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Home My WebLink About2017 08-30 Agenda & Packet Agenda 11111111111111111.11111.1111111111.111 City of Edina, Minnesota Community Room Wednesday, August 30, 2017 5:30 PM I. Call To Order II. Roll Call III. Tool Kit IV. City Council Comp Plan Check-in 9/6/17 5:30 V. Adjournment The City of Edina wants all residents to be comfortable being part of the public process. If you need assistance in the way of hearing amplification, an interpreter, large-print documents or something else, please call 952-927-8861 72 hours in advance of the meeting. • City of Edina 2018 Comprehensive Plan Update Guidance for the Development of Policies and Goals The packet includes: a) Background information taken from chapters in the 2008 Comprehensive Plan and other plan documents b) A policy-development template Background Information 1. Summaries of the following chapters in the 2008 Comprehensive Plan were prepared: ■ Community Profile: Population, Housing, and Employment ■ Land Use and Community Design ■ Housing ■ Heritage Preservation ■ Parks, Open Space, and Natural Resources Following the consultant team's review of remaining chapters in the 2008 Comprehensive Plan, additional summaries will be prepared. • The summaries, referred to as Information Packets, briefly cover each chapter's main ideas and central themes and elaborate on: ■ Existing conditions ■ Trends and challenges ■ Policies and goals ■ Implementation steps Where appropriate,the Information packets also include summaries from Vision Edina,the Big Ideas Workshop, and MSP Thrive 2040 and the Edina's 2015 System Statement. These last two resources were developed by the Metropolitan Council to provide guidance to communities in the region as they prepare their 2018 comprehensive plans. The background information is provided to guide discussions that will occur among the Planning Commissioners and the Boards and Commissions when they begin their work developing policies to include in the 2018 Comprehensive Plan Update. Anticipated discussions might focus on: ■ Main ideas and central themes and existing conditions. - Have these changed since 2008? If so, how have they changed and what factors led to changes? - Discuss the major focus of planning directions if they are different from those discussed in 411 2008. • Trends and challenges identified in 2008. • - Have trends affected the community's views and changed perceptions of issues? - Have new issues and challenges arisen because of trends? - Are the challenges the community faced in 2008 the same today? - Have new challenges arisen? - Describe how trends have had an impact and have shifted the emphasis of planning directions; perhaps creating new challenges. - Think about demographic, technological, societal, political, economic, and environmental trends that might have affected the way services are delivered or needs are being met. • Previous policy and goal statements. - Have previously stated policies and goals served their purposes or are they still relevant? - Have goals been met or are they yet to be accomplished? - Are there new regional national, state, and/or regional goals that should be reflected in the Comprehensive Plan? - Write policy and goals statements that will position the City to move forward within the next 10 to 20 years. Reflect the need to integrate the work of the various commissions when writing policy and goal statements. • Implementation steps identified in 2008 are still relevant. - Are the implementation steps still relevant? • - Is the timing for implementation that was defined in 2008 still relevant? - Have circumstances and/or conditions arisen that would suggest a change in implementation steps, partner agencies, and cost and source of funding? Policy Statement Template The city's 2018 Comprehensive Plan will be both a physical plan and a policy plan. As a physical plan, attention will be paid to geography, land use, infrastructure, and design and appearance, where land use will serve as framework to propose the optimal physical infrastructure for the community. Included is infrastructure for housing, public services, transportation, economic development, recreation, environmental protection, sustainability, and resilience. Setting the stage for a successful physical plan is the policy plan. The outcome of comprehensive planning processes is a document that dictates public policy in terms of transportation, utilities, land use, recreation, and housing. As a policy plan, the plan document will reflect community goals and aspirations in terms of community development. (These have largely been defined in Vision Edina and through the Big Ideas Workshop.) High-level policies are the backbone of the plan because they will provide overall direction, set parameters and limits, and guide the development of the physical plan. The task at hand is not for the Planning Commission or the Boards and Commissions to re-write policies that have already been written in the 2008 Comprehensive Plan. Instead,the task is critique the 2008 policies and make revisions where appropriate. This can be achieved by relying on your knowledge of the previous plan,taking into account its strong points and not so strong points, and • your knowledge of the community's goals and aspirations, changing trends, advances in technology, and other factors that have come into play since the 2008 plan was written. • • The task is outlined as follows: 1. Review the Background Information for sections of the plan that will be addressed by your Board and/or Commission. 2. Divide into three columns: a) Policies that are still relevant and should remain exactly as they are written. b) Policies that are still relevant but in a different way than they were in 2008. These are policies where the language will need to be modified to reflect changes in the community. c) Policies that are irrelevant today and can be eliminated from the 2018 Comprehensive Plan. 3. Re-write policies that need to be tweaked. 4. Determine if there are new policy directions that were not included in the 2008 plan that should be included in the 2018 plan. New policy statements should be written in the following format: a) Background or problem statement: One or two paragraphs that briefly describe the 'condition'the policy intends to address. The 'condition' could be a problem or issues, an opportunity, a new way of looking at an • old situation, etc. b) Write policies that will guide decision-making. c) Develop goals that should be achieved. The list of goals need not be extensive. Goal statements should begin with an "action" verb. • • Natural Resources Conservation and Management Background Over the past decade,residents of the Twin Cities metropolitan area and nation-wide have shown an increased interest in the preservation and restoration of open space and unique natural areas.Consistent with national trends,Edina residents have voiced a strong interest in the protection and restoration of Edina's natural resources.The community wants to examine ways to better restore native landscaping and maintain native vegetative buffers along the riparian corridors of Minnehaha Creek and Nine-Mile Creek,and the small lakes in Edina,to maintain and improve water quality,and to provide more and higher quality habitat for birds and wildlife. .X 4 - :tom a� z xt Y W;fi ,`-..,:1,..:, t W f`' }h Z`"- "'a'a 'wyC ."'; '.? "k, is. ey 4.....24.1t2- A�_..-. 5,,..,•,,..„- it "N-`` ' _ fi ---"%.46, • The Community Needs Assessment Survey shows that 66 percent of Edina residents have a need/desire for natural areas and wildlife habitats compared to 48 percent which is the national benchmark response for that need/desire.Edina residents feel strongly about natural resources,natural areas and their protection and — —(where appropriate)restoration:-The need/desire-for natural areas and wildlife habitat was-second-only tothe highest need/desire,which was walking and biking trails at 86 percent.Third place was the need for golf courses(49 percent)and fourth was playground equipment at 45 percent. The City owns over 1,565 acres of park land and open space areas and the City is essentially 100 percent developed.Therefore,in establishing goals for Edina's natural resources the primary focus is on establishing restoration and preservation management practices. Open space areas owned by the City are intended to remain protected and preserved from any future development.Therefore,the focus will be to determine what level of management and restoration is desired for Edina's natural resources. Policies 1. The City's Parks Department will conduct resource inventories and assessments to identify Edina's prairies,woods and wetlands and produce a landscape comprehensive resource map. The inventories and assessments will identify rare plant and animal species,and exotic non-native plant species. The assessment can also include other important information such as soil types,existing infrastructures, and areas of significant historical and cultural values. 2. The City will establish a Natural Resources Conservation and Management Plan that outlines • policies to address exotic or invasive plants and further protect native habitats for the health and • safety of the public. 3. The City will develop a landscaping master plan,which will be updated on an annual basis, to identify additional landscape plantings are desired for each park. 4. The City will continue to coordinate with the Minnesota DNR and continue to carry out all Minnesota state mandates for shade tree disease control and noxious weed control. 5. The City will develop and implement a program for maintaining trees throughout the City, and replacing them as necessary. 6. The City,through its Parks Commission and Energy and Environment Commission,initiate programs to embrace and utilize volunteer service that provides valuable resident input and advice on natural resource conservation and management plans. 7. The City will not sell any park and/or open space property currently owned by the City. An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. Goals 1. Establish a scientifically-based Natural Resources Conservation and Management Plan to identify, restore and/or protect natural resources and native wildlife habitat.The primary reason to restore and/or protect natural resources is to sustain their ecological integrity and functions and protect the health and safety of the public.Natural resource areas shall include prairies,woods and wetlands. • The Water Resources Management Plan is addressed under the Water Resources section of this Comprehensive Plan. 2. Ensure that Edina's development regulations include provisions for protection of the shorelands of those sections of Minnehaha Creek and Nine-Mile Creek within Edina,and for the shorelands of the lakes within Edina. 