large flock of wild turkeys or unique situations that create a public safety  issue. Our habitat is conducive for flocks of wild turkeys to congregate in neighborhoods, parks and  corporate properties in Golden Valley.      1.2 Visitation and Recreation Areas  Flocks of wild turkeys can be found in our parks, nature areas, picnic areas, playgrounds, roads, parking  lots, hiking trails, wooded areas, ball fields, and other public and private property.     1.3 Concentrated Habitat Use and Human Safety Issues Areas in which wild turkeys are causing damage or health and human safety issues include parks, picnic  areas, roads, parking lots, lawns, golf course greens & tee boxes, private residential property and  business property throughout Golden Valley. The turkeys tend to be extremely aggressive with people  and are impacting daycare centers, religious facilities, schools, delivery services, traffic and recreational  facility use.    1.3.1 Proximity Sensitive areas Because our wild turkey removal plan is based on managing specific problem areas only and not an  annual removal program, all property at any potential location will have sensitivity issues. Therefore,  staff will not support the use of firearms for the removal of problem turkeys unless directed by Public  Safety staff in very specific situations that have no other options. Generally a drop net process or baited  traps will be utilized. Depending on the types of baited traps used, this process may attract non‐target  wildlife and domestic pets. Contracted services for wild turkey removal will employ strategies and  systems that minimize the impact to all other domestic and wild animals.       2. Wild Turkey Management Recommendations 2.1 Goals and Measures The city of Golden Valley is proposing a wildlife management plan for problem area response due to  wild turkey issues when identified by residents and city staff. This is not a citywide annual removal  process plan. The two primary areas of concern are public safety and property damage.      Staff has identified three goals for implementing a wild turkey management program.     The primary goal is to implement a removal when ongoing public safety and damage is identified.     The second goal is to develop and implement a communication process that informs both residential  and corporate property owners about strategies to deter feeding and loafing wild turkeys. Information  will include insight regarding the issues of feeding wildlife and options to make property areas  unattractive for turkeys by developing natural barriers that deter turkeys from loafing on and around  property.      The final goal will be to support other community public and private property owners, if requested, to  develop plans to implement processes to reduce/remove wild turkeys on property not owned by the  city of Golden Valley. This would also extend to all future property owned by the city of Golden Valley  that has not yet been identified as a wild turkey population problem response area.       2.2 Geographic Scope The removal goals are focused on an as needed basis throughout the city of Golden Valley. Wild turkey  management techniques are not planned for any specific locations at this time or as a scheduled annual  removal process. If in the future the wild turkey populations grow to a point a planned and scheduled  annual removal program is required, staff will work with the City Council and the Minnesota Department  of Natural resources to develop and implement a process for the city of Golden Valley.     2.3 Management Techniques The proposed techniques for wild turkey management for the city of Golden Valley will be varied in type  and geographic area. Meeting the goals as outlined may require the implementation of a broad set of  techniques. Any one management technique used alone will likely be ineffective for any significant  length of time, since tolerance and habituation will likely occur. As a result, we propose the use of an  integrated management approach, where a number of techniques, applied in varying ways, times and  locations will provide the best outcomes.   2.3.1 Population Reduction Animal Management The plan recommended is not an annual population reduction management process. When a problem  area is identified and action required, staff will request a Removal Permit from the DNR for the wild  turkeys. Permit request will outline all issues, location(s) and conditions that will be followed as well as  the reporting of any removal(s).    Trapping and Removal (Winter Period)  Capture and removal of mixed age groups of wild turkeys during the winter period is an effective way to  reduce the localized population. The use of contractors for the capture, removal and disposition of wild  turkeys from the city of Golden Valley is a management option. Such removal would need to be detailed  as part of a removal permit application through the MN Department of Natural Resources Fish &  Wildlife Division. The wild turkey removal and disposition will be conducted according to the permit  conditions.     Lethal Wild Turkey removal The city of Golden Valley does not plan to use on‐site lethal removal of wild turkeys unless a specific  removal need is dictated by the Golden Valley Public Safety Department and no other non‐lethal options  are reasonable based on the situation. Selective and occasional lethal removal of individual or small  groups of wild turkey may be needed if other redistribution or hazing methods do not work. Lethal  removal of wild turkeys by means of shooting wild turkeys on an occasional basis is a management  option. Such removal would need to be dictated by the Golden Valley Public Safety Department.  This  type of removal would be included as part of a removal permit application through the DNR Fish &  Wildlife Division, and wild turkey removal and disposition would need to be conducted according to the  specific permit conditions. Such conditions would include the number of individual wild turkeys and the  specific information about the methods to be used for the removal and disposition.          2.3.2 Tracking Management Activities for Future Adjustments All management activities will be documented on the Management Activity Tracking Form in Appendix  B. The city will keep a copy of all management activity forms on file at the Brookview Golf Maintenance  office to help facilitate future management activities that might need adjustments or improvements.    2.3.3 Habitat Modification There are some direct habitat modifications that may be beneficial for long term management of wild  turkeys. Covering dusting sites with rock may deter them and encourage them to move to another area  that has less public use. In some cases pruning of certain branches on roost trees may prove beneficial.  In addition, the opportunity of being able to halt access, remove food sources, or altering other  attractants can also be beneficial.    2.3.4 Temporary Physical Barriers The use of temporary fencing, rocks and other natural barriers (botanical gardens ‐ pollinator gardens)  that limits wild turkey access to the high use pedestrian traffic areas during the various Minnesota  seasons will be considered. Any fencing that may be installed would be established in a manner or  distance that prevents wild turkeys from entering the fenced off area from the adjacent roost areas.   2.3.5 Permanent Physical Barriers Completely excluding wild turkeys from a specific area is difficult based on their ability to fly.  The use of  permanent woven wire fencing or more residential aesthetically pleasing fence such as composite, wood  or privacy lattice, or other options may be considered if it limits wild turkey access to high pedestrian  traffic use areas. Staff understands this may help to deter but not completely prevent access. These  fences can be blended into the area with tall flowering forbs, grasses or shrubs.  Any fencing that is  installed would need to be approved by the Area Wildlife Manager and will be established in a manner  that prevents wild turkeys from entering the fenced off area from adjoining areas. Routine inspection of  the fence will be done by city staff when installed on publically owned property.     2.3.6 Redistribution Techniques Preventing large flocks of wild turkeys from roosting, feeding or dusting throughout Golden Valley and  adjacent areas will be an ongoing process. We anticipate using a number of techniques, when needed,  through independent contractors to remove wild turkeys creating public safety issues and property  damage.  Additionally, we plan to use multiple techniques at varied times and with subtle shifts in  methods so that the wild turkeys do not become habituated to any one technique or become  accustomed to a particular schedule of activity. Staff will also investigate any residential feeding which  may be keeping wild turkeys in a specific area. Staffs’ goal is to have very limited impact on residents  and patrons, mitigating any disruption will be a priority. Some redistribution techniques require specific  training, personal protective equipment and adherence to policies and procedures for their safe use. A  thorough examination of all removal/relocation options will be reviewed prior to employing a particular  technique. Depending on the method(s) utilized, if it is determined public notification is needed, city  staff will implement a communication plan.       Human and mechanical disruption options that may be considered;  o Disturbing roosting and feeding wild turkeys by individuals on foot so wild turkeys can  be moved out of the public safety/nuisance area to a location that is more supportive of  wild turkey habitat   o Sprinklers or water devices  o Drones over trails or open areas  o Remote control cars/trucks   Dogs or other trained animals  o Specially trained dogs that are capable of providing non‐lethal hazing.  o Use of trained dogs and handlers to move turkeys away from high used public areas.  o Resident pets will not be allowed for this purpose.     Pyrotechnic Options  o Limited use of pyrotechnic options such as flares, bangers, crackers, popper shells, etc.  can be temporarily effective in moving wild turkeys and dissuading them from returning  to a given area. Special training, handling and storage considerations would need to be  considered. Use restrictions and notification requirements would be required prior to  the use of pyrotechnics. Safety will always be the number one priority when considering  pyrotechnics for the relocation of wild turkeys.  o Flash bangs from Orion Safety Products have been used on a sporadic basis with success  to dissuade wild turkeys from using a particular area.      Options for Repellants for roosting  o Bird spikes in common roost areas  o Spray on products that create unwelcome residues have been successful to slow down   roosting.  An example is Bird‐X “4 The Birds Repellant” – product leaves a sticky residue   on surfaces including tree branches, rooftops, asphalt, etc.  o Remote and automated lighting systems.     Predator decoys  o The use of 2D or 3D coyote/dog decoys sometimes discourages area use by wild turkeys.  The periodic use of decoys continues to be a management option. Decoys that are  placed intermittently and exhibit periodic motion due to wind gusts can be effective at  deterring geese however must be moved on a very regular schedule to be affective.   Feeding ban on wild turkeys  o No feeding ordinance for wild turkeys within city limits.  o Enforcement of no feeding ordinance.  2.3.7 Deterrents in Roost Areas and Excrement Removal At this point in time, the city of Golden Valley does not remove wild turkey excrement. City staff  understands the primary goal to effectively redistribute wild turkeys away from high use pedestrian  areas helps to reduce wild turkey feces. Large concentrations of wild turkeys on sand volleyball courts,  softball fields, golf course sand bunkers and in park play areas with sand play spaces where excrement is  deposited is vulnerable to E. coli due to the increased exposure to air and ultraviolet rays emitted by the  sun. Staff would only remove wild turkey excrement from sand/aggregate athletic facilities and youth  play areas with sand if the problem is extensive and persistent.   2.4 Public Information Informing the public about wild turkey management activities is an integral part of a successful wild  turkey management plan. Information and signage detailing some of the methods being used will be  developed to provide background information for residents. Signage or posted notices may be  developed for certain activities.  Additionally, city staff and all contractors performing removal services  will provide a copy of the removal permit to all residents and patrons upon request. All persons  performing management activities should provide users with accurate and thorough information about  wild turkey management objective, and inform users how the particular management activity being  conducted fits into the larger wild turkey management plan.      The city of Golden Valley will promote resident reporting options of turkey complaints/safety concerns  to appropriate staff via e‐mail or phone. The city will also provide information on residential turkey  management techniques in both the city newsletter and website.     2.5 Partner Relationships and Permit Requirements Coordination of all wildlife management activities will be communicated with the Minnesota DNR, Parks  & Recreation Department, Public Safety Department and the City Manager’s office.  