By Paul G. Omodt, in collaboration with Burnsville city staff and the Burnsville police and fire departments

On Feb. 18, 2024, a tragedy forever changed the Burnsville community.

Police officers and firefighter/paramedics responded to a domestic disturbance involving a woman who reported her boyfriend had committed a serious offense. Seven children, ranging in age from five to 15, were also in the home.

When officers entered the residence and attempted to arrest the suspect, he refused to surrender or release the children. Over the next three hours, officers negotiated for a peaceful resolution. Without warning, the suspect opened fire on officers. In the ensuing gunfire, which lasted more than 13 minutes, multiple officers were struck.

Despite life-threatening conditions, officers and firefighter/ paramedics evacuated their wounded partners to safety. Two officers — Matthew Ruge and Paul Elmstrand — and one firefighter/ paramedic, Adam Finseth, were killed in the line of duty. Their heroic actions saved lives and safeguarded the children.

Burnsville’s public safety teams showed unwavering courage and dedication to the safety of others and serve as an inspiring example of all law enforcement officers, firefighter/paramedics, and the community at large.

What steps had the city taken to prepare for a crisis situation like this?

Burnsville began formalizing crisis response protocols in 2020, developing its first crisis communications plan and offering city-wide training. In 2023, city leaders created a cross-functional public safety, leadership, and operational resiliency team to promote and build response systems across city operations.

In fall 2023, the crisis communication plan was updated, and the city conducted Emergency Operations Center trainings and tabletop exercises through early 2024. While no amount of planning could fully prepare the city for a tragedy of this magnitude, Burnsville had intentionally cultivated a culture of preparedness and resilience.

What immediate steps were taken to communicate?

As the situation rapidly unfolded early Sunday morning, Feb. 18, Burnsville’s Emergency Operations Center was quickly activated. The city’s communications director and leadership ensured two-way communication channels were established to reach primary audiences.

Using a proximal communications strategy, the city prioritized messaging based on closeness to the tragedy: first the heroes’ families, then police and fire teams, city staff and elected officials, Burnsville residents, the broader community, and finally, the general public. Timeliness was important, but priority was set for communicating clear, known facts, and avoiding speculation.

Burnsville used multiple platforms to share information: a press conference was held within hours of the incident, followed by another a few days later. Press releases and social media were updated regularly. The city sent direct messages to community partners for distribution and deployed engagement teams to affected neighborhoods to deliver the messages in person.

All communications pointed to a dedicated page on the city’s website that had been established to provide timely, factual updates.

What were your primary communication strategies?

A central element of Burnsville’s crisis communication plan is the concept of proximal communication, which is prioritizing messaging based on how close the audience is to the crisis. This ensures the most affected individuals receive the most direct and personal communication possible. It also helps prevent key audiences from learning important news secondhand, reinforcing trust during highly emotional and evolving situations.

Another key strategy was releasing facts quickly to counter misinformation. In the initial hours, communicators observed false information circulating on social media and in media reports. Once facts were confirmed, they were disseminated promptly through official channels to reestablish accuracy.

Several communicators from neighboring cities called in to offer their assistance. Within hours, Burnsville established a Federal Emergency Management Agency (FEMA)-style Joint Information Center to begin coordinating assisting staff and delegate duties.

What were some of your biggest challenges?

In the first 72 hours, Burnsville received hundreds of media inquiries and messages from thousands of concerned residents offering help. Managing this volume of contacts was daunting — but met with incredible support from dozens of communications professionals from other communities who stepped in to assist.

At the same time, city leaders and staff were processing their own grief. City Manager Gregg Lindberg and his team worked to ensure elected officials, department leaders, city staff, and communicators remained connected and supported through every step of the response by balancing outward-facing responsibilities with internal needs.

How did you manage the enormous communication challenge?

Burnsville’s staff had prepared for years to manage a crisis, and staff were equipped to respond. However, the loss of three colleagues to violence was unimaginable and deeply personal. City leadership quickly prioritized care for staff alongside crisis management.

Dozens of volunteer communicators from across Minnesota were critical to the effort. A communications leadership team, informally named the “J-Team” (after the first letter of each member’s name), was established to maintain continuity. They ensured that even when Burnsville’s core team needed rest or support, communication did not pause and decisions could still be made with confidence.