3. Identify a master landscape plantings plan for all Edina parks,which is the final phase of park ___development that has yet to be completed. – — 4. Conserve,and replace as necessary,Edina's urban forest to ensure the long-term vitality and viability of this integral part of Edina's overall identity and attractiveness. • • Housing Information Packet Edina Comprehensive Plan Task Force August 2017 • Page 1 • Housing: Main Ideas • The housing vision for Edina will guide policies related to housing affordability,choice,quality, and community context. • Affordability(however it is defined)will remain a central issue and challenge for Edina in the coming years—and the City will need to prioritize on which aspects of this to focus. • The City of Edina has taken proactive steps regarding affordability via its Housing Succession Plan and the subsequent adoption of its Affordable Housing Policy,but evaluation is needed to determine if this is sufficient. • Changing needs and preferences in Edina regarding housing type, size,style,and location will have implications both in areas of change and areas of stability citywide. • Interactions between housing and other community elements(including transportation,parks,retail and services,jobs,etc.)are important. • • PtIgc 2 • Housing: Trends and Challenges General Trends and Challenges Addressing the need to provide housing that is affordable across a range of household types.As a highly desirable community with typically high land values,affordability is a challenge for Edina.This extends well beyond the lowest income households,with limited affordability for first time homeowners, young families,seniors seeking to downsize,and many other groups.Lack of affordable housing prevents new people from moving into the community, and may prevent existing households from staying when they face a lifestyle change. Accommodating development of new housing types that are responsive to needs but compatible with existing community.As a fully developed community,any new development will occur within an area with existing character and context.Particularly when new or different housing types are introduced to meet needs,there is an interest to ensure it is an asset to the community, and any impacts to surrounding properties are adequately mitigated. Exploring mixed use options for housing and other uses.There has been increased interest in mixed use development in recent years—providing residents with easy access to retail and services, as well as opportunities to live and work in spaces with close proximity.This is already present in Edina(formally and • informally),but more is likely to occur.Managing these uses to mitigate any potential conflicts impacts is important. Allowing innovation while maintaining community standards.With the changing ways people are living,working,and using spaces,there will be changes in how land uses function—both in new and renovated spaces.Edina is frequently on the forefront of innovative practices,particularly related to sustainability and technology.However,this will require some flexibility in development standards. Incorporating housing as an integrated element of a complete neighborhood.Especially in developed communities like Edina,residents are frequently looking for a community where they can easily access what they need on a daily basis.This includes proximity to retail and services,walkable and bikeable routes, connections to parks and community services,access to transit,and other elements. Population shifts and changing needs and preferences.A dominant trend—both locally and nationally— is the overall aging of the population.This has implications for housing including changes in the type of housing needed,with a focus on accessibility and flexibility.Additionally,younger residents who are now reaching adulthood have shown interest in different housing types—particularly in more walkable and mixed use districts 111 Page 3 • From Cities of the Future (2015): Housing is integrated into mixed use neighborhoods,which better meets the needs of smaller households with fewer children,and an aging population.There are many low rise,high density buildings with smaller apartments that are adaptable to provide opportunities to work at home,and to meet the needs of physically challenged individuals. • New housing and retrofitting is primarily through attached(multi-family)apartments and townhouses and small detached lots,with a variety of sizes,use,and focus groups. • People have walking access to residents,retail,office,culture,entertainment,restaurants,schools, community centers,and green space. • Smart apartments ensure wise resource use with low energy and water consumption,and integrated recycling and composting systems. • Outdoor spaces integrate pedestrians,cyclists,playgrounds and ecology. • Cars are guests in the streets and are respectful of other users. Mixed use neighborhoods are becoming a better match with current and expected future housing needs than traditional suburban neighborhoods.More people are preferring smaller houses, which are more affordable, and have lower costs for maintenance,energy and water. As population density increases,and citizens are using their neighborhoods more intensely,there will be a transformation of streets to spaces shared by automobiles and other uses,more areas will become car free,and there will be other initiatives that improve1111 safety on the streets.The shift in desired housing,combined with changes in working modes,means that more people are self-employed and/or work remotely,this may be from home,a local co-working space or even a coffee shop.People are more often mixing work and leisure time,and therefore want to work within their community, where they also recreate and engage in social activities. Fit) (11% 11111 � r * 41114.10 rr • l . �l � • . : Page 4 110 From Vision Edina Strategic Vision and Framework (2015): Residential Development Mix The issue of residential property development has been repeatedly raised throughout the Vision Edina process.The City has been faced with a number of redevelopment pressures and challenges across numerous areas.Residents strongly favor a continued focus on the single-family housing nature of the majority of the city neighborhoods,but there is increasing concern about the trend and impact of so-called `teardowns' on the community.There is also recognition of some need for additional multi-family options to create more diversity in housing affordability.This would provide increased options at all stages of life and attract younger residents. Issues • Residential neighborhoods continue to serve as the defining characteristic of the city,and there is a high desire to protect and enhance such neighborhoods. • Residents take a great deal of pride in their homes,and express concern about the escalating redevelopment pressures facing some neighborhood areas. • Edina continues to face competition from neighboring communities that claim to offer a similar quality of life while also offering more available land for development. • The community must balance the needs of the families that have defined its character,with an aging population that desires to 'age in place.' Strategic Actions • Further encourage the development of neighborhood associations and the overall neighborhood concept.Define the unique character and brand of each of the well-established neighborhoods,and explore innovative planning guidelines to allow preservation and enhancement of the desired neighborhood visual appeal. • Pursue further planning and development options that protect and locate key amenities,such as parks-and community-facilities,within the neighborhood framework to allow neighborhoodcenters -- and focus points to further evolve. • Continue to explore options for new multi-family housing throughout the city in mixed-use areas and near public spaces,including areas such as Southdale,Pentagon Park and Grandview. • Work to create affordable housing options close to transit,shopping and employment centers. Page 5 • From Vision Edina Community Engagement Report(2015): In terms of residential property type and density,how would you like Edina to be 20 years in the The first development-related future? question asked respondents to foo identify their ideal residential eo --91 — — — — -- development mix. The prevailing 6o - consensus suggests community 70 - 66 - support for policies and practices 60 62—sr 5e- which emphasize the preservation of 50 .5, ._-- — 47 the existing single-family residential 3o _ focus. Some mixed-use or higher- 20 ■ ■ density options such as apartments or 10 17 condominiums may be supported,but a not at the cost of the community's 1 2 3 4 5 6 7 8 9 10 Retain strong single Much more mixed use and reputation for high-value quality lardy home focus. diverse residential options housing. Differences in opinion exist between men and women and younger and older residents in this regard. Women are far more likely to support a more diverse housing mix than their male counterparts. Similarly, younger residents(those under 30) and older residents(those over 60)were equal in their support of more housing options,while middle-aged respondents favored a single-family focus.This seems logical given that residents in each of these age groups is far more likely to utilize multi-unit housing options,either as a first110 home or in retirement.This represents a rare point of agreement between respondents in these groups. Comments on this question flesh out the general consensus to some degree.The majority(56.1 percent or 226 of 403 comments)of respondents who referred to some aspect of housing emphasized the need for a consistent focus on single-family housing.A strong preference is clearly voiced to maintain a housing mix that caters to families and maintains the current level of prestige enjoyed by residents.This also comes at some cost,as it was also recognized that a strategy of this type may not be attractive to new residents.This tension was summed up in the following comment. "Obviously,keep our single family home community the way it is and let that renew itself over time and demand.The younger more mobile single professional types will not be attracted to that so planning to build a community for that public is needed.But where?"Again, residents are supportive of new development and new options,but are uncertain as to where new development may occur that does not have the potential to affect the existing community fabric. A final issue underlying the issue of residential development is the practice of teardowns.Respondents recognize that the city does not possess a great deal of available land for new development outside of the key areas previously identified.Therefore,residents recognize that some reuse needs to occur.The following comment from a 41-50 year-old female living in the Northeast part of Edina depicts this tension. "Allow entry level and affordable housing options in addition to single family homes.Enact a moratorium on building large homes.We already have enough.Retain older housing with character so we don't end up looking like a cookie cutter suburb like a Plymouth or Maple Grove."Options again are welcome,but only within reason.Where they are supported, a greater level of support exists for senior-level housing than that targeted towards young professionals. • Page 6 • From Mapping Edina's Big Ideas (2017): From the major strategic focus areas identified in the Vision Edina process, 6% Residential Development and Live and 9% a,c,o,Al,ieaaFaSnP Work(two of the most housing-related ■H_SIOGU IIAL U€UP_QPAILNr MtB ones)were ranked about in the middle of 25% ■rRAn SFaw1,411.ht oP7117ns the pack. ■EOM MCRA n.DEVELOPMENT P.M 4% 25% ■ wallArm Participants were asked to identify Big ■EULUCA.TICU FOCUS 18% ■PUPUL AT ON MO Ideas associated with each of these focus ■EY41R6T IEKT3l5TiW.4R Y5NiIP areas.Those with the most votes for these 11% two focus areas included: 1% Residential Development Mix future3IQ ............ ... ... Affordable housing that Is really life Neighborhoods all cycle housing;values behind that are "need a node. fie socio economic(equity),balance and Nodes should ail diversity be different. 'Co-operative housing; ;Affordable single ,separate living spaces that family homes include communal areas such 'as gardens,kitchens, Less soccer fields,use less lights gathering spaces 'that are not suitable for small neighborhoods_ 11, Page 7 Live and Work Tax relief/Incentives Campus grouping Enable live and for telecommuters- and Jobs and housing work nodes benefits the with environmental attractive to community not to be amenities and emerging on the roads attention to Beauty technology and (low-scale residential medical device Wi-Fi(city-wide) and business) companies independent City news source-electronic version?Newspaper? Wi-Fi for City futurDiQ S Page 8 • Affordable Housing Policy Background The City recognizes the need to provide affordable housing in order to maintain a diverse population and to provide housing for those who live or work in the City. Since the remaining land appropriate for new residential development is limited,it is essential that a reasonable proportion of such land be developed into affordable housing units.As such,the City of Edina adopts the following Affordable Housing Policy. The Policy 1. This policy applies to all new multi-family developments of 20 or more units that require a rezoning or a Comprehensive Plan amendment.All new multi-family developments requiring a rezoning shall be required to be rezoned to PUD,Planned Unit Development. 