Permitting and all  contracted removal activities, dates/conditions for removals, permit possession while conducting  activities, notification and involvement of Conservation Officers, Area Wildlife Managers, etc. will be the  responsibility of city staff and all contractors employed to implement wildlife management services.  2.6 Communication Plan Review of initial draft of plans sent to MN DNR staff for comment – Mid‐September 2018     The initial draft of both the Goose Management Plan (GMP) and the Turkey Management Plan (TMP)  will be available for hard copy review at the Open Space and Recreation Commission (OSRC) meeting  Oct 22, 2018, 6:30 pm, at Brookview (316 Brookview Parkway – 763‐512‐2345).   Once the Commission’s recommended changes have been included in the draft documents, electronic  versions of both plans will be available for public review on the City website with the option to give  feedback.   When the public comment period ends, the updated plan will be reviewed at the November 13, 2018,  City Council/Manger work session meeting (Golden Valley City Hall, 6:30 p.m. – 763‐593‐8000).   The Open Space and Recreation Commission will host a final draft document review and public input  meeting on November 26, 2018, 6:30 pm, at Brookview.   Final Goose Management Plan and Turkey Management Plan are scheduled to be presented to the City  Council for approval at the January 2, 2018, City Council meeting.   If approved, both plans will be implemented beginning in 2019.    2.7 Staff Contact Information Any questions regarding the proposed wildlife management plan or the communication plan can be  directed to: Rick Birno, Parks & Recreation Director at 763‐512‐2342 or rbirno@goldenvalleymn.gov.    APPENDIX   Appendix A ‐ Map of wild turkey management zone    Appendix B ‐ Golden Valley wild turkey management activity tracking form          Rd Ferns%n -� •N O F Luce Line i�' Pim tib 169 - ► � CO 100 , Parks, Open Spaces, & Regional Trails Community Park Open Space Existing Regional Trail jL Neighborhood Park Joint Use Facility Planned Regional Trail FSpecial Use Area Non -Golden Valley Park Conceptual Regional Trail - Search Corridor u Nature Area or Preserve Private Golf Course Conceptual Regional Trail - 2040 System Additions Theodore Wirth Park Recreation Easement O 0.25 0.5 1 Mile I i I i I Sources: Hennepin County Surveyors Office for Property Lines (2017), City of Golden Valley for all other layers (2017). i . • � IIS 169 - ► � CO 100 , Parks, Open Spaces, & Regional Trails Community Park Open Space Existing Regional Trail jL Neighborhood Park Joint Use Facility Planned Regional Trail FSpecial Use Area Non -Golden Valley Park Conceptual Regional Trail - Search Corridor u Nature Area or Preserve Private Golf Course Conceptual Regional Trail - 2040 System Additions Theodore Wirth Park Recreation Easement O 0.25 0.5 1 Mile I i I i I Sources: Hennepin County Surveyors Office for Property Lines (2017), City of Golden Valley for all other layers (2017). APPENDIX B: GOLDEN VALLEY WILD TURKEY MANAGEMENT ACTIVITY DOCUMENTATION FORM DATE Time Name Activity/Method Location Notes                                                                                                                                             DRAFT GOOSE MANAGEMENT PLAN FOR THE CITY OF GOLDEN VALLEY                                     TABLE OF CONTENTS    Golden Valley Goose Management Concerns  1.1 Canada Goose Habitat Use and Population Estimate  1.2 Concentrated Habitat Use and Human Use Conflicts  1.2.1 Proximity Sensitive Areas  1.2.2 Water Quality Impacts  1.2.3 Water Quality Sampling    Canada Goose Management Recommendations  2.1 Goals and Measures   2.2 Geographic Scope   2.3 Management Techniques   2.3.1 Population Reduction  2.4 Public Information   2.5 Partner Relationships and Permit Requirements  2.6 Communication Plan  2.7 Staff Contact Information    Appendices:   Appendix A‐ Brookview Recreation Area Context Map   Appendix B‐ Brookview Recreation Area Water Bodies Map   Appendix C‐ Golden Valley Management Activity Tracking Form                Plan Summary    The Golden Valley Goose Management Plan is a specific area/location approach to respond to public  safety issues, reduce over population and deal with resident and patron issues. Geese are messy and  aggressive in high human use areas. The removal plan will only be implemented as needed in the  specific areas identified (See Appendix A). The plan allows for a population reduction process, round‐up/  removal and disturbance strategies. Lethal disposition techniques may be utilized if recommended by  contractor and approved by the Minnesota Department of Natural Resources (DNR) Wildlife Division.  The plan also provides for city staff to support administratively both public and private property owners  other than the City of Golden Valley to guide and administer Canada goose removal if requested.    1.0 The City of Golden Valley (specifically the Brookview Recreation  Area) Goose Management Plan Recommendation    1.1 Canada Goose Habitat Use and Population Estimate   The Brookview Golf Course and Brookview Park, referred to in this plan as the Brookview Recreation  Area, encompass approximately 176 acres of varied green space and habitats. Habitat areas include  floodplain, emergent marshes, ponds, creek, open green space, landscaped amenities and developed  recreation areas. These are the dominant land features and cover types within the boundaries – see  appendix A.    Canada geese use various areas of the Brookview Recreation Area and begin nesting in the spring. They  prefer areas near bodies of water and nesting occurs in the creek banks, pond banks and island areas  within some of the ponds. Newly hatched broods tend to loaf and feed on the golf course fairways, tee  boxes and greens as well as the open green space at Brookview Park. Geese will generally stay on the  property until it is time to migrate for the fall.  After their flightless period, Canada geese are more  mobile, and frequently move from the ponds and creeks to adjacent feeding areas on the golf course  and in Brookview Park. Other properties in Golden Valley that have goose population residency issues  include the privately owned General Mills locations and the Perpich Center for the Arts property.     The Canada goose population in the vicinity of Brookview expands to over 200 geese during fall  migration. During the spring and early summer months, when adult geese pair and build nests, we  estimate approximately 75 ‐ 100 breeding pairs are typically present. In mid‐summer, as many as 100 ‐  150 young and adult geese are found in these same areas, depending on reproductive success. Later in  the summer, late July through October, additional flocks exceeding 40 ‐ 60 birds are observed in the  Brookview Recreation Area as birds are flying into the vicinity from surrounding areas.     1.2 Visitation and Recreation Areas   Areas and amenities impacted include picnic areas, playgrounds, shorelines, interior ponds, parking lots,  trails, golf fairways & putting greens, tee boxes, volleyball courts and gathering areas around Brookview.    1.3 Concentrated Habitat Use and Human Use Conflicts   Conflict areas include picnic areas, shorelines, ponds, Bassett Creek, parking lots, trails/sidewalks,  fairways, greens, pull & powered golf carts, streets/highways and maintenance equipment. There are  also concerns regarding food and health safety with the heavily utilized onsite food service during high  patron use periods at Brookview.    1.3.1 Proximity Sensitive areas   The Brookview Recreation area is surrounded by heavily travelled roads including Interstate 394 and  Highway 55. Highway 169 is located just to the west of Brookview Golf Course. In addition to busy roads  bordering the facility on three sides of the property, a residential area is located just to the east of the  primary parking lot. General Mills corporate headquarters and other private property owners are  located just to the west of Brookview. The General Mills property in close proximity to Brookview also  has ponding areas with large landscaped green spaces.     The city of Golden Valley has ordinance restrictions on the use of firearms. Due to the proximity of  heavily traveled roads and highways, neighboring residential and neighboring corporate properties, staff  is not recommending the use of firearms or other lethal means for onsite goose removal.     1.3.2 Water Quality Impacts  Golden Valley does not have any data on water quality impacts.     1.3.3 Water Quality Sampling  At this point in time the City of Golden Valley does not implement a water sampling process in the  ponds or creek within the Brookview property.     2.0 Canada Goose Management Recommendations  2.1 Goals and Measures   The city of Golden Valley is a site specific goose management plan and not a citywide removal process  plan. The two primary areas of concern are public safety and property damage attributed to higher  goose populations. Our goal is to systematically work on these aspects to help reduce the number of  complaints from residents and patrons.      Staff has identified three goals for implementing a Canada goose management program.     The primary goal is to focus annually on the green space and water areas in the Brookview Recreation  Area to reduce the Canada goose population.     The second goal is to develop annual strategies throughout the Brookview property creating natural,  random and physical barriers that deter geese from loafing on the property and reduce patron and  community concerns.      The final goal will be to support other community public and private property owners, if requested, to  develop plans to implement processes to reduce the number of Canada Geese on property not owned  by the City of Golden Valley. This would also extend to all current and future property owned by the City  of Golden Valley that has not yet been identified as a goose management problem area. All future  properties that are identified for potential removal will be updated in this plan and submitted to the  DNR for approval as well as be added to the removal permit application.      The city of Golden Valley plans to implement an onsite goose management plan for the Brookview  Recreation Area during the spring, summer and fall seasons.      During the spring, staff would secure an independent contractor approved by Minnesota DNR to  implement a process of egg addling for population reduction. This strategy will assist with the reduction  of future populations by dipping the eggs from nests in corn oil and replacing them back into the nests.  This process prevents the eggs from hatching and keeps the eggs in the nest so the geese do not lay  more eggs. Annually the contractor will impact no more than 50 nests in the Brookview Recreation Area.  A pre‐oiling survey will provide a count of the number of nests present and determine the number of  nests being treated. A minimum of two nests per‐wetland will be left unoiled every year. In addition to  the addling process, staff contractor would implement a round‐up process during the molting flightless  period if population goals are not being reached.  During the summer and fall seasons staff will implement strategies to reduce localized residency by  creating obstacles throughout the property to deter time spent at Brookview. Options may include but  are not limited to Denier Lights, Dori Poles, loud noises, treating pond and creek banks, adding natural  barrier elements to creek and pond shorelines, etc.      Our goal annually would be to reduce goslings and adults through addling and capture/round‐up  techniques, total number of removals will vary and be based on Brookview Recreation Area goose  population estimates. Our goal is not to eradicate geese on the Brookview property, simply support a  process that allows reasonable reduction. Without knowing population estimates for future removals,  an initial on‐going goal for nesting and brood reduction will not exceed 50 successful nests selected for  addling within the nest search area outlined in Appendix B. Staff is also proposing an estimated annual  capture/round‐up of 40 to 60 geese. In addition, to reduce loafing on and near developed green area(s)  and prevent significant use of Brookview Recreation Area by Canada geese during the summer and fall  months, a number of varied redistribution techniques will be utilized May through September.    Though the city of Golden Valley will specifically target the Brookview Recreation Area, staff will also  work with residents and other public and private property owners if significant goose management  issues arise within the city in the future. The City’s role would be to assist entities with the process of  obtaining approval and permits from the Minnesota DNR for removal as well as  recommending/approving a contractor to implement a reduction program.     2.2 Geographic Scope   The population and concentrated use reduction primary goals are focused on two distinct areas.  Approximately 176 acre nest search area of green space and the pond & creek water bodies throughout  the property which is outlined in Appendix A. These are expected to produce broods that would  subsequently move to Brookview Golf Course and Brookview Park after hatching. Due to significant  nesting area options and abundant food sources, population reduction activities will be focused in this  area. The management techniques that focus on redistributing geese will be implemented on the  smaller geographic area near the ponds ‐ creek and surrounding landscaped areas on Brookview Golf  Course.     