Public safety mutual aid from other cities also played a key role. With Burnsville’s police and fire departments stood down for two weeks to grieve and regroup, mutual aid agencies filled the gap to maintain community safety and allow local responders space to heal.

Finally, the planning of funerals and memorial services for the fallen heroes would not have been possible without the Minnesota Law Enforcement Memorial Association and the Minnesota Fire Service Foundation. These organizations coordinated hundreds of public safety personnel to manage every detail, allowing Burnsville’s team and the families of the fallen to focus on honoring and mourning their loved ones.

How did you honor the heroes?

From the earliest moments, honoring Burnsville’s fallen heroes — Officer Matthew Ruge, Officer Paul Elmstrand, and Firefighter/Paramedic Adam Finseth — was a top priority for city leaders and communicators. The overwhelming grief and shock in the community demanded a respectful and meaningful response.

In the initial hours after the incident, it became clear that a public vigil was needed to allow city staff, residents, and community members to grieve and reflect together. Flags at City Hall and other municipal buildings were lowered to half-staff and quickly became organic gathering sites for mourners. At the City Hall–Police Department building entrance, a dedicated memorial was created.

Police officers wore thin blue line mourning bands, and firefighter/ paramedics wore black mourning bands on their badges for a designated period following the tragedy. These gestures were both symbolic and deeply personal, representing solidarity and shared grief within the departments.

National recognition followed in May 2025. Burnsville Firefighter/ Paramedic Finseth was honored during the National Fallen Firefighter Memorial held May 3–4 in Emmitsburg, Maryland. Burnsville Officers Ruge and Elmstrand were honored during National Police Week in Washington, D.C., May 11–17. These events paid tribute to their service and sacrifice on a national stage, ensuring their memories will extend beyond Burnsville.

How did media and social media come into play?

The media were critical in getting the city’s messages out in a timely fashion and communicators found local media to be — for the most part — strong partners in delivering messages. Years of cultivating and establishing relationships with local news organizations and reporters proved crucial when Burnsville needed corrections, follow-up stories, and patience for accurate information. Despite the feeling of being crushed by the sheer volume of media requests, the communication team found the media to be respectful and understanding of the situation.

The media’s role extended beyond traditional reporting. City staff used press releases, media statements, and live events to ensure accurate information was distributed quickly. Press conferences were carefully organized — with speakers chosen intentionally, talking points clearly outlined, and time limits respected. Speakers were also encouraged to speak authentically, recognizing that emotional transparency would help connect with the public in a time of profound loss.

Social media was a double-edged sword. It enabled the city to reach residents quickly with timely updates but also required constant monitoring to address misinformation, disinformation, and inappropriate comments. Volunteers in the Joint Information Center played a key role in tracking social media mentions and helping ensure consistency and accuracy in the city’s messaging. Despite the challenges, Burnsville’s communications team maintained a steady and respectful presence, using social media to build trust and inform the public while avoiding distractions from harmful noise.

What communication lessons did you learn from this situation?

Burnsville had long emphasized the importance of mental health, embedding support services into daily operations and creating a culture where “it’s OK to not be OK.” That foundation proved invaluable in the aftermath of the tragedy. Emergency Operations Center staff regularly checked in on one another. Quiet spaces were available for breaks, and healthy snacks were on hand to help sustain those working long hours. Walking breaks and moments of reflection were encouraged, and support resources were clearly communicated. These small acts built resilience and compassion during the city’s most trying moments.

One major lesson was the importance of redundancy in municipal operations. The city learned that being “two or three deep” in key roles is essential. Staff needed breaks, and people had to step away. Cross training and succession planning meant that operations didn’t pause when individuals needed rest. In Burnsville’s case, those backups didn’t always come from within the city — they often came from neighboring cities or regional partners who stepped in to help.

Other practical lessons emerged. Up-to-date emergency contact forms and clearly documented protocols made a difference. Above all, city staff were reminded that they were not alone. Talented, compassionate people from across Minnesota stepped forward in Burnsville’s darkest hour — proving that partnership and humanity are the backbone of effective crisis communication and community healing.

Paul G. Omodt supports the City of Burnsville’s communications efforts.