2. New rental developments will provide a minimum of 10% of all rentable area at 50%affordable rental rates or 20%of all rentable area at 60% affordable rental rates as defined below. 3. New for sale developments will provide a minimum of 10%of all livable area at affordable sales prices as defined below. 4. New rental housing will remain affordable for a minimum of 15 years,and this requirement will be memorialized by a land use restrictive covenant. 5. Recognizing that affordable housing is created through a partnership between the City and developers,the city will consider the following incentives for developments that provide affordable housing: a. Density bonuses b. Parking reductions c. Tax increment financing d. Deferred low interest loans from the Edina Housing Foundation e. Tax Abatement 6. It is the strong preference of the City that each new qualifying development provide its proportionate share of affordable housing,however,the City recognizes that it may not be economically feasible or practical in all circumstances to do so.As such,the City reserves the right to waive this policy(only if circumstances so dictate,as determined by the City).In lieu of providing affordable housing in each new qualifying development,the City may consider the following: a. Dedication of existing units in Edina equal to 110% of what would have been provided in a proposed new development.These units would need to be of an equivalent quality,within the determination of the City. b. New construction of units of an equivalent quality within the City at a different site, at the discretion of the City. c. Participation in the construction of affordable dwelling units of an equivalent quality by another developer on a different site within the City. d. An alternative proposed by a developer that directly or indirectly provides or enables provision of an equivalent amount of affordable housing within the City. • Page 9 The Affordable Housing Policy took effect November 1, 2015. • Page 10 1110 Housing Goals and Policies (from existing comprehensive plan) Housing Goals 1. Provide an attractive living environment and promote housing that is compatible in quality,design, and intensity within neighborhoods in order to ensure the vitality and health of single-family and multi-family/mixed use neighborhoods.Housing should support and be supported by surrounding land uses,traffic patterns,public facilities,and connections to open space and natural resource features. 2. Promote increased housing opportunities and a diversity of housing types by promoting the creative and innovative use of land designated for residential/commercial mixed-use while complementing the character of existing development and promoting transit use and other mobility alternatives. 3. Encourage the production of additional affordable housing units to meet the City's housing needs and,at a minimum,its Metropolitan Council affordable housing need allocation(212 units).Strive to maintain 20 percent of Edina's housing stock as affordable,with the goal of increasing the percentage of single-family homes that are in this category.Promote owner-occupied units over rental units when providing affordable housing. 4. Seek to accommodate the total projected 1,500 new households projected to locate in the City by the year 2030. 110 5. Promote a vision of community that is inclusive of a wide range of ages,incomes,and abilities and offers a wide range of housing options for Edina's residents.This broad vision of community is a cornerstone to promoting workforce housing that includes a wide range of housing prices and options,based on the principle that those who contribute to the community should have the opportunity to live here.Also,this housing vision strengthens and reinvigorates community institutions and makes the City an attractive destination for young families. 6. Increase the appeal of Edina's housing stock in order to attract new residents and retain current residents. 7. _Promote lifecycle housing to support a range of housing optionsthatmeet people's preferences and circumstances at all stages of life. 8. Acknowledge the interrelationship between land use and transportation,and support the expansion of existing transportation infrastructure capacity through wise land use. 9. Recognize that housing is a long term investment and promote housing policies that offer enduring opportunities for medium and low income residents to house themselves,emphasizing home ownership. 10. Recognize that successfully reaching affordable housing goals assists the City in achieving related community goals.These goals include: a. Preserving and enhancing the strength of the schools; b. Maintaining community character and supporting a strong tax base; c. Fostering diversity; d. Supporting Edina businesses' ability to remain competitive in regional and global markets and attract quality employees; e. Providing lifecycle housing opportunities for community renewal. • Page 11 Housing Policies To achieve its housing goals the City will: 1. Provide active leadership and acknowledges its responsibility to meet its affordable housing needs for residents and its workforce through its land use and fiscal policies.The City will promote a program that will assist workers employed within the City to live in the City. 2. Research,develop, and offer resources to allow the flexibility for senior residents to age in place. 3. Seek to protect and maintain the residential neighborhoods that contain lifecycle housing and remain attractive to young families.The City will continue its program of offering assistance to income eligible property owners to rehabilitate their homes,thus maintaining the condition of the City's housing stock. 4. Collaborate with public,nonprofit and private groups in the planning and developing of housing, especially with those that focus on the provision of housing for which the marketplace does not sufficiently provide.As recommended by the Edina Housing Task Force,invite the Edina Housing Foundation and the West Hennepin Affordable Housing Land Trust to develop proposals to create opportunities for 80 families to purchase existing housing through the use of second mortgages and community land trusts.The City should also work with the Greater Metropolitan Housing Corporation to develop plans for assisting low-income seniors to transition to downsized housing. 5. Encourage repairs and improvements to existing single-family homes that extend their useful life, and ensure that they are designed and constructed in a manner that complements the dwelling's character and is compatible with adjacent homes and the character of the surrounding neighborhood. 6. Update the 1998 survey of housing conditions. 7. Encourage the preservation and maintenance of,and improvements to,existing affordable housing. 8. Encourage the development of long-term management strategies for affordable housing,in cooperation with non-profit housing organizations,to ensure the continuation of its affordability features to successive households.The City will continue to fund and expand its financial and technical support of community land trusts that provide affordable housing within the City. 9. Expand educational outreach to the community about programs that foster affordability and maintenance. Page 12 Housing Data Profile Comparisons of Population and Household Projections Compared to neighboring communities,Edina is anticipated grow a moderate amount and is most similar to St.Louis Park in terms of expected growth.Eden Prairie and Minnetonka are expected to grow the most while Bloomington and Richfield are expected to grow the least among communities considered. Households are projected to increase more than population due to the decreasing number of persons per household.While Edina has maintained an average of 2.3 persons per household since 1990(discussed more below),most communities throughout the Metro Area have experienced decreasing household sizes.The Metropolitan Council projects this trend to continue. Forecasted Increase 2010-2040 by Percent Change 50% 40% 30% 10% III ■ IIII Edina Bloomington Eden Prairie Minnetonka Richfield St.Louis Park •Percent Increase in Population a Percent Increase in Households Figure 1 Source:Tabulation of Metropolitan Council Projections Edina has similar population projections as both Bloomington and St.Louis Park.Each of these cities is expected to increase their populations roughly 13%by 2040.This equates to an annual growth rate of about 0.5%-Of considered neighboring communities,Eden Prairie is expected to grow-the most over the next 30 years,increasing their population 36% (about 21,600 people). • Page 13 • 0 Population Projections, 2010-2040 100,000 90,000 80,000 70,000 60,000 50,000 40,000 II 30,000 ;i 1 20,000 -- 10,000 , - .1- 1 Ili Edina Bloomington Eden Prairie Minnetonka Richfield St.Louis Park ■2010 2020 ■2030 IN 2040 Figure 2 Source:Metropolitan Council Projections Between 2010 and 2040,Edina is anticipated to add about 4,400 households,increasing the number of households about 21%.Spread out over 30 years,this is an annual growth rate of about 0.7%.Compared to neighboring communities,Edina has a median household projection.Eden Prairie is anticipated to grow the • most,increasing the number of households almost 40%by 2040. On the other hand,Richfield is expected to only see an 11%increase in households over the next 30 years. Household Projections, 2010-2040 45,000 - - 40,000 35,000 30,000 - ' Iii 5, 0, i 5, r •'f 0 dS Edina Bloomington Eden Prairie Minnetonka Richfield St.Louis Park ■2010 2020 ■2030 IN 2040 Figure 3 Source:Metropolitan Council Projections Existing Housing In 2015,Edina contained about 23,090 housing units,61%of which are single family and 39%of which are multi-family.Most homes are owner occupied(73%).According to Metropolitan Council housing data, • about 30% of housing units in Edina are affordable to households with incomes at or below 80%income. Page 14 However,about 28%of all households in Edina experience cost-burden.This gap between affordable units and cost burdened households can indicate that there are not enough units affordable to households with moderate or lower incomes.There are 436 subsidized units currently in Edina,most of which are for seniors.These and other housing conditions are outlined in Tables tttt and Ittt. Table#—Housing Conditions Housing Units Number Percent Total 23,090 100% —Owner Occupied 16,841 73% —Rental 6,249 27% —Single Family Homes 14,174 61% —Multi-family Homes 8,916 39% Publicly Subsidized — Senior Housing 308 1.3% —Housing for People with 0 0% Disabilities —All Other Publicly Subsidized Units 128 0.5% Affordable Units Housing Units affordable to • households with incomes at or below 1,421 6% 30%Area Median Income(AMI) Housing Units affordable to households with incomes between 31 2,271 9% and 50%Area Median Income(AMI) Housing Units affordable to households with incomes between 51 3,389 15% and 80%Area Median Income-(AMI) Source:Metropolitan Council Table#-Households Experiencing Cost Burden Category Households Percent of Total Existing households experiencing housing cost 1,476 6% burden with incomes below 30%AMI Existing households experiencing housing cost 1,381 6% burden with incomes between 31 and 50%AMI Existing households experiencing housing cost 995 4% burden with incomes between 51 and 80%AMI Source:Metropolitan Council As shown in the figure below,the percentage of all households experiencing cost burden has gradually rose since 1990,reaching the greatest proportion in 2010 during the Great Recession.Renters experiencing cost burden has been slowly decreasing since 1990 while owners experiencing cost burden has fluctuated over the past 3 decades.Of all cost burdened households in Edina,about 10%of households spend 50%or more of their household income on housing,which is qualifies