Goose management activities are not planned at this time for any publically or privately held property  outside of the Brookview Recreation Area. Beginning in 2019, goose population control strategies are  only planned for the Brookview Recreation Area, however could be implemented at other locations in  the city of Golden Valley if deemed necessary.    2.3 Management Techniques   The proposed techniques for Canada goose management at Brookview are varied in type and  geographic area. Meeting the goals as outlined will require the implementation of a broad set of  techniques. Any one management technique used alone will likely be ineffective for any significant  length of time, since tolerance and habituation will likely occur. As a result, we propose the use of an  integrated management approach, where a number of techniques are applied in varying ways at unique  times and locations.             Recording/Tracking Management Activities for Future Adjustments/Improvements   All management activities will be documented on an annual Management Activity Tracking Form  attached in the Appendix C and submitted to the Minnesota DNR annually on September 10th. All  activity will be kept on file at the city of Golden Valley in the Golf Maintenance Building at 101  Brookview Parkway N. Staff understands that future reduction plans may require new management  strategies that require adjustments or improvements.     Habitat Modification   Site Modifications at Brookview Recreation Area may include but are not limited to: no mowing areas,  increase height of vegetation around ponds and creek banks, planting or promoting shrubs by natural  willow colonization, landscape plantings or added permanent barriers.  Staff will continue to expand use  of Denier Lights in and around water areas as well as stay up to date on all new technologies for goose  reduction strategies.    Temporary Physical Barriers  Though not in place at this time, the use of temporary snow fence, woven wire, fishing line, etc. that  limits Canada goose access to the water areas during the spring, summer, and fall season will be  considered.  Any fencing that is installed would need to be removed prior to the winter season, and  should be established in a manner that prevents geese from entering the fenced off area from the water  or from the adjacent property areas.    Permanent Physical Barriers   There are no permanent physical barriers in use at the Brookview Recreation Area at this time. Any use  of permanent physical barriers that limit Canada goose access to the water areas at Brookview Golf  Course and Brookview Park during the spring, summer and fall seasons could be considered in the  future. Any permanent physical barrier that is installed would need to be approved by the Minnesota  DNR Area Wildlife Manager and would be established in a manner that prevents geese from entering  the blocked off area from the water or from the adjacent property area. Routine inspection of the  permanent physical barrier would be done on a monthly basis.      Redistribution Techniques   Preventing Canada geese from loafing on Brookview Golf Course and Brookview Park will be an ongoing  activity during the summer months. We anticipate using a number of techniques to redistribute the  geese to other areas.  Additionally, we plan to use multiple techniques at varied times and with subtle  shifts in methods so that the geese do not become habituated to any one technique or get accustomed  to a particular schedule of activity. Most of the methods will have minimal impact on the park/golf  visitor experience. Some redistribution techniques may require specific training, personal protective  equipment and adherence to policies and procedures for their safe use. While some of these  redistribution techniques have minor impacts and safety considerations, each technique will have a  thorough examination prior to employment in a particular area.          Human and mechanical disruption   Disturbing loafing and feeding Canada geese by individuals or dogs on foot so geese can  be moved from the mowed and maintained green spaces and into the ponds and creek  may be implemented throughout the season.    Sprinklers or water devices   Drones over trails or open areas   Remote control cars/trucks   Staff also plans to use and expand the night time Denier Lighting system to create a  disturbance for both green areas and water bodies.     Predator decoys   The use of 2D or 3D coyote/dog decoys around pond/creek areas to discourage use by  geese could be a management option. Decoys that are placed intermittently and exhibit  periodic motion due to wind gusts can be effective at deterring geese however must be  moved on a very regular schedule to be affective.     Pyrotechnic rounds   Limited use of pyrotechnic options such as flares, bangers, crackers, popper shells, etc. can be  temporarily effective with moving geese and dissuading them from returning to a given area.  Special training, handling and storage considerations would need to be considered. Use  restrictions and notification requirements would be required prior to the use of pyrotechnics.  Safety will always be the number one priority when considering pyrotechnics for the relocation  of wild turkeys.   Flash bangs from Orion Safety Products have been used on a sporadic basis with success to  dissuade geese from using a particular area.   Excrement Removal   Sporadic removal of goose excrement from patios, decks, trails, courts and building areas area may be  necessary during the late spring, summer and fall months. The primary goal is to effectively redistribute  geese away from these areas and hopefully dramatically reduce or eliminate goose excrement.  2.2.1 Population Reduction  Nesting Management  Annual nest search and treatment will be conducted in a localized area (Appendix B). The areas to be  searched and treated include suitable nesting habitat immediately adjacent to the ponds, islands and  creek bank areas. Nest searches and treatment protocol will follow methods prescribed by the required  U.S. Fish & Wildlife Service and Minnesota‐DNR permits. Permit conditions will be followed and  reporting will be conducted on an annual basis. To facilitate future nest searches in the Brookview  Recreation Area, GPS coordinates of most of the Canada goose nests should be obtained since nest site  fidelity is strong and the same nest sites are likely to be used in subsequent years.   Trapping and removal (during flightless period)  Capture and removal of flightless, mixed age groups of geese during the spring/summer flightless period  is an effective way to reduce localized population of geese during the peak golf course and park use time  (May‐September). The use of contractors to capture and remove for the disposition of geese from  Brookview Recreation Area is a management option which Golden Valley has implemented in the past  and plans to implement in the future. This type of removal would need to be detailed as part of a  removal permit application through the DNR Fish & Wildlife Division. Goose removal and disposition  would need to be conducted according to the permit conditions.    Goose Removal   Selective and occasional lethal removal of individual geese has been determined to be an effective  complement to loud noises and other redistribution or hazing methods. Lethal removal of geese by  means of shooting geese on an occasional basis is a management option. Such removal would need to  be detailed as part of a removal permit application through the Minnesota DNR Fish & Wildlife Division,  and goose removal and disposition would need to be conducted according to the specific permit  conditions. Conditions would include the number of individuals and the specific information about the  methods to be used in their harvest and disposition. At this point in time, Golden Valley has no plans  for the utilization of firearms for lethal removal unless deemed necessary by public safety officials in  specific circumstances.    2.4 Public Information    Informing the public and golf/park patrons about Canada goose management activities is an integral  part of a successful goose management plan. Information will be shared through community  publications, electronic tools and public meetings. Information will include review of the management  plan, resident input, commission and city council review. Signage or posted notices may be developed  for certain areas and activities if needed. Additionally, patrons and neighboring residents may be  notified of pending activities that might be considered alarming had they not received prior notice and  explanation. All persons performing management activities will provide city staff with accurate and  thorough information about goose management objectives, strategies and schedules. Additionally, no  removal will be allowed without an approved removal permit from Minnesota DNR. This permit will be  available for view for all residents and patrons upon request.     2.5 Partner Relationships and Permit Requirements   Coordination of all wildlife management activities will be communicated with the Minnesota DNR, Parks  & Recreation Department, Public Safety Department and the City Manager’s office. Population  monitoring, permitting, annual reporting for egg destruction permit, dates/conditions for permits,  permit in possession while conducting activities, notification and involvement of Conservation Officers,  Area Wildlife Managers, etc. will be the responsibility of city staff and all contractors employed to  implement wildlife management services.  2.6 Communication Plan  Review of initial draft of plans sent to MN DNR staff for comment – Mid‐September 2018     The initial draft of both the Goose Management Plan (GMP) and the Turkey Management Plan (TMP)  will be available for hard copy review at the Open Space and Recreation Commission (OSRC) meeting  Oct 22, 2018, 6:30 pm, at Brookview (316 Brookview Parkway – 763‐512‐2345).   Once the Commission’s recommended changes have been included in the draft documents, electronic  versions of both plans will be available for public review on the City website with the option to give  feedback.   When the public comment period ends, the updated plan will be reviewed at the November 13, 2018,  City Council/Manger work session meeting (Golden Valley City Hall, 6:30 p.m. – 763‐593‐8000).   The Open Space and Recreation Commission will host a final draft document review and public input  meeting on November 26, 2018, 6:30 pm, at Brookview.   Final Goose Management Plan and Turkey Management Plan are scheduled to be presented to the City  Council for approval at the January 2, 2018, City Council meeting.   If approved, both plans will be implemented beginning in 2019.   2.7 Staff Contact Information: Any questions regarding the proposed wildlife management plan or the  communication plan can be directed to: Rick Birno, Parks & Recreation Director at 763‐512‐2342 or  rbirno@goldenvalleymn.gov.                  APPENDIX (Maps of Goose management zone and identified problem areas)     !!! ! ! !! !!!BrookviewGolf Course Western AvenueMarsh Brookview Park Winnetka Ave NWinnetka Ave NDecatur Ave NWally St Western Ave Ha ro ld Av eGeneral Mills BlvdBoone Ave NRhode Island Ave SSumter Ave S Winnetka Ave SUtah Ave SGregory RdHanley RdWi sco ns i n Ave SGeneral Mills BlvdHanley RdRidgeway Rd Winnetka Ave SLaurel Ave Wayzata Blvd G o ld e n V a lle y D rHarold Ave (WesleyCommonsDr)OlsonMemorialHwy BrookviewPkwySWayzataBlvd RhodeIslandAveSEwald T e rWestern Ter FieldD r Brookview Pk w y N I-394NFrontageRd H w y 5 5 2017700 1 Ge neral Mills Blvd 79157935811510 20 15 11 10 14 18 22 2679451523 25 790710 20 30 400800980178021333741 80008010801680248032217319 455 505 605 675 705 775 805 814 800 730 700 620 600 524 516 500 420 425 501 525 615 701 731 801 825 824 800 724 700 614 524 500 424 4004017950300 216 100 36 3027 29 31 43 36 40 135 45 33 2524 38 150 200 210 222 300 310 322 675 615 505 500 640 420 700 8100 855 832 901 900 1005 8401 8421 8805 505509-525 7900 Olson Mem. Hwy. 79107860-795882008224 600 8845 8811 400 408 416 424 432 440 8815 423 433 890189094394158912605 6008815 550 7812 7700-52 7710772478307732 411 RI 7840 410 424 440 7601-55 7701 648 716 732 814820 830 950915 843 815 745 723 611600 642 716 732 820 840 9141023 911 843 801 743733 723 643 623 400 420 7800 500 7700521 501 421 7721 7701 200 77007740225 775178017751 20 50770077807800 78 0 1 120 220 7800 7801 420 500 520515 417 401784 0225 145 105 7811 7810 7811 15 245 401 421 501 7808 100 623 424 GMB 401 300 200 Broo kview Pkwy N 101 115 100 GMB 100 200 Broo kview Pkwy S 500 400 201 78047802 415 7700 316 8325 200 8525 88458835735 80108000-8040 §¨¦394 Æÿ55 A B C D E F G H I J K L M N O I 0 500 1,000250Feet Brookview Recreation AreaWater Bodies – Appendix B Print Date: 9/7/2018Sources:-Hennepin County Surveyors Office for Property Lines (2018) & Aerial Photography (2015).-City of Golden Valley for all other layers. Brookview Bro okvie w Pond s A-O Ba ssett Cre ek Bro okvie w Park Bro okvie w Go lf Co urse !!! ! !!!!! !!!!Loop EPond Loop FPond West RingPond East RingPondBassettCreekBoone Avenue PondPond B Pond C BrookviewPond A Pond O Pond J Spirit of Hope Church Pond 201GeneralMillsPond HaroldPondPond M Pond F Pond DP ond E BrookviewGolf Course LionsPark Western AvenueMarsh Brookview Park Westwood HillsNature Center (SLP) General Mills NaturePreserve BooneOpenSpaceMendelssohn AveWinnetka Ave NKelly DrCou n ty R d40 GardenParkQuebe c Av e SWinnetka Ave NDecatur Ave NWally St Ensign Ave N7th Ave N Golden Valley Rd Decatur Ave NWisconsin Ave NGlenwood Ave Country Club Dr Western Ave Western Ave Harold AveGeneral Mills BlvdBoone Ave NMarket St Louisiana Ave SLaurel AvePennsylvania Ave SRhode Island Ave SSumter Ave S Winnetka Ave SUtah Ave SGregory RdHanley RdVermontAve SWi sco ns i n Ave SGeneral Mills BlvdHanley RdRidgeway Rd Winnetka Ave SLaurel Ave QubecAve S Nevada Ave SColonial RdLouisianaAveS Wayzata Blvd Wayzata Blvd G o ld e n V a lle y D rSchullerCirN F r o n t a g e R d Rhode IslandAve N Pennsylvania Ave SHarold Ave (WesleyCommonsDr)S F r o n t a g e R d O ls o n M e m o r ia lH w y OlsonMemorialHwy OregonAveSBrookviewPkwySWayzata Bl vd I-394SFrontageRd I-394 S Fron t a g e R d WayzataBlvd Kentu ckyAveNLouisianaAveNMarylandAve SRhodeIslandAveSRidgewayRdEwald T e rWestern Ter FieldD r Brookview Pk w y N Harold Ave HalfMoonDr RidgewayRdB etty C r o c k e r Dr G oldenValleyR d(B a s sett Creek Blvd)EllisLnG o ld e n V alleyR d H w y 3 9 4 Hwy 394Hwy169Hwy169I-394NFrontageRd O l s o n M e m o r i a l H w yHwy 55 H w y 5 5 (Laurel Pt) (Lau re lCurv)§¨¦394 Æÿ55 £¤169 Brookview Recreation Area - Appendix A I08001,600400Feet Sources: Print Date: 9/7/2018-Hennepin County Surveyors Office for Property Lines (2018).-City of Golden Valley for all other layers. APPENDIX C: MANAGEMENT ACTIVITY DOCUMENTATION FORM – BROOKVIEW RECREATION AREA DATE Time Name Activity/Method Location Notes                                                                                                                                 Public Comment Summary to date for the proposed Turkey & Goose Management Plans • Staff has received 6 phone calls, 4 emails and 3 electronic public input comments from the proposed plans posted on the City website (October 29th – November 7th) and the article regarding the proposed plans/review schedule published in the City Newsletter (Sept./Oct. 2018). • As of November 7th, 2018 staff has received four resident calls and two non-resident calls. All calls have been saved and are summarized below. • As of November 7th, 2018 staff has received 7 resident emails/electronic input. All emails/input have been saved and are copied below. Summary of Resident and Non-Resident Phone Calls • Resident phone call #1 (9-16-18): Caller does not believe the management issue is such that the city needs to get involved. Private property owners should take care of wildlife issues themselves. Does not see issue as city’s problem. • Resident phone call #2 (10-1-18): Caller had questions regarding how the plan was to be implemented and would it be humane. Staff contacted resident and explained both process and removal strategies for both plans. • Resident phone call #3 (10-22-18): Caller representing Midtown Homeowners Association requesting information on the date and time the formal public input was to be accepted. Staff responded with process schedule. • Resident phone call #4 (10-22-18): Caller asked if the public was allowed to attend scheduled OSRC meeting. Resident is writing a research paper on urban wildlife management for school. Staff contacted resident and welcomed them to attend meeting. • Non-Resident phone call #1 (10-5-18/Glenwood, MN): Caller recommended installing invisible fence around all golf course and park property and to purchase Australian Shepherds to chase the geese. • Non-Resident phone call #2 (10-8-18): Caller recommended installing 3D coyote decoys in and around the park and golf course. Mentioned the City of Fergus Falls implements a 3D decoy strategy. Also mentioned decoys need to be moved around every couple of days. Summary of Copied Email Communication • As a resident of Golden Valley and a veterinarian I would ask what humane methods to reduce stress and injury are in the capture and release protocols for dealing with the "wildlife management problem" of geese and turkeys in certain areas of our city? There are coyotes in our neighborhood and I ask you if they are being discouraged where they could serve as natural predators in the areas where geese and turkeys are problematic? Are you aware that the Animal Humane Society is releasing neutered cats into our neighborhood? Do you know who gave them the authority to do this in a suburban, wildlife rich community where these cats have been seen killing song birds and small mammals, upsetting indoor cats, defecating in people's gardens and starving in winter? And if so, why? It is inhumane, a public health hazard and certainly disruptive of any effective wildlife management program in Golden valley. Dated 9-15-18 • I read the article in the City Newsletter about GMP & TMP and I'm thrilled to hear some action will hopefully be taken to eliminate the overpopulation of both of these nuisance animals in Golden Valley. I have been a resident for 20 years and the populations of both seems to double every year. The turkeys have been destructive in our yard and neighborhood. Despite attempts to avert them from our property, they manage to destroy flower beds, kill the grass, and act aggressively when near them. I'm afraid of what they could do to the small kids in the neighborhood if an adult wasn't watching. We've sprayed for pests, hung up Mylar tape, set up a motion sensor hose, and even purchased a plastic coyote trying to get them off our property to no avail. I'm for trained individuals to hunt them and donate their meat to the food shelf. Why not? Dated 9-24-18 • I do not see that you are using dogs at all. Dogs, with their handlers, are commonly used to keep geese from nesting in areas where they're not wanted. It's a simple effective non-lethal way to keep the area free of geese. Airports and others use them globally and it works. I am opposed to killing the geese once they've made a home for themselves. Canada Geese mate for life. Give them a break. Keep them from nesting and you won't have to kill them. One of many organizations easily found on the web - there are many, many others. http://www.goose-masters.com/. Dated 10-29-18 • It’s about time golden valley addresses this we live on a pond not far from brookview The geese are pretty but that’s about it people think by feeding them it’s great if they had them coming in their yards they would not be happy who wants to walk in all that plus the end of our street was always full of their droppings, my husband golfs at brook view it’s time they are gone. Ducks are fine geese need to go they are everywhere, this should have been addressed many years ago. Dated 10-29-18 • I would like to give my view of the draft version of the turkey management program. If they have to be removed, I worry that an independent contractor might not follow the “non-lethal” removal—no matter what the agreement was. I would like to have the city NOT remove the turkeys unless they are causing traffic hazards. In our neighborhood, the turkeys have not been aggressive and I haven’t heard neighbors complain about any damage. It is fun to see them grow throughout the summer. They are delightful to watch throughout the year. The adult turkeys really take care of the young ones. I think that is a very good thing for the children in the neighborhood to observe. Recently, I heard a horror story of what happened to the geese in Powder horn Park in Minneapolis. After watching the young ones growing all spring and summer, suddenly all of the geese were gone. The city had killed them and ground them up for feed. That is a terrible lesson for children to learn. It’s not the way their life needs to end. Where is the wildlife supposed to go? I hope that Golden Valley decides to let these birds live here too! Thank you for your time. I’d like to give my opinion on the draft geese management program. I sent a separate email in regard to the turkey management program. So some of that email is repeated here. I know that geese are more prevalent than the turkeys and can cause more of a mess, and may people do not want that mess. Recently, I heard a horror story of what happened to the geese in Powderhorn Park in Minneapolis. After watching the young ones growing all spring and summer, suddenly all of the geese were gone. The city had killed them and ground them up for feed. That is a terrible lesson for children to learn. It’s not the way their life needs to end. Where is the wildlife supposed to go? I only request that you manage the population in the most humane way possible, and if you hire independent contractors, try to ensure that they use a humane process. Thank you for your time. Dated 10-31-18 • What started me on my current course is an announcement for a meeting to set up a plan to manage the geese population in Golden Valley. At the meeting the plan or rather lack of plan consisted of a program to try and control the “pests” on Brookview Golf Course. As I was able to understand, the reasons for eradicating the geese from the golf course were: 1. too many birds, 2. the birds threaten (?) golfers, 3. customers track goose poop into new facility. All of which occurs roughly 3 months out of the 5-6 month season. The eradication, to be done by various means, was to be paid for by the golf course via tax money i.e.; you the taxpayer. To do this, first a formal plan had to be paid for and submitted to the DNR. (That plan also requires a taxpayer contribution.) A much more cost-effective and long term plan would be a plan of positive actions that develop solutions for living in shared compatibility with nature and the wildlife in Golden Valley. We need a plan that provides for wildlife such as a green corridor for our children and our children’s children. Not a plan that works to eradicate wildlife. After attending the meeting of the Golden Valley Open Space & Recreation Commission, spending an hour on their website and reviewing the Golden Valley web site, I found no mention of any positive wildlife management in favor of the wildlife or green space preservation. I could find no mention of considerations for a green corridor which, looking at a current map, there are still some reasonable possibilities of action. I did find numerous building projects, replacement of grass fields for artificial turf, and a proposal to take a portion of Scheid Park to build a larger fire station (at taxpayers’ expense) for to-be-proposed construction of high density housing along the proposed light rail line which takes up a considerable portion of green space already. One of the pleasures of living in the Twin Cities is our close association with nature. Golden Valley has a lot to offer. Theodore Worth did a great job of preserving much for Minneapolis and thereby our city. James Ford Bell of General Mills left a legacy in Golden Valley to the birds, geese, ducks and wildlife of the area. We have those two visionaries to thank for some of the most beautiful areas of Golden Valley and not much to thank our current commission, or for that matter City Council, unless you like cookie-cutter box-like apartment buildings for which we the taxpayers of Golden Valley are paying the infrastructure and public services such as police and fire. (not the Contractors) Parks, good schools and Green Corridors would add to the value of taxpayers’ homes and quality of living, not cheap, crowded apartment complexes. The only entities that stand to profit from these constructions are the contractors. I am very disappointed in the quality of your leadership. Dated 11-03-18 • In the spring of 2017 three very aggressive toms and some hens wanted to take control of our neighborhood. The problem was mostly caused by a neighbor feeding and trying to create a wildlife area in his back yard. The turkeys lost all fear of humans and we became part of their pecking order. My neighbor was wing attacked by a tom that was waiting for him when he came out of his house, luckily it was not his very young daughter. If you search old newspapers you will find articles where turkeys blinded and disfigured young children. This spring Rochester police had to kill a wild turkey after it attacked a child on bike. I would like to emphasize the importance of educating residences on how dangerous turkeys can be especially around young children, and to immediately report any aggressive behavior. I would like to thank your Commission and Mr. Birno for all your help. Dated 11-07-18 Executive Summary Golden Valley Council/Manager Meeting November 13, 2018 Agenda Item 3. LimeBike Update 2018 Prepared By Marc Nevinski, Physical Development Director Summary In April the Council approved a Memorandum of Understanding (MOU) with LimeBike allowing the company to deploy a fleet of dockless bikes in Golden Valley. The MOU permits the use of the Public Way by LimeBike and sets performance standards for operations. Edina is using a similar MOU, however, Minneapolis has taken a different approach to bike (and scooter) sharing by adopting an ordinance and licensing vendors to operate within the City. LimeBike is also operating on the U of M campus and in St. Paul. The MOU with LimeBike is set to expire at the end of the year and it is appropriate at this time to review the city’s experience with bike sharing. Use and Routes Limebikes were formally deployed in Golden Valley on July 20th. Scooters were also deployed at the end of September for several weeks but were pulled in mid-October and redeployed in the core cities. Ridership data over the past three months is below: Bike Use Month # of Rides # of Riders # of Bikes Miles Ridden August 409 257 53 562 September 251 142 47 307 October 109 71 32 117 Bike Rider Frequency : August through October Trips Taken Number of Riders < 3 222 3-5 49 5-15 25 15-30 3 30 > 1 Scooter Use Months # of Rides # of Riders # of Scooters Miles Ridden September 130 100 0 304 October 600 339 61 954 Scooter Rider Frequency : September - Octob Trips Taken