as severe housing cost burden. • Page 15 • It is important to note that cost burden is present in households making Area Median Income or more,which explains the gap between percentages presented in Table XX(for cost burdened households making 80%or less of AMI) and figure below.Roughly 9%of households making at least 80%AMI($75,000 or more) experience cost burden. Percent of Households Experiencing Cost Burden so% % 30% - i 20% 10% II III 1990 2000 2010 2015 ■All Households Owner Households ■Renter Households Figure 4 Source:Metropolitan Council Tabulation of Census and ACS Data Household Size alb The average household size in Edina is 2.31 persons per household, which has increased from 2.24 in 2000. Since 1990,Edina's average household size has been relatively stable around 2.3.Projecting toward 2040, average household size is expected to decrease slightly to 2.27 in 2020,2.21 in 2030,and reaching 2.17 by 2040. Average Household Size 2 3 2.31 2.31 2.3 2.24 2.1 2 ftWgil ,, 1990 2000 2010 2016 Figure 5 Source:Metropolitan Council Tabulations of ACS and Census Data One method of assessing the current housing stock is to compare the size of households and the size of housing units.Figure XX shows that households with 1-2 members outnumber structures with a similar number of bedrooms.However,there are fewer 3-4 member households than the quantity of 3-4 bedroom dwelling units. Although it is common for a household to reside in a dwelling where the number of members does not match the number of bedrooms,the mismatch between the large number of 1-2 person households and the relative scarcity of 1-2 bedroom dwelling units indicates that availability or affordability of these housing units may be a concern for some households who desire such a unit.In 2015,66%of households in 4111 Page 16 • the City were 1-2 member households while about 43%of units were 0-2 bedroom dwelling units.This gap between household size and number of bedrooms has decreased 6% since 2000,which may be due to increased construction of 0-2 bedroom housing units or a decrease in families without children and persons living alone(discussed more below). Comparison of Persons per Household and Bedrooms per Unit, 2015 40% 35% 30% 25% 16 20/ 1 •Persons Per Houshold 15 10% j ■Bedrooms 5% _ 5 ti ti o<, ,242'atooF OQe�S 'N° O Figure 6 Source:American Community Survey,2011-2015 Housing and Household Type Most housing units in Edina are detached, single family residential.Most rental options in the City are in large buildings with 5 or more units. 2016 Housing Types ■Single Family Detached ■Townhomes Duplex/Triplex/Quad ■Multifamily(5+Units) 2%'.. Figure 7 Source:Metropolitan Council Tabulations of ACS Data Household type in Edina has been slowly shifting toward households with children.The number of both married families with children and unmarried families with children have increased while the number of families without children and persons living alone has decreased. Page 17 I Household Type 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 ■-. .. N ._:.' Families Lived Alone Married Unmarried Non-Family without Families with Families with Households Children Children Children ■1990 2000 ■2010 ■2015 Figure 8 Source:Metropolitan Council Tabulations of ACS and Census Data Compared to other cities and Hennepin County,Edina has a median value for households per acre. On average,Edina has 2.1 households per acre,which is higher than the County average of 1.36. St.Louis Park and Richfield have higher household per acre densities than Edina.This calculation considers all land in city/county limits,not only areas zoned for residential or mixed use purposes. 1111 Households per Acre 4 3.5 3 2.5 2 __- 1.5 1 0.51111 0 Edina St.Louis Park Richfield Bloomington Eden Prairie Minnetonka Hennepin County Figure 9 Source:Housing and Transportation Affordability Index,Center for Neighborhood Technology As noted above,the number of owner occupied homes is about 73%.This proportion has been decreasing since 2000.This may be due in part to the slightly higher vacancy rates seen in the City since 2010,which have hovered between 6 and 8%. • Page 18 S Homeownership Rates 78% 77% 76.4% 76.5% 76% 74.8% 75% 74% 73.4% 73% 72% 71% 70% 1990 2000 2010 2015 Figure 10 Source:Metropolitan Council Tabulations of ACS and Census Data Tenure and Vacancy 25,000 MUM 20,000 _* 15,000 10,000 , I 5,000 [L 0 .. _I 1990 2000 2010 2015 El Owner Renter ■Vacant Figure 11 Source:Metropolitan Council Tabulations of ACS and Census Data Length of Residency Length of residency is important for building community cohesion in a neighborhood and strengthening community engagement.The longer residents live in a neighborhood or a city,the more opportunity they have to develop relationships with neighbors and become involved in local organizations.Most homeowners in Edina moved into their current house between 2000 and 2009,giving most households an 8-17 year residency. In contrast,most renters moved into their current house between 2010 and 2014,giving a 3-7 year residency. Page 19 5 • Tenure by Year Moved into Residence 5,000 4,000 3,000 2,000 1,000 1 I _ I I 0 2015 or Later 2010-2014 2000-2009 1990-1999 1980-1989 1979 or Earlier ■Owner •Renter Figure 12 Source:American Community Survey,2011-2015 Due to changes in data collection,data from the 2010 and 2015 ACS for mobility and migration cannot be compared to 2000 Census data.In 2015, about 88%of all Edina households did not move,which is up from 84%in 2010. Of the 12% of households that moved in 2010,the overwhelming majority moved from other cities within Hennepin County. In contrast,residents moving into Edina in 2015 came from several locations. Half moved from other cities within Hennepin County,2%from elsewhere in Minnesota, 3% from another US state, and 1%from other countries. IIResidency 1 Year Ago 100% 80%° 60% 40% 20% 0% NM mow — Same House 1 Move Within Move Within Different State Abroad Year Ago County State 112010 [12015 Figure 13 Source:American Community Survey,2006-2010 and 2011-2015 Residency of Edina Residents 1 Year Ago,2015 ACS Same Within Within Different Abroad Residence County State State Census Tract 1,619 55 0 84 50 231 Census Tract 3,235 191 23 92 13 235.01 Census Tract 235.02 4,647 31 13 365 16 4111 Page 20 0 Census Tract 3,682 19 122 138 21 236 Census Tract 4,189 171 44 24 11 237 Census Tract 4,708 267 34 46 75 238.01 Census Tract 2,324 366 28 157 0 238.02 Census Tract 3,267 133 53 34 0 239.01 Census Tract 1,945 73 26 2 31 239.02 Census Tract 2,961 191 60 25 17 239.03 Census Tract 3,707 656 180 173 169 240.03, Census Tract 3,365 329 170 73 202 240.04 Census Tract 1,498 359 113 0 15 240.05 Census Tract 1,826 80 10 7 0 240.06 City Total 42,973 2,921 876 1,220 620 Percent 88% 6% 2% 3% 1% 0 Figure 14 Source American Community Survey,2011-2015 Age of Housing Stock A majority of owner occupied units in Edina were built between 1950 and 1969 while most rental units were built from 1960 to 1989.The median year of construction of a dwelling unit in 2015 was 1967,making the median age of a dwelling unit 48 years old. Year Structure Built 5,000 4,000 I I 3,000 2,000 1,000 ti N Figure 15 Source American Community Survey,2011-2015 Edina has seen an increase in new housing units permitted since 2012.Many of the permitted units are multifamily housing.This increase has helped keep the City's median age of a dwelling unit down. 0 Page 21 • New Housing Units Permitted 700 600 500 .._ 400 _. _ . ... 300 200 100 - — - 1.1II II I 0 III 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 ■Single-Family Detached ■Townhomes(single-family attached) n Duplex,Triplex,Quad Multifamily(5 units or more) Figure 16 Source:Metropolitan Council Tabulations Housing Values Median housing values in Edina have increased 158%since 1990,not accounting for inflation(71% increase in value from 1990 to 2015,adjusting to 2015 dollars).In 2015,the median housing value was about$403,000, which is at least 25% more than median housing values in neighboring communities. 41) Historically,Edina has had higher median housing values than neighboring communities,shown below in Figure 18. Median Housing Values $500,000 408,200 403,000 $400,000 $300,000 248,500 .. . $200,000 156,400 • $100,000 II $0 1990 2000 2010 2015 Figure 17 Source:Metropolitan Council Tabulations Page 22 • • Median Housing Values 500,000 400,000 300,000 200,000 100,000111 0 Edina Bloomington Eden Prairie Minnetonka Richfield St.Louis Park 1990 112000 •2010 ■2015 Figure 18 Source:Metropolitan Council Tabulations S Map: Owner Occupied Units by Value • Page 23 0 Owner-Occupied Housing by Estimated Market Value % l Edina .rirRorpurn 4 sr, 404 st. Louts • w� - + . • • V' Park , _ ";QJ. v. 1•. s, , Hopkins ... -; . ,7 .9 'A�a. 1 [ '' iii "' ti r .'. - Sji 1 LC.'' r iI ". Ir a ' t .e. t , i i Minneapolis 4 ` i fti,� t .•\ _• .. • r . s Minnetonka / • - of Cps..i. _ .1► ;.. } » a • 3ina 1441 : P a - . .7. 't. .IIS.A h r • ! ,.tr±e 4. (• Richfield Eden j •, � t Prairie {I 1 1 I ''''• t ,. S • *J Att.4 431oomington 6 T�� Owner-Occ upied Housing 1 Inch•D.777 miles 1 l.J County Boundaries Estimated Market Value,2015 =City and Township Boundaries $238,500 or Less S238.501 to S35o,000 Lakes and Mair Rivers �1 to$aSD-ODD Iry Sainte eahpa,abin 2016 al Want Dola.eh 2015 eslinuled nuvhel values • $3oo' Steel Centerlines • Over$450,000 NuWEdurutetl hFaMel Valun i,dux•anh hw.�wJ.d urvl-. edh a bulaina on gui pascal. According to the standard benchmark of affordability,by which a household does not spend more than 30% of its income on housing costs,the median household income needed to afford Edina's median priced-home in 2015 was about$120,900 per year.As Figure 19 illustrates,most householders aged 25-64 can afford a median-priced home in Edina.The median income for householders age 45-64 is not much above$120,900, which may limit housing options or contribute to housing cost burden among these households. Unfortunately,due to changes ins data collection,a finer level of analysis cannon be obtained to know if certain age groups within these larger categories cannot afford a median valued home in Edina.The median incomes of both young and elderly households in Edina is well below the$120,900 required to afford a median values housing unit.This can make it difficult for young adults and families to establish themselves in the City and make it hard for retired seniors to stay in their community on a fixed income.There has been some effort to address senior affordable housing needs in Edina.There are nearly 400 affordable units in the IIICity for elderly residents,which make up most of the City's affordable housing units(detail more below). Page 24 410 Median Household Income by Age of Householder $140,000 $120,000 i $100,000 $80,000 $60,000 $40,000 111 $20,000 $0 . . _.. Under 25 25-44 45-64 65 or Older Figure 19 Source American Community Survey,2011-2015 While median housing values are higher in Edina than surrounding communities,median gross rent is more comparable to neighboring communities,specifically Eden Prairie and Minnetonka. In 2015,the median rent in Edina was roughly$1,190. Median Gross Rent $1,400 .. $1,200 $1,000 $800 $600 II $400 $200 $0 Edina Bloomington-Eden Prairie Minnetonka Richfield St..Louis Park--_. ■1990 ■2000 IN 2010 2015 Figure 20 Source:Metropolitan Council Tabulations Housing and Transportation Affordability Index The Housing and Transportation(H+T)Affordability Index is produced by the Center for Neighborhood Technology and uses US Census Bureau data to describe costs and sustainability at a neighborhood or city level.As a benchmark,the Center recommends households spend no more than 45%of their income on housing and transportation,supporting the 30%housing affordability threshold and budgeting another 15% for transportation needs. Average costs in Edina are well above these recommendations.The average Edina household spends 57%of their income on housing and transportation.Edina has higher housing costs than neighboring communities and the averages for both Hennepin County and the 7 County Metropolitan Area,with households spending an average of 38%of their income on housing.Average transportation costs for Edina residents are similar to all other cities and regions compared(18%). 