Number of Riders < 3 255 3-5 56 5-15 46 15-30 3 30 > 1 Overall bike use appears to be declining, although scooters appear to have more frequent use. Bike deployment in Golden Valley ranged from roughly 30 to 50 bikes, and 60 scooters were deployed for several weeks. Future deployments by LimeBike may include higher proportions of scooters and e-bikes compared to pedal bikes. Routes of Bikes and Scooters – August to October, 2018 The above map shows routes in red used by Limebike customers. The darker the route, the more trips it carried. Information Collected by LimeBike LimeBike’s website includes information regarding its privacy policy and user information. LimeBike’s policy does state that it partners with third-parties for advertising purposes and that the third-parties may collect information about users. LimeBike representatives have noted the data the company collects is needed to access their vehicles, becomes anonymous, and is used to determine bike and scooter placement. Winter Operations For safety and business reasons, Limebike will not deploy a fleet of bikes over the winter months. Scooters will also be pulled from the core cities as well, although they could be redeployed if conditions are appropriate. Challenges Experiences in other cities highlighted a number of problems and challenges presented by dockless bikes, including large and disorderly accumulations of bikes, placement in inappropriate areas, and vandalism of bikes. Fortunately Golden Valley has not experienced significant problems or complaint about the bikes, and staff has been satisfied with LimeBike’s response time to concerns. Staff has not had to directly remove any bikes. Early in the deployment staff received concerns about the location of bikes on sidewalks or on private property. Staff has also been in contact with a number of employers who are supportive of the bikes and scooters but have found them to present some challenges to clients or their facilities. Recommendation When the City entered into the MOU with LimeBike, it was expected that 2018 would serve as a trial period of dockless bike sharing in Golden Valley. Due to the later than expected deployment as well as the experience gained in 2018, staff recommends extending the MOU through the end of 2019. If Council agrees, staff will prepare the appropriate documents for consideration at a regular meeting. Executive Summary Golden Valley Council/Manager Meeting November 13, 2018 Agenda Item 4. Discussion of 2019 Legislative Priorities Prepared By Timothy Cruikshank, City Manager Summary Annually, the Council to reviews the City’s Legislative Priorities prior to the upcoming Legislative Session. The 2019 Legislative Session is scheduled to start in early January. Staff will be asking the Council to approve the 2019 Legislative Priorities in December. In addition, each year the approved priorities are shared with neighboring communities and area legislators at the annual Crystal Legislative Breakfast that will be held in January 2019. Attachments • City of Golden Valley 2018 Legislative Priorities (2 pages) 2018 Legislative Priorities 7800 Golden Valley Road, Golden Valley, MN 55427 · 763-593-8006Adopted by the City Council Dec 19, 2017 Table Of Contents 1. Medicine Lake Rd/Winnetka Ave Regional Flood Mitigation Through DNR Flood Damage Reduction Program ..........................3 2. Public Safety Improvements At Douglas Drive/Hwy 55 Intersection .................................................4 3. Infrastructure .......................................................................................5 4. Modify Fiscal Disparities Formula .....................................................6 5. Transportation a. Establish A Sustainable Formula For Increased Transportation And Transit Funding .............................................7 b. METRO Blue Line Extension (LRT) ............................................8 c. Hwy 169 Improvement: I-394 To Medicine Lake Rd ..................9 d. Bus Rapid Transit On Hwy 55 .......................................................10 6. Metropolitan Council Inflow/Infiltration Grants— Public And Private Improvements .....................................................11 7. Oppose Levy Limits ............................................................................12 8. Affordable Housing And Workforce Housing ...................................13 9. Support Tax Incentives For Community Reinvestment ..................14 Appendix 1 ...............................................................................................16 Appendix 2 ...............................................................................................19 Appendix 4 ...............................................................................................23 Appendix 6 ...............................................................................................25 7800 Golden Valley Road, Golden Valley, MN 55427 763-593-8006 Page 1 These priorities are supported by the Golden Valley City Council, along with Metro Cities, League of Minnesota Cities, and Regional Council of Mayors policies, and may be used by local officials and staff to advocate for during the Legislative session. Executive Summary Golden Valley Council/Manager Meeting November 13, 2018 Agenda Item 5. Presentation of Crisis And Critical Issues Communications Plan Prepared By Cheryl Weiler, Communications Manager Summary Last year the City Council approved a proposal for creating a crisis communications plan that meets the needs and expectations of today’s community stakeholders. The proposal involved hiring Padilla to provide protocols, materials, and training needed to prepare the City to manage crises and critical issues. Staff used this information to prepare a detailed Crisis And Critical Issues Communications Plan that outlines step-by-step procedures for analyzing incidents and managing all necessary communications. Recommended Action Discuss the City’s Crisis And Critical Issues Communications Plan and approve at the November 20 City Council meeting. Attachments • Crisis And Critical Issues Communications Plan (21 pages) 1 City of Golden Valley Crisis And Critical Issues Communications Plan Crisis And Critical Issues Communications Plan For Internal Use Only 2 City of Golden Valley Crisis And Critical Issues Communications Plan Introduction: What To Expect During A Crisis .....................................................................3 Initial Stages ....................................................................................................................................4 Golden Valley Crisis Communications Management Team ...........................................6 Team Structure And Team Roles ..............................................................................................8 Crisis Team Leader .....................................................................................................................8 Internal Communications Team ...........................................................................................8 External Communications Team ..........................................................................................8 Legal Team ...................................................................................................................................9 Incident Commander ...............................................................................................................9 Extended Team Responsibilities ..........................................................................................9 Situational Assessment ...............................................................................................................10 Determine Crisis Level And Identify Necessary Response Time ...............................10 Client Internal Communication Outreach Assessment ..................................................11 Audience Identification ...............................................................................................................12 Social Media Outreach ................................................................................................................14 Message Development ...............................................................................................................15 Stakeholder Outreach ..................................................................................................................17 Publicity Policy ...............................................................................................................................17 Media Spokesperson ....................................................................................................................18 Media Outreach .............................................................................................................................19 Press Statements .......................................................................................................................19 Press Releases .............................................................................................................................19 Media Advisories .......................................................................................................................19 News Conferences .....................................................................................................................20 Media Interviews .......................................................................................................................21 Media Contact Log ....................................................................................................................21 Appendix 1: Analysis Worksheets ............................................................................................23 Appendix 2: Media And Messaging Worksheets ................................................................25 Contents 3 City of Golden Valley Crisis And Critical Issues Communications Plan Introduction: What To Expect During A Crisis Time is critical when a crisis hits. No matter how prepared you are, you can expect the following: • The first few hours and stages of the crisis will be the most critical (see Initial Stages Checklist on page 4). • All of the information you need may not be immediately available. • You may have to make a rapid series of decisions. • The outside spotlight may be on you. • Internally, you may encounter conflicting advice. • It may be difficult to maintain a long-term perspective. • There may be a difference between facts and perception. • You will not have total control. This plan includes the most important steps to follow to engage crisis communication management immediately. 4 City of Golden Valley Crisis And Critical Issues Communications Plan Initial Stages The first stages of a crisis are the most crucial. This stage-by-stage summary of what should occur will serve as a guide for most crisis situations (see Initial Stages Checklist in Appendix 1A). It should be reviewed and up- dated as needed. Stage 1 Contact The First Alert Team The members of the First Alert Team are the Crisis Communica- tions Management Team’s leaders and should be the first team members contacted in a crisis situation (see Crisis Communica- tions Team Contact Information in Appendix 1B). They will help determine if the situation is an actual or potential incident (see Incident Checklist in Appendix 1C) and if the Crisis Com- munications Management Team should be convened to manage the City’s message. They will be the points of contact before, dur- ing and after the crisis. First Alert Team Responsibilities • Receive initial notification of an incident that may have significant impact and determines if a crisis exists. • Determine if it is appropriate to assemble the Crisis Communications Management Team for addressing the issue. • Notify City Council • Convene the Crisis Communications Management Team to address the issue as needed. • Determine if it is appropriate to contact Padilla’s Crisis Communications Team. Assemble The Crisis Communications Management Team Led by the First Alert Team, the Crisis Communications Management Team meets (in person and/or using the Crisis Phone Line) and works through the following questions using the Incident Response Form in Appendix 1D). • Is there continuing danger/fallout/ramifications? • What important information is missing or in con- flict? • What is the customer risk? • What is the consumer risk? • What is the public risk? • What is the employee risk? • What is the legal risk? • Who else needs to be involved (HR, legal, opera- tions, etc)? • Assign roles and responsibilities. • Assess operational issues. • Notify appropriate local, state, or federal public safety and regulatory officials. • Establish on-site crisis management center, if ap- propriate. • Check Internet/social media for coverage sur- rounding the crisis (ongoing). • Remind employees/elected officials about the media policy not to speak with media. Tim Cruikshank, City Manager Cheryl Weiler, Communications Manager First Alert Team Crisis Line available 24/7 Bob McNaney Padillia Crisis Communications Team 5 City of Golden Valley Crisis And Critical Issues Communications Plan In conjunction with the First Alert Team: • Prepare key messages and public statement or response(s) to key audiences. All public/media statements and key messages must first be re- viewed by the First Alert Team. • Follow social media postings to assess whether a response is needed and what that response will be. • Prepare a script for office and front desk staff to direct inquiries to appropriate contacts. • Assign and prepare a media spokesperson to answer questions. • Coordinate public statements. • Respond to media calls and keep track of calls with the Media Contact Log. • Evaluate need for internal communication. Stage 2 • Determine method of communicating with media (eg, press statement, news briefing, indi- vidual interviews, news release, etc). • Prepare news conference space (if needed), assess backdrop, entrance/exit space for media spokesperson(s), and audio capabilities. • Distribute statement to key media. • Determine communications for website and so- cial media channels (including GV Emergency). A “dark site” is a crisis website prepared in advance of a crisis that remains dark and becomes live and visible on the web only when a crisis oc- curs. The dark site is housed on an off-site server; it will be a place to post statements and other pertinent information about the crisis going forward. • Notify other appropriate audiences. • Respond to media calls. • Monitor and react, as necessary, to media and internet coverage. • Continue tracking media and social media cover- age Stage 3 And Ongoing • Continue notifying key audiences. • Review/update public statement. • Distribute updated communications to appropri- ate audiences. • Continue responding to media calls. • Continue tracking media and social media cover- age. • Re-evaluate need for internal communication or updated internal communication. 