4111 Page 25 • Average Housing and Transportation Costs 60% .. _, ,... 50% 40% 30% - 20% Ii10% , ', ii Mu III I II QaA Edina St.Louis Park Richfield Bloomington Eden Prairie Minnetonka Hennepin Region(Met County Council) MIMI Average Housing Cost(%Income) MNAverage Transportation Cost(%Income) ..---Total Average H+T Costs(%Income) Figure 21 Source:Housing and Transportation Affordability Index,Center for Neighborhood Technology The high housing costs in Edina tend to come from owner occupied housing units.Figure 22 below shows that Edina's median owner costs are at least$200 more per month than comparable communities.Median rent is still high(second most expensive city)but is more comparable to other cities,Hennepin County,and the Metropolitan Area. IDMedian Housing Costs $2,500 $2,000 $1,500 I ' $ :,_ ,u ' ' ' $1,000 i 500 'l ' so a �y \r .� Q e L \ ��,0 ��°°� ``aec e ��5c fie'' ,e ■Median Monthly Rent ■Median Monthly Owner Costs Figure 22 Source:Housing and Transportation Affordability Index,Center for Neighborhood Technology Average housing and transportation costs vary dramatically in Edina.Three census tracts in the City (240.03,240.04,and 240.05)are below the recommended housing and transportation costs of 45%of income,and one tract(235.01)is just above this mark at 49%.Most tracts spend between 57%and 66% of their income on housing and transportation.Two tracts(236 and 239.02)spend an average of 80%of household income on housing and transportation,which is well above recommended affordability levels. These two tracts have the highest median home values and the highest median incomes in Edina,but the gap between the median income and the income needed to affordably own the home is still very wide. (See Table/Figure 24). III Page 26 • • Housing and Transportation Costs, Percent of Income Census Tract 240.06, Census Tract 240.05, Census Tract 240.04, Census Tract 240.03, - Census Tract 239.03, Census Tract 239.02, Census Tract 239.01, Census Tract 238.02, Census Tract 238.01, Census Tract 237, Census Tract 236, Census Tract 235.02, Census Tract 235.01, Census Tract 231, 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Figure 23 Source:Housing and Transportation Affordability Index,Center for Neighborhood Technology Housing Values,Costs,and Affordability Gap Median Income to Total Housing+ Tract Home Median Afford Difference transportation Value Income Median Costs(% Valued Home Income) Census Tract 231, $486,100 $126,563 $145,830 $19,267 65% Census Tract 235.01, $344,000 $69,207 $103,200 $33,993 49% Census Tract 235.02, $478,500 $112,833 $143,550 $30,717 65% Census Tract 236, $861,400 $194,219 $258,420 $64,201 80% Census Tract 237, $387,000 $101,743 $116,100 $14,357 58% Census Tract 238.01, $414,900 $123,375 $124,470 $1,095 63% Census Tract 238.02, $340,200 $90,761 $102,060 $11,299 57% Census Tract 239.01, $419,100 $121,429 $125,730 $4,301 63% Census Tract 239.02, $618,800 $141,141 $185,640 $44,499 80% Census Tract 239.03, $465,000 $102,344 $139,500 $37,156 61% Census Tract 240.03, $403,100 $72,380 $120,930 $48,550 41% Census Tract 240.04, $145,800 $49,957 $43,740 -$6,217 37% Census Tract 240.05, $137,100 $42,368 $41,130 -$1,238 37% Census Tract 240.06, $421,700 $119,583 $126,510 $6,927 66% Housing Market Conditions The Star Tribune prepared a housing market analysis for 2016,comparing all communities in the 7 County metro that had 100 or more sales.This index and comparison were based on the average price per square • Page 27 • foot,average number of days on the market,percent of the list price received by the seller,and the share of all distressed sales(foreclosure and short sale). Using these metrics,Edina's housing market is the slowest/coolest compared to neighboring communities, receiving the lowest index score among communities considered.Richfield has the"hottest"market both among neighboring communities and metro wide.Edina homes,on average,have the longest average days on the market and sellers are receiving a lower percentage of their original asking price than homes and sellers in neighboring communities.All comparable communities and Edina have selling prices that are 95% or more of the original price and only differ by 1%or 2%. On the other hand,average price per square foot in Edina has already returned to peak values seen in 2006. In 2016,price per square foot in Edina was$180(same as 2006).Price per square foot bottomed out in 2011 at$146 and have been gradually increasing over the past 5 years. Other communities have not returned to peak values;instead,most cities are seeing values closer to 2003 or 2004 numbers.This may partially explain Edina's lower rate of change in average price per square foot compared to neighboring communities,since the City has already returned to peak values.Additionally,only 2%of Edina's housing sales were considered distressed, which is the lowest among comparable communities. Average Number of Days on the Market Average Price per Square Foot 100 $200 $180 $158 • 80 - r $150 $129 ..$137 $143 $133 60 i $100 40 $50 20 I 0 $0 •Ob ,•�e sFa \a \tea °c .e, .7> i") Qat �o ° s�.e Qa „, �� ca �6(‘ r 5 .(Z..' eo `�. `y . Q ce �. °� a o o F ce N, �aeo �•° `� Trulia.com provides more detailed housing market data for both median home sale price and median rent. Overall,median home sale prices have increased 25% since 2012.The biggest increases over the past 5 years have been in 3 bedroom homes while 2 bedroom home prices have increased the most in the past year. 1 bedroom homes have decreased in median sale price,down 72%from prices in 2012.Median rent has decreased 18%in the past year,on average.In April 2017,the most recent month detailed data is available for,the median rent for all units was$2,980.This includes both apartment and single family home rentals. Recent decreases in value(during an otherwise fairly strong real estate market)may be due to prices being inflated beyond what the market would support. III Page 28 S Trulia Median Sale Price All Property ' 4 Bedroom rim 3 Bedroom 11111111.11111.111.1.111111.111111 2 Bedroom 1 Eledroom__ -80% -60% -40% -20% 0% 20% 40% 60% ■%Change(5 year) ■%Change(1 year) Figure 24 Source:Trulia.coni Median Rent, April 2017 $5,000 $4,000 $3,000 $2,000 - $1,000 . . $o 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom All Property Figure 25 Source:Trulia.com Affordable Housing The Affordable Housing Allocation reflects the region's forecasted population that will need affordable housing.According to the Metropolitan Council's affordable housing allocation,Edina's share of affordable housing need is 878 units,noted in Table XX. Table 8—Affordable Housing Allocation At or below 30 AMI 365 From 31 to 50 AMI 234 From 51 to 80 AMI 279 Total Number 878 Affordable Housing in Edina The existing inventory of income-restricted affordable housing includes the following: • Crossroads of Edina, 5515 Oak Glen Rd. . o Built in 1981 Page 29 O 26 affordable units in 64 unit apartment building—4 1 bedroom and 22 3 bedroom o Serving families at or below 30%AMI o HUD Section 8(PBA)set to expire June 30,2018;MHFA funding through 2032 • Edina Lodge,6312-6314 France Ave S o Du or triplex o 6 affordable units(all affordable) o Serving 60%AMI o MHFA funding through July 22,2019 • Interlodge Fka Spotless Lodge,5141 William Ave o Du or triplex o Built in 1960 o 6 affordable units(all affordable) o Serving 30%AMI o County and MHFA funding through August 2,2037 • South Haven,3400 Parklawn Ave o LIHTC 4%through July 1,2036(HUD Section 202 expiring December 15,2017) o 100 affordable unit apartment(all units), 1 bedroom o Serving elderly at or below 30%AMI • Summit Point o LIHTC 4%through July 1,2036(HUD Section 202 expiring February 12,2027) • o 29 affordable unit apartment(all units), 1 bedroom o Serving elderly at or below 30%AMI • Yorkdale Townhomes,corner of W 76th Street and York Ave S o Built in 1975 o Serving families at or below 30%AMI O 90 affordable units: 10 1 bedroom, 56 2 bedroom,20 3 bedroom,4 4 bedroom o LIHTC 4%,Project based;County funding through May 17, 2032 and MHFA funding through July 1,2043 • Yorktown Continental o Built in 1972 o 264 affordable units (all units);262 1 bedroom,2 2 bedroom o Serving elderly at or below 30%AMI o MHFA/LIHTC funding through July 1,2044 Housing Link Counts Publicly Subsidized Number of % Total Units Housing Stock — Senior Housing 1.7%(.4% increase) —Housing for People with Disabilities 0 0% —All Other.Publicly Subsidized Units 128 0.5% Total 521 2.25% • Page 30 • Census Tract Analysis The census tracts with the lowest median incomes are located on the borders of the City.Tract 235.01,the north/northwest corner of the City;and Tracts 238.02,240.04,and 240.05,which make up the eastern most border of the City(the shared border with Richfield).The tracts with the lowest median incomes in the City also experience the most housing cost burdened tracts are 240.04,238.02, and 235.01. 30%of householders in these tracts experience cost burden. About 15%of households in these tracts are severely cost burdened, spending 50% or more of their income on housing. a ,... ; 1 s ',,''''''',C,..!'; ',r,- Wn { ., s' i ' The / x_1 n, ?a.-i 1 s t, zit,:i.:c� 1,.- — ��; = ; < 1 5f' tract <� • N Fel,..Y p z.. _ 0�� a,. s •lig:et. r142n05 a 1141 .s *- r J ,- .,r;�'• `� 1 1.�' I -with ,izg 1 �: $ �A ¢ 230 s 1. - .07 =� 1 iv a----high 21 ! $ _ 1r �� r SOo OOOO•OO+�� M<t s O'Q '�,.O.a 1 +�s-'E3,0'�O - .- , iv '{ I n ere s i s:s'<J srMrom u 0,-,-,..,G U ;'1- k 1 ye ` I �� ( nta t'f 1 1 1 :, . Sfrt,.eRO 1 T 1 1 '� _ 1�1 yt y a eS 235.01 )- ,4,„„g es „1�e oliuneBa.e 1 '`i i 1. r� I 0 L a .., I VNof 1--0. , ,...,.;i•- • :;`,,-- + f il.�� - �. ��'l! R A'I1�21b 43�y TJ96[JxFHi I I �, , `,.-71-,-: olde ' a, `' ( I.� ' .�} 1 i ki 21 . 1 ' *5 s,_ t : a 1 11 2 r t ”` i Js - ": '< �. } aii� r 41 J9*` 236 Il p horn h: I ,,��s� of 1 ' . ,i . i iL is 1 2`,..iI _ x'•1 - �1,'; .- F b l� es 7 L_ are Y ai . '. 23 .02 r - ` s ..., ;t: o c c� � =1oca '"i. o-a ss�>7 4-_L_ 3 g x & tens, 1 I w€$ SJ r.. 1` 1 , ted a .5..i...-4_ r •- ) , , A Fir�1z �TR Ja. x.(rh. :_ 3 a g ---'1. .,. 1 - ( 'no- 3 -a.�.._i• c a l 1 ! I 1 S,_ +h 57:.e . -- m .NA ( 't t----- t 1 the : t, . ''', ;„rle ,r:Vol,'' 1 10,74 /r' ,- - - Gt.Si , 1I ,WSRihsf 123 @ - J �__.) �!5' - e v t �r nort R _. 38 t i:N /•,,ck,, !1 e,"a f a�4J '4( e _til'I , ' r1 o Y 1 heas- • 1 237 -- `' t2,-;-:!,1! t `yJ 1 ti' RI PI '\, J Q.:t APf�c^ � � � 61.1 c: �' 1 �`� I S• �$,Q •r- ,' `.:Mover Md `'- .'k_Sc7vA� -: _#1 'ti— We,,i 1 ..:.() 1 corn ,/,,, C)OeCt. r..oc % -Ell ' ,- la rIrt 1 v zu,6z 12- f,� �. t I s,,_i_ , ,,,, a y t R zJ..„...7,„..,,,,..224,... [4.,,i.. N ' Vier ' d. sl [i' ___....„.,,,,: :e:: .(4. , , ,--i 1 ,. _ . ,.„ � t, e Y -'7.;-r.;`,•-o/4.- 1 ` the t> ti , 1 f_ 1 City ,.,g W b;Si-SI +, A.1 240 239 01 ' 1 .f ' 240 Obi '„,.1.-.. i, --i-,--,-.2,....k _ i ,..,�.YOIV.Nr FA. •ie�cn a: < < ''t., �' k _ f3• 1 .bord' iu r J /xF ! l --r dccr a x s .r _ ❑c n c:_ _I__-erin vi G3N st 0 (t t '. '-.1----14 - rv.,. r - i-ei:›y_� I' —, �1 r tyk 4 g 'Slr; GI ,` 1 ' \ _ • �r4.1,15[ - ,t i, - ---...\- ..a, n,..l ]...j___;-21,'--0.9---.: f,Lrr.L iP9 40 Ifir,TilVlin L n f _ c r . I A i4 . iC I 'opc.-? i „t 1Lcrtr '4 Y"'''''5' t� p.. ` ' P'..-t. 1 O l w P dM y -is ( (Z v; �..-,L 4 1 '1'.-. '"Itb- a 1 I I t- .til ,, 1 poli o .04 -II �,�5� �v - r # Iii 1 1 39,03 xza>n5;� J k � Parks,.,17,0.;2 a, �_ Edina" , (231 lE;1Frb [[ , O a �'1' �rPOpry _ ,. w dP,s, . ;0,no, amiss.„and n ,.,::: Y 239.02 , 5 - T ._ �..v.0. ` I a i' 4 VI c ' i X23 ) o y . ( ! 3fuu }} 0 al o Y' • 1Ot?Oc oQ=C04^OOED1Li'JO.i-ObQo O . teig 1 d• Q •(J lw.nia f' xG E r s i �a7 G .. y. ,,ifiNE, t (Aim ,NW Q r'S: ,.� � �yf�ii -A,---. 1— its . A+f4i,cpM54 5 � .. �i i=.a` �w.s t, 1,,':_ • The greatest number of new housing units built since 2010 have been built in the south east corner of the City(bordering Richfield)and the northwest quadrant(north of 62 and west of 100).Tracts 240.04 and 240.05 also have the highest percentages of residents over 65 (couple of senior living facilities in there tracts,also explains some of the lower income.) Almost 20%of owner occupied residents in tracts 231 have lived in their homes since 1979(over 40 years). Tracts 239.01 and 240.03 also have greater proportions of long term residents,with about 16%of owner households living in their homes since at least 1979.Tract 235.01 has the longest rental tenure. Tracts 235.02,239.01,and 240.05 have had the most new owner occupied residents since 2015.The southeast corner of the City has had the most new renters since 2015. (Tracts 240.03,240.04 and 240.05). Tract 240.03 has seen the most international migration of all census tracts across 2010 and 2015.Tract 240.04 saw the most international migration in 2010 but had little of this type of movement in 2015. Persons Per Household,percent of tract households 2 3 4 or More Tracts 1 Person Persons Persons Persons Census Tract 231, 14 38.3 14.3 33.5 Census Tract 235.01, 41.6 32.3 12.2 13.9 Census Tract 235.02, 30.5 36.3 13 20.1 • Census Tract 236, 16.3 32.7 12.3 38.7 Census Tract 237, 24.2 40.9 11.7 23.1 Census Tract 238.01, 19.2 30.7 17 33 Census Tract 238.02, 24.3 35.8 11.3 28.6 Census Tract 239.01, 10.6 39.2 18.9 31.3 Census Tract 239.02, 12.6 36.1 15.4 35.9 Census Tract 239.03, 40.2 32.1 9.6 18.1 Census Tract 240.03, 27.3 38.8 14.3 19.6 Census Tract 240.04, 58.4 24.9 11.7 5 Census Tract 240.05, 60.4 30.6 4.1 4.9 Census Tract 240.06, 26.4 31 13.9 28.7 Figure 26 Source:American Conununity Survey,2011-2015 S Page 32 • Input from Vision Edina 2015 and the Big Ideas Workshop In their roles as bodies focused on the city's future growth and development,the Planning Commission and the city's commissions have a part to play in the investigation,discussion and development of policies that will be included in the small area plans and the comprehensive plan. Work completed in 2015 in Vision Edina affirmed the importance of`place.' The notion of vibrant,diverse, and ecologically sustainable places was reaffirmed in the BIG IDEAS workshop in May 2016 where community members ranked the following as top priority, strategic focus areas: ■ Environmental Stewardship • Transportation Options • Education Focus • Commercial Development Mix • Residential Development Mix • Regional Leadership ■ Population Mix • Live and Work Policies addressed by the Planning Commission for inclusion in the comprehensive plan should fall under these broad headings. • Additionally important is the position taken by the Planning Commission that none of these strategic focus areas exists in a vacuum. Instead,each is interrelated with others,and in order to truly become the exceptional community Planning Commissioners want Edina to be,policies guiding the city's future should, where appropriate and feasible,be holistic and include input and ideas from a broad base of knowledge, interests, and expertise. A timeline/schedule for the policy development work is outlined below and on the following page. 1. September: Determine which of the city's commissions(and other municipal entities)is best suited to lead the investigation,discussion,and development of policies for each of the identified focus areas. • Page 33 • Strategic Focus Area City Commissions and Institutions Environmental Stewardshipmmiolipor- Energy and Environment Commission Transportation Options 4rOuromm.s. Transportation Commission Arts and Culture Commission Heritage Preservation Commission Education Focus '"�'! PIP'' Student Commission Parks and Recreation Commission Community Health Commission r-- commercial mercial Develalimeld Mix Vii• - Planning Commission L Economic Development Residential Development Mix -41111.01110m00- Planning Commission Transportation Commission Regional Leadership .sIlimmul■►" All Commissions and Institutions III Human Rights Commission Population Mix 4011111.11.1.110111w Race and Equity Services Working Group Planning Commission Live and L'Vork �� Transportation Commission 2. _September: Planning Commissioners engage staff liaisons in a discussion about the need to implement a process where the city's commissions work together,across disciplines,to develop holistic policies for inclusion in the comprehensive plan. The mission and goal statements of each commission are distributed to others to ensure cross-discipline understanding of each commissions focus and interests. 3. September: Planning Commission develops a framework for distribution to the city's commissions and institutions. The framework is built on the matrix that was developed for the Boards and Commissions Workshop,held in April 2017. Each commission and institution completes the framework,listing its own policy focus including future,concept-level policies for inclusion in the comprehensive plan and additional conceptual policies where there is overlap with other commissions and institutions. 4. September: The completed framework is submitted to the Planning Commission for review and analysis. The analysis will identify areas of overlap,determine where cross discipline integration is feasible and help determine which Planning Commissioner is best suited to take major responsibility for a particular policy's refinement • and development. Page 34 • 5. October—December: Planning Commissioners,working with their commissions(and others where there are integrated policies), conduct research on concept policies to gather facts,review experiences from other communities,review precedents,hold discussions,and parse language. Refine concept-level policies and produce draft policies. 6. January: Draft policies are presented to the Planning Commission for approval. Members of the city's commissions and institutions participate in the presentations. Once approved,the policies are further refined for inclusion in the comprehensive plan. • • Page 35 • c c C N t o c 'E O_ f� E c a 0 v I N C H cif B- V •O A Cr � W C Ca O lejY ` a▪ ai re Z O E m cc • o 0 ' �+ 0 a` W H aCe 1.0C w , z Ex C oD E • C O O C •5 w W C to O E E C o C E W > O- O V ea 12 .• a+ t • V a.+ £ 0• v O O o E a N o o . _ m c E > E ° u v E g E ? Q O C ` L V O V W �_ G 4'2 E. O V • O ^ b. C C U no c W os •N+ O m v C o C 0 u n A w a w V x x 0. OC Nl F a • Economic Competitiveness Information Packet Edina Comprehensive Plan Task Force • August 2017 • Page 1 r • Economic Competitiveness: Main Ideas • The City of Edina has determined that it will include a new chapter in the 2018 Comprehensive Plan to address economic competitiveness. • The Metropolitan Council in Thrive MSP 2040,the vision document for the Twin Cities region,identified economic competitiveness as a core element of the Region's sustained prosperity. Collectively, the region must provide great locations for businesses to succeed—particularly those industries that export products or services beyond the metropolitan area and bring revenue and jobs to the region. • Economic competitiveness in the context of comprehensive planning refers to examining and strengthening the ability of the region to compete effectively and prosper in the global economy. Economic development typically refers to activities that directly aim to retain,attract, and grow businesses that bring wealth into a community or region. • Employment is the backbone of a healthy and functioning economy,thus an understanding of the dynamics of Edina's existing and future employment base—and where and why employers locate where they do-is essential to maintaining and(where needed)improving local economic vitality and regional economic competitiveness. • The redevelopment of underutilized or disinvested properties and districts is a complex • but critical opportunity impacting local and regional economic competitiveness. In preparing the Edina Comprehensive Plan,efforts should be made to determine where these issues exists. • In order to remain competitive in attracting,retaining, and developing businesses that have historically served as catalysts to our region's economic vitality,the Comprehensive Plan should examine and relate to existing education and training programs and resources available to the current and future workforce,and seek to integrate policies and programs aimed at sustaining and growing a well-equipped workforce. • The most effective comprehensive plans are those that set an attainable vision for the sustained prosperity of a community's assets,including its business community. Edina's Comprehensive Plan should identify goals,actions,and policies directly targeted at the retention,attraction,and creation of businesses in the community. • Generally,the Comprehensive Plan should not serve as a community's economic development strategy. However,the Comprehensive Plan provides an excellent opportunity to identify important data,policies,and strategies that can help to inform and shape the community's approach to economic competitiveness. • Page 2 • National and Regional Trends Impacting Economic Competitiveness and Economic Development in Edina. Three key trends observed both nationally and regionally are discussed on the following pages. The trends are described,and discussions on how the trends are manifest in Edina follow. Finally questions are posed for to stimulate discussion and ideas on policies that might be developed for inclusion in the comprehensive plan. Trend 1 The spaces where people work are evolving and continued change is anticipated. Notable transitions include: • a desire for an amenity-rich environment to attract top scientific,technical and professional workers, particularly younger talent • open-format office environments and reduced space per employee • increased space devoted to office in office-warehouse and office-showroom properties • higher ceiling heights in the manufacturing and warehouse sector How this Trend is Manifest in Edina 1. Edina's business and industrial parks were largely developed between 1960 and the early 1980s.Some properties are aging and some notable southwest metro office employers have migrated to downtown Minneapolis and the North Loop to attract millennial talent.Features like transit,bike and pedestrian access as well as an environment rich with dining and entertainment options are attractive to this highly sought-after generation of young workers. 2. There are early indications that suburban office environments have an opportunity to be competitive in the future due to the loss and increased cost of parking in downtown and the nature of the housing stock in downtown Minneapolis.While the millennial generation may be attracted to downtown in the early years out of school,will they continue to find housing, schools and the lifestyle downtown attractive as they establish families. 