6 City of Golden Valley Crisis And Critical Issues Communications Plan Golden Valley Crisis Communications Management Team Role Of Crisis Communications Management Team This team will convene immediately to respond to warning signals of a crisis and to execute the City’s Crisis Communications Plan in emergency situations. The Team will: • analyze the situation • formulate a plan to mitigate damage of the City of Golden Valley brand • implement the plan of action • inform the City Council Subject matter experts may be added to the Crisis Communications Management Team based on the nature and scope of the crisis and the need for additional experts or spokespersons on the subject. After initial assessment, the Crisis Communications Management Team will determine involvement from other departments. The Extended Team will support the Crisis Communications Management Team, carrying out spe- cific tasks as directed/needed. Crisis Communications Management Team Extended Team First Alert Team Crisis Communications Management Team City Council Finance Legal CommunicationsPublic Safety (Fire/Police/ Public Works) HR IT 7 City of Golden Valley Crisis And Critical Issues Communications Plan Golden Valley Crisis Communications Management Team Title Name Work Phone City Manager Tim Cruikshank 763-593-8003 City Attorney Maria Cisneros 763-593-8096 Communications Manager Cheryl Weiler 763-593-8004 Finance Director Sue Virnig 763-593-8010 Fire Chief John Crelly 763-593-8065 Human Resources Director Kirsten Santelices 763-593-3989 Parks & Recreation Director Rick Birno 763-512-2342 Police Chief Jason Sturgis 763-593-8059 Public Works Director Marc Nevinski 763-593-8008 Padilla Senior Vice President Bob McNaney Golden Valley Extended Team (Subject Matter Experts) Title Name Work Phone Brookview Facility Supervisor Greg Simmons 763-512-2367 Catering & Restaurant Manager Kim Straw 763-512-2314 City Engineer Jeff Oliver 763-593-8034 Deputy Fire Chief Ted Massicotte 763-593-8080 Golf Maintenance Supervisor Mike Ward 763-512-2356 Golf Operations Manager Ben Disch 763-512-2315 IT Manager Beth Yurchisin 763-593-3975 Police Commander Steve Johnson 763-512-2505 Police Commander Dave Kuhnly 763-512-2503 Park Maintenance Supervisor Al Lundstrom 763-593-8046 Public Works Maintenance Manager Tim Kieffer 763-593-3960 Street and Vehicle Maintenance Supervisor Marshall Beugen 763-593-8085 Utilities Maintenance Supervisor Joe Hanson 763-593-8038 Golden Valley City Council Title Name Phone Mayor Shep Harris 612-219-8531 Council Member Joanie Clausen 763-535-1212 Council Member Larry Fonnest 763-272-5727 Council Member Gillian Rosenquist 763-529-9279 Council Member Steve Schmidgall 612-419-8142 8 City of Golden Valley Crisis And Critical Issues Communications Plan Team Structure And Team Roles Crisis Communications Team Leader Leads crisis response. Directs teams without getting into the work. Orchestrates the work but does not necessarily make every decision. • Works with entire Crisis Team to develop the appropriate response strategy. • Directs the respective ac- tions by each team. • Approves and oversees all communication actions taken related to an incident. • Serves as a primary spokes- person. • Ensures the team is follow- ing company values and crisis guidelines. • Other responsibilities: Internal Communications Team Responsible for communica- tion to all internal audiences (typically defined as employees, employee families, volunteers, and council members). Also re- sponsible for all communication regarding benefits impacted by the issue. This role is typically filled by someone in human resources. • Coordinates all internal com- munications to staff, volun- teers, council members, etc. • Ensures all relevant policies and procedures are followed during the incident; secures all necessary documentation that may be needed for legal claims. • Other responsibilities: External Communications Team Responsible for managing all aspects of the response to customers and media, including social channels. Also serves as one of the primary spokesper- sons for the company. This role is typically filled by a person in PR, marketing, or sales. • Works with the internal and legal teams to develop all messaging and materials to be used in communicating to all key audiences. • Prioritizes communication to key customers. • Tracks media and social me- dia coverage and provides updates to the entire team. • Coordinates or handles all media interviews. • Other responsibilities: Crisis Communications Team Leader Internal Communication External Communication Legal Incident Commander 9 City of Golden Valley Crisis And Critical Issues Communications Plan Extended Team Responsibilities Communications • Communicate with regulatory bodies and provide required reporting. • Brief crisis team leadership on potential short- and long- term impacts. Legal • Identify legal resources in area(s) where company oper- ates. • Advise on legal aspects of situation. • Manage documents during crisis for potential use in legal proceedings. Finance • Brief crisis team on financial ramifications of actions. • Track all expenses related to crisis. • Identify financial resources in area(s) where company oper- ates. Human Resources • Maintain copies of all person- nel records. • Answer pay and benefit ques- tions. • Monitor employee morale; advise team on employee communications. • Provide links to employee assistance plans and other external resources. IT • Maintain active disaster recovery plan for all technical services in keeping with IT corporate plan. • Coordinate resources to en- sure resumption/continuation of IT services. • Ensure redundancies of sys- tems and backups of key data kept at various locations. Public Safety (Fire/ Police/Public Works) • Establish command post. • Evaluate scene and campus security. Coordinate with other agencies for additional staff. Establish route security for offsite relocation of critical assets if needed. • Evaluate infrastructure. • Identify ongoing life-threat- ening issues. • Inform proper higher authori- ties (BCA, HCSO, FBI, MDH, MPCA, DNR, etc) if warranted. • Ensure continuation of emer- gency services, may require other agencies to help. External Counsel • Outside legal counsel as required • Padilla Legal Team Handles all communication to government leaders or legal representatives. Also leads the investiga- tion into the issue. This role is usually filled by the company’s legal department. • Quickly reviews all messaging and communica- tion materials prior to distribution. • Provides legal guidance to the Crisis Team as needed. • Leads the investigation into the incident. • Ensures all applicable laws are being followed. • Other responsibilities: Incident Commander Manages the incident on the ground with a focus on operations. Often used in situations like natural disasters, active shooter, major accidents. Manages the response to the crisis, including coordination with local emergency responders. This role is typi- cally handled by someone in operations. • Completes Incident Report Form. • Manages all operational aspects of the incident (police, fire, rescue). • Responsible for returning the facility back to normal operating procedures. • Other responsibilities: 10 City of Golden Valley Crisis And Critical Issues Communications Plan Situational Assessment The Crisis Communications Management Team will assess the situation, determine facts, and begin delegation. After this assessment, it may be appropriate to add subject matter experts to the Crisis Communications Man- agement Team (both internal and external). * Note: In some cases, the media may be alerted to the situation before all of the facts can be determined and the situational assessment complete. In this case, it is important to provide the media with a statement indi- cating the situation is under investigation, and that as soon as more information is available it will be provided. If appropriate, a social media update should also accompany this brief media statement outreach. Determine Crisis Level And Identify Necessary Response Time Level Characteristics Response Time 4 HIGHLY INTENSE Media have immediate and urgent need for informa- tion about the crisis. Immediate response (0-1 hour) required. Opening statement of empathy/caring may need to come before key messages are developed (within 30 minutes). One or more groups of individuals express anger or outrage. Broadcast and print media appear at location for live coverage. 3 INTENSE Crisis causes growing attention from local and regional media. Immediate response (1-2 hours) required. Media, stakeholders, and community partners are present at location. Affected and potentially affected parties threaten to talk to the media. 2 MODERATELY INTENSE Crisis situation may/may not have occurred; the situa- tion is attracting slow, but steady media coverage. Respond if necessary (24-72 hours). Continue to monitor the situation, develop messaging, and be prepared to respond quickly if situation escalates. External stakeholders (government agencies, industry trade organizations) receive media inquiries. The public at large is aware of the situation/event, but it is attracting very little attention. 1 MINIMALLY INTENSE Crisis attracts little or no attention.Crisis Communications Manage - ment Team should monitor the situation closely. Pre-event information requests are received. Public and/or media are virtually unaware of the crisis. 11 City of Golden Valley Crisis And Critical Issues Communications Plan Client Internal Communication Outreach Assessment The Crisis Communications Management Team will assess the situation, determine facts, and begin delegation. Each situation will require an assessment for communicating throughout the organization (see Communication Outreach Assessment form in Appendix 1E). Communications shared with the City‘s communications targets are NOT intended to be shared with others internally or externally unless noted in the communication. Level Characteristics Golden Valley Communication Targets 4 HIGHLY INTENSE Media have immediate and urgent need for informa- tion about the crisis. All staff, elected, and appointed of- ficials (Communications updated ASAP)One or more groups of individuals express anger or outrage. Perhaps safety is at the heart of the issue. Widespread internal and external discussion (ie, shooting at location). 3 INTENSE Crisis causes growing attention from local and re- gional media. All staff (where issue is occurring), elected officials, pertinent appoint- ed officials (Communications updated 1-2 hours) Media, stakeholders and community partners are aware and discussing situation. Traditional and mainstream media active. (ie, nation- wide story). 2 MODERATELY INTENSE Crisis situation may/may not be attracting media coverage or discussion with key stakeholders. Cover- age/discussion is likely to intensify (ie, upcoming news story). Direct communications to Crisis Communication Management Team and staff (where issue is occurring), elected officials, pertinent appoint- ed officials (Communications updated daily/ TBD by situation developments) External stakeholders (government agencies, in- dustry trade organizations/partners) receive media inquiries. The public at large is aware of the situation/event, but it is attracting very little attention. 1 MINIMALLY INTENSE Crisis attracts little or no attention.Direct communications to Crisis Communication Management Team and staff (where issue is occurring) (Likely single communication) Pre-event information requests are received. Public and/or media are virtually unaware of the crisis. Internal discussion is minimal (ie, workplace accident). 12 City of Golden Valley Crisis And Critical Issues Communications Plan Audience Identification After gathering as much information as possible about the crisis, it is important to understand which audiences the City needs to reach with it. There are many potential audiences that will want information during and follow- ing an incident, and each has its own needs. Consider the level of the crisis and how potential audiences would want to be informed. 1. Identify potential audiences. 2. Determine their need for information. 3. Identify who within the City is best able to communicate with that audience and appoint that person as audi- ence spokesperson. Compile contact information for each audience in advance of any crisis so it is immediately accessible during an incident. Lists should be updated regularly, secured to protect confidential information, and available to autho- rized users/members of the Crisis Communications Management Team. Internal Audiences City of Golden Valley Employees/Staff Based on the level of the crisis, this audience can include all City of Golden Valley employees and their families. Low-level crises may not require notification of all employees. If there is potential for an employee or employee group to hear about the crisis from the news media, it is important they be included as an audience. Remind staff that all media inquiries should be referred to the designated spokesperson and that they should refrain from commenting. If the inci- dent involved death or serious injury, close coor- dination between the City of Golden Valley man- agement, human resources, and public agencies is needed. Appropriate channels of communication: In-Per- son, Phone, Email (for lower-level crises) Recommended spokesperson: City Manager Golden Valley City Council If the crisis needs to escalate to the City Council, this will be an important audience. Appropriate channels of communication: In-Per- son, Phone, Email (for lower-level crises) Recommended spokesperson: City Manager External Audiences County Officials (ie, Hennepin County) Communications with county officials (Hennepin County) depends on the nature and severity of the incident and regulatory requirements. On-site inju- ries and/or deaths, environmental incidents, and ac- tions involving tampering, contamination, or quality require notification of appropriate county officials. Appropriate channels of communication: Phone, In-Person Recommended spokesperson: City Manager Attorney General The Attorney General’s office may be an important stakeholder depending on the crisis issue. Timing of communication will be important, and it’s recom- mended the leaders of the City of Golden Valley discuss the appropriate timing. Appropriate channels of communication: Phone, Email Recommended spokesperson: City Manager 13 City of Golden Valley Crisis And Critical Issues Communications Plan State Officials (State Reps, Senators, etc) Communications with state officials depends on the nature and severity of the incident and regulatory requirements. On-site injuries and/or deaths, envi- ronmental incidents, and actions involving tamper- ing, contamination, or quality require notification of appropriate government officials or regulators. Appropriate channels of communication: Phone, In-Person Recommended spokesperson: City Manager Citizens/Community If the crisis could impact the surrounding commu- nity, then the community becomes an important audience. The message should include advisements to the public of hazards, risks, and any actions they should take to protect themselves. Appropriate channels of communication: Media Statement, News Conference Recommended spokesperson: City Manager League of Minnesota Cities The League of Minnesota Cities may be an impor- tant audience depending on the situation. Appropriate channels of communication: Phone, In-Person Recommended spokesperson: City Manager News Media If the incident is a high-level crisis, the news media will be on scene or calling to obtain details. There may be numerous requests for information from lo- cal, regional, or national media. Prioritizing requests and developing press releases/talking points can assist with the need to communicate quickly and effectively. Remember, any information released to the news media can and likely will reach all afore - mentioned audience segments. Appropriate channels of communication: Media Statement, News Conference, Press Release Recommended spokesperson: City Leader (TBD based on issue) 14 City of Golden Valley Crisis And Critical Issues Communications Plan Social Media Outreach Social media is an effective tool for monitoring and engaging public response during a crisis. During a crisis, being active on social channels can counterbal- ance negative or inaccurate information provided by outside sources. Messages should be participatory in nature and conversational, not simply a push of infor- mation. In high-level crises it is mandatory that the City of Golden Valley include social media communi- cations. Failure to do so demonstrates disorganization and disinterest. Use social media during a crisis to: • disseminate key messages to the public • share video feeds of statements/news conferences for public viewing • respond to posts/comments/tweets with approved key messages • monitor what the public is saying (see Social Me - dia Monitoring Report in Appendix 1E) Messaging Messages should be based on the key and supporting messages developed by the Crisis Communications Management Team, and they should be brief and pertinent. They should be conversational in tone and designed to inform and collaborate with the public, not command and control. Monitoring & Response During a crisis, social media will be used as an avenue by many stakeholders to express thoughts on the crisis. Rather than simply using social media to push out information, the City of Golden Valley should welcome public input by engaging with commenta- tors on social channels, and both participating in and leading conversations. Responses to social media conversations should be based on key messages. Note: Those who have displayed interest by follow- ing or commenting on a crisis, although possibly not previously considered stakeholders, should be con- sidered an audience and should be included in future communication strategies during the crisis. Tips for Responding To Comments Dur- ing Crisis: • Decide which comments warrant a response and which do not. • Do not argue and do not delete comments. • Demonstrate empathy, emotion, and understand- ing. • Never send a third reply to the same party, this is arguing (take it offline). Identifying Social Channels And Their Uses In Time Of Crisis Type Of Social Media Channels Use Social Networking Facebook, LinkedIn, Instagram, Google+Enhance coordination, provide up- dates, and share information Content-Sharing Media You Tube, Flickr, Vimeo Situational awareness of crisis devel- opment in real time Collaborating Knowledge Wikis, Podcasts, Forums Develop dialogue between stake- holders Blogging Social Media Twitter, Blogger, Tumblr Share facts, rapid information dis- semination 15 City of Golden Valley Crisis And Critical Issues Communications Plan Message Development During a crisis, it is important that spokespeople do not “wing it” when it comes to relaying important information about the incident. To prepare spokespeople and the organization, the Crisis Communications Management Team will develop key messages to be used for communication during the specific crisis. Messages should only be developed after the situational assessment has been conducted and facts gathered. The key messages should be used to communicate with all identified audiences. The consistency of mes- sages across audience groups is imperative. Messages should follow this format: Key Messages Key messages demonstrate the City’s response to the situation. To be useful, key media messages must: • be few, usually no more than two or three. During an emergency, people will be upset. They will have difficulty remembering lots of information. Get the important facts out first. In time, the public will want more information. • be short and concise, generally no more than a sentence or two each. Short messages are easier for spokespeople and the public to remember and are more likely to be conveyed without editing by the media. • be in writing. Writing the key messages down ensures they are short, concise, and understand- able. It also serves as reference for the entire team throughout the crisis. Supporting Messages After identifying the two to three appropriate key messages, supporting messages should be developed for each of them. Supporting messages are action statements that show what the City of Golden Valley is doing to respond to the situation or what response the community and/or stakeholders should be taking. Examples of communications that should be devel- oped from the key messages: • Media statements/press releases • Website updates and/or notification • Talking points and script for Call Center • Talking points and script for office staff • Email notifications • Social media updates (Facebook, Twitter, etc) • Internal notification • Letters/communications/talking points to key stakeholders • News conference preparation * Note: As additional information becomes available, key messages may need to be further developed and updated. Always make sure all spokespersons have the latest messages and all communication channels are updated. Message Development Musts State relevant information only. Do not start with massive amounts of background information. Acknowledge uncertainty. Sounding more confident than you are rings false, sets you up to be proven wrong, and provokes debate with those who disagree. It is better to say what you know, what you do not know and what you are trying to learn more about. Give positive-action steps. Instead of negatives, use positive messages, such as “In case of fire, use stairs,” and “Stay calm.” Negative messages are “Do not use elevator” and “Don’t panic.” Create action steps in threes. During a crisis people remember fewer bits of information. Use personal pronouns for the City of Golden Valley. “We are committed to” or “We understand the need for.” ActionSituationResponse 16 City of Golden Valley Crisis And Critical Issues Communications Plan Be careful about speculation. Try to stick to the known facts. Keep in mind that too much specula- tion weakens credibility, but people want answers. Concentrate on describing the steps in place to get the facts and help the audience deal with the uncer- tainty while that process goes on. Treat emotion as legitimate. In a crisis, people are right to be fearful and miserable. To help people bear their feelings, it is important to respect their feelings, not negate them. Establish your own humanity. Express your feel- ings and wishes: “I wish we could give you a more definite answer.” Touch upon your family and your reactions to the crisis. Offer people things to do. Self-protective action helps mitigate fear. Avoid The Following Technical jargon. Instead of “epidemic” or “pan- demic,” say “outbreak” or “widespread outbreak.” Instead of “deployed” say “sent” or “put in place.” Instead of “correlation” say “relationship.” Unnecessary filler. Save background information for news releases or fact sheets. Attacks. Attack the problem, not the person or organization. Be careful not to point fingers at a specific person or group, but talk about the issue at hand. Promises/guarantees. State only what you can deliver. Otherwise, promise to remain committed to keeping people informed throughout the emer- gency response. Discussion of money. Discussion of the problem’s magnitude should be in context with the health and safety of the public or environment. Loss of property and amount of money spent is not an acceptable demonstration of concern. Humor. Humor is never a good idea. Be especially sensitive when speaking to the public. Standby Statements Sample response documents, including communica- tion statements for likely scenarios, are included in Sample Standby Statements in Appendix 2A. While not all-inclusive, it provides a good representation of statement examples. The sample statements are based on possible sce- narios outlined by the City for crisis and critical issue situations. A crisis may fit into one or more of the categories outlined. The possible scenarios are those most likely to occur with the greatest impact on busi- ness, brand, and reputation and include: • Acts of Nature/Severe Weather • Public Safety/Public Health • Personnel • Administrative/Legal • Negative High-Profile Occurrences • Officer Involved Shooting 17 City of Golden Valley Crisis And Critical Issues Communications Plan Stakeholder Outreach If employees and/or the City of Golden Valley management, suppliers, customers or other stakeholders are deemed an important audience in this crisis, an internal notification should be distributed via voicemail, email, and posted at all City of Golden Valley offices during the crisis In high-level crises, notification should occur within 0-1 hour. Communication should always precede any media outreach. Whenever possible, employees and stakeholders should hear about the crisis from the City of Golden Valley, not the media. See Appendix 2B for Sample Stakeholder Communications. Publicity Policy The City of Golden Valley has designated its Management Team and Communications Department to make public statements on its behalf with reporters and other media representatives regarding matters that affect the City and its community. Given the changing nature of electronic communications, participation by employees in a news group, chat session, mailing list, social networking site, or similar internet-based service in a way that may constitute a public statement violates this policy. See Appendix 2C for the City’s Social Media Policy. 