3. Although aging,Edina's business and industrial parks provide: • Excellent access to MSP International Airport and the regional interstate and highway system • Proximity to talent,customers and suppliers • Proximity to lifestyle,recreational and cultural amenities • Proximity to diverse housing choices and school options in Edina,Minnetonka,Richfield, Bloomington,Eden Prairie,Hopkins,Minneapolis and other communities • Proximity to business owners who may choose to locate their business near their residence • Page 3 • 4. Edina's business and industrial parks have seen some transition from employment-oriented uses to other uses including storage,charter schools,sports facilities and houses of worship. This pattern emerged throughout the metro area during the recession when industrial vacancies peaked. Because some neighboring suburban communities do not allow such uses in their business and industrial parks,Edina could see an increased concentration of such uses. 5. Commercial/industrial tax base is a"cash cow"for a community.Because Minnesota applies a higher rate to commercial industrial properties,the tax yield for a commercial industrial property is higher than a residential property. In 2017,commercial/industrial property represents 15%of Edina's market value,but yields 26% of its tax capacity (www.Edina.MN.gov). In addition,the cost of public services for commercial/industrial properties is lower than residential properties. The League of MN Cities estimates that households generally consume$1.38 in services for every dollar paid while commercial/industrial property consumes$ .68 cents in services for every dollar paid. Office and industrial areas typically have an extremely low demand for services;retail areas have a higher demand for police services.Multi-story offices typically yield the most tax base per acre and have an extremely low demand for services. Policy Questions 1 Should employment-related uses continue to be the focus of Edina's business and industrial • parks? • If so,how can they be revitalized to attract employers who value the assets of an Edina location? How can the city work with property owners to create a shared vision for revitalization? What tools can/should the city use to support this transition? • If not,how should the areas be transformed? Trend 2 The retail industry is experiencing transformation as consumer shopping patterns change to on-line shopping and home delivery. Retail stores and shopping centers are rethinking their role in this rapidly changing environment and exploring ways to successful adapt. Creating"an experience"that consumers can't get on-line is critical to generating traffic to support brick and mortar stores. How this Trend is Manifest in Edina Adaptations to historic retail areas in Edina involve the creation of mixed-use lifestyle developments emerging in the 0`h and France and Greater Southdale/Galleria/Centennial Lakes areas of Edina including: • the integration of more dining and entertainment options • the location of a Life Time Fitness"diamond level"club at Southdale—with advanced dietary, physical therapy,chiropractic and proactive medical care ■ the integration of hotel,condo and residential rental developments • • the increased focus on pedestrian-oriented environments with attractive outdoor plazas Page 4 , • e • • Policy Questions 2 How can the city work effectively with business and property owners to continue to adapt to these changes?What is the role of the city in creating attractive mixed-use lifestyle developments? Is there an opportunity to integrate office employment opportunities into these mixed-use lifestyle developments?What types of office employers would be a good fit for Edina and mixed-use lifestyle developments? Trend 3 Smaller commercial nodes such as Wooddale/ValleyView,Grandview and 44th and France serve primarily neighborhood markets and typically involve locally-owned businesses and property owners from the Edina or with strong ties to the region. How this Trend is Manifest in Edina The smaller commercial nodes in Edina serve important functions in their neighborhoods, providing services to area residents and building a sense of community and place.The businesses and properties are often family-owned. Such businesses and properties experience transitions when owners retire, sell or pass businesses or properties to the next generation. Reinvestment of the properties varies based on owner goals. In some cases retail uses are no longer as competitive 5 and there has been a transition to office and dining. Examples include: • transition of a former clinic and pharmacy at Wooddale Valleyview to a corporate headquarters for a family-owned business that manages nursing homes in the upper Midwest • transition of a former service station at Wooddale Valleyview to a neighborhood dining establishment • the transition of Durr at 44th and France from retail to mixed use(office and retail) • a likely proposal to redevelop the Edina Cleaners site at 44th and France to mixed use,including residential Some properties may become physically obsolete and/or less desirable.There may be trouble attracting quality tenants and the areas may experience higher turnover. Such areas cease to meet resident needs and no longer serve a role in building a sense of community. In such cases,the city and neighboring property owners have an interest in redevelopment/revitalization and maintaining an attractive tenant mix.In the case of Wooddale/Valleyview,the City recently invested in improvements to the public realm.Business and property owners associations can serve a function in clarifying the economic niche of an area, strengthening design and appearance and working together on marketing and promotion, shared parking and other tactics to strengthen a district. Policy Questions 3 How can the city work effectively with business and property owners to support the continued success and revitalization of these commercial nodes? Should the city encourage the creation of business/property owners associations? • Page 5 • Input from Vision Edina 2015 and the Big Ideas Workshop In their roles as bodies focused on the city's future growth and development,the Planning Commission and the city's commissions have a part to play in the investigation,discussion and development of policies that will be included in the small area plans and the comprehensive plan. Work completed in 2015 in Vision Edina affirmed the importance of`place.' The notion of vibrant,diverse, and ecologically sustainable places was reaffirmed in the BIG IDEAS workshop in May 2016 where community members ranked the following as top priority, strategic focus areas: • Environmental Stewardship • Transportation Options • Education Focus • Commercial Development Mix • Residential Development Mix • Regional Leadership • Population Mix • Live and Work Policies addressed by the Planning Commission for inclusion in the comprehensive plan should • fall under these broad headings. Additionally important is the position taken by the Planning Commission that none of these strategic focus areas exists in a vacuum. Instead,each is interrelated with others,and in order to truly become the exceptional community Planning Commissioners want Edina to be,policies guiding the city's future should, where appropriate and feasible,be holistic and include input and ideas from a broad base of knowledge,interests, and expertise. A timeline/schedule for the policy development work is outlined below and on the-following- page. 1. September: Determine which of the city's commissions(and other municipal entities)is best suited to lead the investigation,discussion,and development of policies for each of the identified focus areas. Page 6 0 Strategic Focus Area City Commissions and Institutions Environmental Stewardship w Energy and Environment Commission Transportation Options Transportation Commission Arts and Culture Commission Heritage Preservation Commission Education Focus Student Commission Parks and Recreation Commission Community Health Commission Commercial Development Mix -. 0N. Planning Commission Economic Development Residential Development Mix -411001••=14111N. Planning Commission Transportation Commission Regional Leadership # - All Commissions and Institutions Human Rights Commission IIIPopulation Mixt` Race and Equity Services Working Group Live and Work .,��. Planning Commission Transportation Commission 2. September: Planning__Commissioners_engage staff liaisons in a discussion about the need to implement a process where the city's commissions work together,across disciplines,to develop holistic policies for inclusion in the comprehensive plan. The mission and goal statements of each commission are distributed to others to ensure cross-discipline understanding of each commissions focus and interests. 3. September: Planning Commission develops a framework for distribution to the city's commissions and institutions. The framework is built on the matrix that was developed for the Boards and Commissions Workshop,held in April 2017. Each commission and institution completes the framework,listing its own policy focus including future,concept-level policies for inclusion in the comprehensive plan and additional conceptual policies where there is overlap with other commissions and institutions. 4. September: The completed framework is submitted to the Planning Commission for review and analysis. The analysis will identify areas of overlap,determine where cross discipline integration is feasible and help determine which Planning Commissioner is best suited to take major responsibility for a • particular policy's refinement and development. Page 7 • 5. October—December: Planning Commissioners,working with their commissions(and others where there are integrated policies),conduct research on concept policies to gather facts,review experiences from other communities,review precedents,hold discussions,and parse language. Refine concept-level policies and produce draft policies. 6. January: Draft policies are presented to the Planning Commission for approval. Members of the city's commissions and institutions participate in the presentations. Once approved,the policies are further refined for inclusion in the comprehensive plan. • Page 8 • Health Information Packet Edina Comprehensive Plan Task Force August 2017 • • Health: Main Ideas • • Considering health as a core value provides a holistic approach to addressing and enhancing community well-being. • Edina generally is a healthy community, with opportunities for moderate improvement across various areas. • Future population trends will likely change health needs in Edina. • There are opportunities to incorporate health policy through the comprehensive plan,as it intersects with other topics. • 2 • Health: Trends and Challenges General Trends and Challenges Accommodating active lifestyles.Regular physical activity is an important element of good health. However,challenges related to the physical environment and lifestyle/behavioral factors means that this is not always easy and convenient for people to accomplish. Aging population.The aging of the population is anticipated to lead to the need for more health care services,and demand for innovations in how this is provided.This includes interest in alternatives to conventional assisted living models for providing long term care. Social connectedness.Wellness incorporates mental as well as physical health,and social connectedness is an important part of mental well-being. Changes in social,including increases in diversity,mobility, and technology,have altered how people relate to one another. Economic stability.Income is one of the strongest predictors of health,as evidenced by Edina's higher- than average rankings in both.However,affordability of housing and access to jobs can be challenges— and increasing economic disparities can put pressure on more vulnerable households and individuals. Air quality. One of the biggest sources of emissions in developed areas like Edina comes from vehicles on major roadways.Addition traffic volumes and congestion increase these emissions, which often impact uses near these major corridors. • • 3 From Cities of the Future (2015): Wellness People are actively involved in their neighborhood,which gives a sense of gratitude and connectiveness. Health care supports physical and mental health,and shifts to preventative care.Wellness spaces with fitness facilities,health care specialists and spas are available throughout the city. • Online social networks provide a caring community that brings friends and family closer. • Community learning and informal education keeps minds active • People staying healthy by doing fun things ® ® ® ; together • People connect in different roles (e.g. e,;) ._j accountant who loves teaching tap dancing) ® • Social connections are created through " 1::::Itt ':: cultural activities,community gardening,etc. • Learning about healthy lifestyles is integrated into education • Apps and technology provide real time self-monitoring People are becoming more involved in their neighborhood by providing social services to the community. Volunteering not only helps others,it also builds a sense of gratitude, which has a positive health effect. Online social networks are evolving to do the same,building long distance relationships with friends and family.There is increasing awareness of the positive effects of hobbies and creative activities on career and life balance. As people develop new interests,it will become