18 City of Golden Valley Crisis And Critical Issues Communications Plan Designate A Media Spokesperson The job of the spokesperson during a crisis is to communicate information the public wants or needs to know. This person’s job is vital to reducing the magnitude of the crisis. Early in a crisis, the spokesperson is expected to describe: • the incident and its magnitude (who, what, where, when, why, how) • the risks, both current and future • what’s being done to respond to the incident The spokesperson should, in most cases, be a member of executive leadership. This conveys the message that the City of Golden Valley is fully vested, at the highest level, in managing and resolv- ing the crisis. In some situations it may make sense to appoint a back-up or supporting spokesperson who is a subject matter expert in the area of crisis. The spokesperson and all back-up spokespersons or subject matter experts should be knowledgeable about the situation at hand. The spokesperson should be briefed with the most current information as it becomes available. General Recommendations For All Spokespersons In All Settings • Know the organization’s policies about the re- lease of information. • Stay within the scope of responsibilities, unless authorized to speak for the entire organization’s responsibility. • Tell the truth. Be as open as possible. • Follow-up on issues. • Use visuals when possible. • Do not minimize or exaggerate the key message(s). • Discuss only the facts and do not speculate. • Do not express personal opinions. • Do not show off. This is not the time to display an impressive vocabulary. 19 City of Golden Valley Crisis And Critical Issues Communications Plan Media Outreach The media plays an essential role in informing the community and will do so with or without our help. Depending on the level and duration of the crisis, especially ones involving serious injury or death, the number of media representatives can reach 100 or more on-site at a particular location, and numer- ous requests for information will likely be made by phone or email. See Appendix 2D for Media Contacts. Press Statements A press statement will be the first communication with the media following a crisis. In a highly intense crisis, this statement will need to come before every detail and fact is determined (within the first 30 minutes of the incident). It is important to release a statement almost immediately so that people feel informed and updated. The press statement can be a written document or a verbal statement by the media spokesperson. Additional press statements will follow to provide additional updates – these will be based upon key messages developed by the Crisis Communications Management Team. A good press statement: • gives the City of Golden Valley’s view on the is- sue • has an attention-grabbing headline and first paragraph • includes all the necessary facts on the situation (who, what, when, where, why, how) • is accurate • gives information about actions the City of Golden Valley is taking • invites the media to contact the City of Golden Valley for more information • provides the City of Golden Valley contact per- son and phone number • indicates when another update will be given See Appendix 2E for the City’s press statement template and a sample press statement. * Note: If the initial press statement is delivered ver- bally, it is best to decline to take questions at that time. Questions should only be taken after all of the facts have been gathered and key messages have been developed. Press Releases A press release is designed to give all pertinent background information on the story. It is the preferred method of communication in a low-level crisis. Press releases also should be used for the du- ration of a higher-level crisis to communicate most recent information and latest developments. The press release should answer who, what, when, where, why and how of the ongoing event. Helpful Hints for Emergency Press Releases • Never reuse the same headline during a crisis. • If providing a new telephone information num- ber or website address, introduce it higher in the press release. • Avoid using technical terms. • Eliminate emotionally laden words. • Check the facts with subject matter experts. • Do a security check—some information may be classified. • Do a privacy check—some information may violate the privacy of victims/families. See Appendix 2F for the City’s press release tem- plate and a sample press release. Media Advisories The media advisory is the City of Golden Valley’s op- portunity to alert the media to an upcoming news conference or media briefing where we will be mak- ing a press statement or releasing additional infor- mation. It should be directed to reporters, produc- 20 City of Golden Valley Crisis And Critical Issues Communications Plan ers, and editors. It should include the person(s) the reporter can interview and what could be discussed as well as possible photo or video opportunities. When writing a media advisory remember: • Include the target audience. • Include media contact name and phone number. • Limit advisory to one page. • Provide a description of photo and interview op- portunities. • Send the advisory as early as possible before the media event, and follow up with phone calls to local news editors; resend advisory a few hours prior to event, if time permits. • If time permits, send media advisories to wire services. See Appendix 2G for the City’s media advisory template and a sample media advisory. News Conferences A news conference can be one of the best ways to update the media following a crisis. A news confer- ence should be scheduled only when necessary— when the news is important enough to affect large populations, and when it is appropriate to dissemi- nate urgent information to a group of reporters at one time. This should only be conducted after facts have been gathered and key messages developed. All identified City of Golden Valley spokespersons and subject matter experts should attend the news conference. The purpose of the news conference is to: • conduct media interview requests at one time • ensure consistent information is released • introduce the spokesperson(s) and subject mat- ter experts to the public • show early on that the City of Golden Valley has a process in place to respond to the crisis • fulfill immediate needs of the media if informa- tion is changing rapidly or not enough is known to issue a news release Use the News Conference Checklist in Appendix 2H to help prepare. Plan the date, time and location. The news conference should occur 2–4 hours after a crisis has occurred, depending on severity. Give the media as much advance notice as possible. Hold the news conference in a safe venue close to the site of the crisis. Alert the media. To hold a news conference, it’s imperative to send a media advisory email to the TV affiliates and print/ online publications that the City of Golden Valley hopes to have attend the conference. Email is the best method of alerting the media about a news conference. However, making a direct phone call to the newsroom assignment desk will also prove ef- fective in communicating with key local influencers. See Appendix 2D for Media Contacts. Prepare the room. Make sure the news conference site includes stag- ing, chairs, a podium, and microphones. Check the microphone and sound system. Get a mult box. Position reporters so they can get their stories easily without moving about. The City of Golden Valley logo should be clearly visible on the front of the podium or behind the speaker. Provide media materials. If time permits, prepare media kits including any news releases, a list of speaker names and anything else that is available that will help reporters write their stories. Include fact sheets. Be prepared. The main spokesperson(s) should rehearse the key messages developed for the crisis and be ready to answer questions. Make sure the spokesperson(s) knows what the most important information is and how to stay focused, even if asked questions that concern other issues. Discuss in advance which key points will be made by each spokesperson. Des- ignate a moderator in advance to set a clear end 21 City of Golden Valley Crisis And Critical Issues Communications Plan time for the conference. This person will establish any ground rules and will field reporter questions for the spokesperson(s) to answer. Make language spokespersons and/or translators available as nec- essary. Be thorough. Make sure all questions are answered. If a spokes- person does not know the answer to a question, a Crisis Communications Management Team member needs to find the answer after the news conference and make it available to the reporter at a later time. A member of the Crisis Communications Manage- ment Team can ask questions during the news conference that are important for reporters to hear. Monitor attendance. Have reporters check-in, and be sure to capture their email addresses and phone numbers. This will provide a list of who attended for follow-up infor- mation and who did not attend so that offers for phone interviews can be extended. Follow up. Identify time, place, and format for any updates. Media Interviews Whether conducted at the conclusion of a news conference or as separate phone or in-person media interviews, the Crisis Communications Manage- ment Team will identify which questions the media will likely ask and develop an appropriate response for each (see Commonly Asked Media Interview Questions in Appendix 2I and Talking To The Media in Appendix 2J). Reference key messages as much as possible. Questions and responses should be documented and distributed to the spokesperson(s) to become familiar with and practice. Media Contact Log It is important to track all media inquiries received. This will ensure follow-up with all media contacts, establishing credibility that the situation is under control. The Media Contact Log (Appendix 2K) will help evaluate the plan post-crisis. Make copies for all per- sons who will be fielding incoming calls or emails, and create a new log page for each inquiry. 22 City of Golden Valley Crisis And Critical Issues Communications Plan AGENDA Regular Meeting of the City Council Golden Valley City Hall 7800 Golden Valley Road Council Chamber November 20, 2018 6:30 pm 1. CALL TO ORDER PAGES A. Pledge of Allegiance B. Roll Call C. Proclamation for School of Engineering & Arts Blue Ribbon Award 2. ADDITIONS AND CORRECTIONS TO AGENDA 3. CONSENT AGENDA Approval of Consent Agenda - All items listed under this heading are considered to be routine by the City Council and will be enacted by one motion. There will be no discussion of these items unless a Council Member so requests in which event the item will be removed from the general order of business and considered in its normal sequence on the agenda. A. Approval of Minutes: 1. City Council Meeting - November 7, 2018 B. Approval of City Check Register C. Licenses: D. Minutes of Boards and Commissions: E. Bids and Quotes: F. Award Brookview Golf Course Pond Buffer Project #18-22 4. PUBLIC HEARINGS 5. OLD BUSINESS 6. NEW BUSINESS All Ordinances listed under this heading are eligible for public input. A. Approve LimeBike Memorandum of Understanding B. Approve 2019 Legislative Priorities C. Approve Crisis Communication Plan D. Review of Council Calendar E. Mayor and Council Communications 7. ADJOURNMENT AGENDA Regular Meeting of the City Council Golden Valley City Hall 7800 Golden Valley Road Council Chamber December 4, 2018 6:30 pm 1. CALL TO ORDER PAGES A. Pledge of Allegiance B. Roll Call C. Receipt of Human Services Commission 2019 Allocation Report 2. ADDITIONS AND CORRECTIONS TO AGENDA 3. CONSENT AGENDA Approval of Consent Agenda - All items listed under this heading are considered to be routine by the City Council and will be enacted by one motion. There will be no discussion of these items unless a Council Member so requests in which event the item will be removed from the general order of business and considered in its normal sequence on the agenda. A. Approval of Minutes: 1. City Council Meeting - November 20, 2018 B. Approval of City Check Register C. Licenses: D. Minutes of Boards and Commissions: E. Bids and Quotes: F. Adopt 2019-2020 Budget for Enterprise, Special Revenue and Internal Service Funds 18- G. Approval of 2019-2023 Capital Improvement Program 18- H. Award 2018 Pond Maintenance Project #18-19 I. Call for Public Hearings 2019 PMP - Assessment and Improvement Hearings 4. PUBLIC HEARINGS A. Public Hearing - CUP - 1109 Zane Ave N (Shapco) - Dealership Storage B. Public Hearing - 2040 Comprehensive Plan C. Public Hearing - Lot Consolidation - 1320 Fairlawn Way D. Public Hearing - Adoption of 2019-2020 General Fund Budget and Property Tax Levies for Taxes Payable 2019 5. OLD BUSINESS 6. NEW BUSINESS All Ordinances listed under this heading are eligible for public input. A. Review of Council Calendar B. Mayor and Council Communications 7. ADJOURNMENT A G E N D A Council/Manager Meeting Golden Valley City Hall 7800 Golden Valley Road Council Conference Room December 11, 2018 6:30 pm Pages 1. Discussion of applicants - Equity Review Task Force - tentative 2. Handbook Policy Update 3. Review 2016-2018 Council Strategic Plan for Annual Goal Setting for 2019 4. Discussion of Guiding Principles 5. Council Review of Future Draft Agendas: City Council December 18, 2018, City Council Wednesday, January 2 and Council/Manager January 8, 2019 Council/Manager meetings have an informal, discussion-style format and are designed for the Council to obtain background information, consider policy alternatives, and provide general directions to staff. No formal actions are taken at these meetings. The public is invited to attend Council/Manager meetings and listen to the discussion; public participation is allowed by invitation of the City Council.