common for people to share and teach topics that are completely different than their profession.These activities will help to build new networks • and bridge communities that wouldn't otherwise exist.Activities such as gardening,cooking and dancing are fun and engaging,and attract a community,which makes it easier to create a healthy lifestyle. Recreation Open air sport facilities are available in most neighborhoods.There are trails,biking lanes,running tracks,playgrounds and skate(board)parks:People-regularly walk-or cycle to their-favorite park,-cafe, library or theater. • Public space is a playground • Many amenities are within walking distance • Social networks connect people to various activities Ili2 M Ail-c-1 ,� • Technology assists all ages and abilities • Interactive landmarks and displays in the • • I x, public space 4 • Good or bad weather,people are active and outdoors The importance of physical activity in overall health and wellness is leading to the development of a wide variety of recreation options beyond traditional sporting activities.These vary from walking to nearby amenities such as shops and cafes,to extreme sports.Recreational communities will continue to develop informal and formal areas to practice their sports on water,land and in the air.Online communities allow 4 • • knowledge of new activities to easily spread.Technological advancements in assistive devices such as prosthetics and robotic exoskeletons will help people to stay active,even with physical limitations. Aging Population Independent living into well past eighty years old is very common,and elderly people are integrated into neighborhoods with all age groups.Neighborhoods provide access to amenities and social connections within walking distance,with transportation options for those with mobility challenges. • Getting older,but feeling still young is the 'baby boomer style' • Remaining independent,as well as socially and physically active • Health status is monitored in real time through apps and sensors • Doctors,nurses and family members can monitor from a distance,with periodic visits for physical checkups and care taking • Advanced medical aids take over the need for many nursing and home services It is expected that with improved health and wellness,and advancements in health care,the baby boomer generation in their 80s will have a lifestyle that is similar to what people in their 60s experience now. Aging generations want to prolong independence and quality of life.The development of smaller, adaptable apartments with easy access to services,in vibrant community neighborhoods will allow this lifestyle.Additionally,good health will be facilitated through the support of online services and health monitoring. Doctors, nurses and family members can check in by monitoring health statistics provided by smart watches and other wearable devices,reducing visits to health care facilities and keeping family members informed. • lir if 0 CLO „, rem mi m a 11 • 5 Health Goals and Policies (from existing comprehensive plan) Note:In addition to the specific policies below, the plan had numerous references throughout to health within the context of other topics, including: • Transportation—promoting active living through bicycle and pedestrian planning • Parks—promoting active living through parks and recreational opportunities • Sustainability—promoting environmental health, benefitting public health • Land use—access to health services via land use guidance for medical center • Housing—access to health services for residents with special needs, including seniors 1. Ensure an Effective Local Government Public Health System. Government is responsible for certain core functions of public health.These core functions are assessment,policy development, and assurance.The following essential services define local government contributions: • Monitor health status to identify and solve community health problems • Diagnose and investigate health problems and health hazards in the community • Inform,educate and empower people about health issues • Mobilize community partnerships and action to identify and solve health problems • Develop policies and plans that support individual and community health efforts • Enforce laws and regulations that protect health and ensure safety • Link people to needed personal health services and ensure the provision of health care when otherwise unavailable • Ensure a competent public health and personal health care workforce • Evaluate effectiveness,accessibility and quality of personal and population-based health services • Research for new insights into health issues and for innovative solutions to health problems. 2. Reduce Behavioral Risks that are Primary Contributors to Morbidity/Mortality. Behavioral risks that contribute to morbidity and mortality include tobacco use,alcohol and other drug use,physical activity/inactivity,nutrition, and weight management.A strategy for reducing these behavioral risk factors is: • Health education and promotion of health lifestyles and healthy living. 3. Promote Health for All Children,Adolescents,and their Families Behavioral and social factors influence health. Strategies for health promotion activities for children and adolescents focus on: • Healthy growth and development; • The importance of parents and care givers in the healthy development of children and adolescents; • Early identification of health risks; • Early intervention to address health risks before serious health problems occur. • Work with the Park and Recreation Department to implement the requirements of the"Fit City"program. 4. Promote Well-Being of the Elderly,Those with Disability,Disease or Chronic Illness. Strategies to accomplish successful promotion of healthful aging and to support the well-being of the elderly in Minnesota include: 6 • • Fostering healthful behaviors such as good nutrition,physical exercise,medications management, obtaining flu shots,efforts to reduce isolation and promote mental health; • Designing a continuum of long-term care options which are conducive to preserving independence and dignity; • Preventing falls which are major contributors to injury and death among the elderly; • Supporting active participation in one's community through meaningful activity;and • Providing a full continuum of care to an aging population by increasing community capacity to support people as they age and promoting meaningful integration of the aging population into all aspects of community life. 5. Reduce Exposure to Environmental Health Hazards. Environmental health hazards include biological,physical,chemical,and radiological agents and substances,both human-made and naturally occurring.Exposures to these hazards may occur in the workplace,home or natural environment or in a public facility.Environmental health services protect Minnesotans from environmental hazards by ensuring that they have clean drinking water, safe food, sanitary housing and lodging,and protection from hazardous materials and disastrous situations in their environment.These services are delivered through a variety of regulatory, consultative,informational and educational programs. Key strategies to ensure service provision include: • Enforcing federal,state,and local standards by inspections and investigations; • Evaluating potential health-threatening environmental conditions; • Minimizing and controlling risks from exposure to environmental health hazards; • Providing and promoting environmental health education. 6. Develop a Public Health Emergency Preparedness Plan All levels of government,the private sector,and non-governmental organizations must work • together to prepare for,prevent,respond to,and recover from major events including terrorist attacks,natural disasters,pandemic influenza,and other emergencies that exceed the capabilities of any single entity.Strategies for public health emergency preparedness include: • Developing,maintaining,and exercising a public health emergency preparedness plan, including a continuity of operations plan; • Stockpiling personal protective equipment; • Training employees on National Incident Management System(NEVIS); • Promoting family and business emergency preparedness Plan for distribution of Strategic National Stockpile(SNS). • 7 Health Data Profile • Asthma Edina has the lowest asthma hospitalization rate compared to neighboring cities. About 4% of asthma hospitalizations are for persons with incomes below poverty levels, which is the lowest rate among neighboring cities. Bloomington has the most hospitalizations (341 per 10,000 persons) while Richfield has the highest percentage of asthma patients below poverty with 14%. Asthma Hospitalizations per 10,000 400 341 350 300 250 200 180 148 150 I 100 - 82 50 ■ Bloomington Edina St.Louis Park Richfield Eden Prairie Source:Minnesota Department of Health,tabulation of zip code data COPD • Edina also has one of the lowest counts for Chronic Obstructive Pulmonary Disease(COPD) hospitalizations in the past 5 years,averaging 38 hospitalizations per year.This disease affects elderly more than other segments of the population,meaning the City may see an increase in the number of cases and hospitalizations as the City's population ages. __ 5 Year Counts of COPD Hospitalizations per 10,000 700 599 600 500 400 300 267 241 188 - 200 126 100 Bloomington Edina St.Louis Park Richfield Eden Prairie Source:Minnesota Department of Health,tabulation of zip code data 8 • • Youth Health From 2010 Minnesota Student Survey data for Edina, Bloomington, and Richfield Percent of 9th graders reporting consumption of 5 or more servings of fruits and vegetables dally- 11X1% Bloomington,Edina and Richfield,2010 Nutrition, Obesity, and Physical Activity ■Bcy Consumption of fruits and vegetables is still a s relatively low with less than one quarter of 9th .hi- graders consuming the recommended amount.This t 417% 3196 has been relativelystable in the last 10 212v9a 21% 24a 20%% percentage Ctrs ®159616% years,not dramatically increasing or decreasing. oall 111111 0% froorrington Edina Richfield BER A higher percentage of boys report 30 minutes of physical activity 5 or more days per week Data Source Minnesota Student Survey 2010 compared to girls for each city.The trend has been increasing since 2001 for each city in terms of percentage of 9th graders meeting the Percent of 9th graders reporting 30 minutes of moderate recommended amount of physical activity. Students physical activity 5 or more days per week-Bloomington, that receive "free or reduced lunches"(per self- logs Edina and Richfield,2010 ■e,Ys report on the survey)were less likely to report . as ■Girls consuming servings servin s of fruits and vegetables (A& 66% = 6054 5"g , 56% more likely to consume 3-plus servings of pop,and a , ilil more likely to be classified as overweight/obese. v 40% 20% 6 Social and Emotional Well-Being n • 42% of youth(6, 9th and 12th)in reported 6m g"'g<'de 12tH erode BER • volunteering at least 1 hour per week. Nearly 1/3 (31.9%)of youth(6,9th and 12th) D7ta75aaurcar,�firartesotrrStu�ent5urvey20J0 • in survey reported spending 11+hours per week watching TV,playing video games or Student Free and Reduced Lunch and Nutrition Data:All playing on the computer(screen time). grades combined for Bloomington Edina and Richfield • 9% of-9th gradersand11-%-of 12th graders Students,2010 reported that they have had a mental health or 5045 emotional health problem that has lasted for arm 24% 2/9. 1S b 189. 77q; one year or more. 71K'S la • 17%of 9th grade girls reported suicidal log; r.7"',„, r thoughts in the past year compared to 11% of S Servings of FBV Consume 3+servings of Overweight/Obese boys. yesterday pop yesterday • For 12th graders these percentages are more ■>Receive re Lunch ■Do not receive FR lunch similar with 13% of boys and 12%of girls Datil Minnesota Student Survey 2010 reporting suicidal thoughts in the past year. • Students that reported they were connected to their community,to a caring adult or to school were less likely to report using tobacco,alcohol or marijuana in the past 30 days(13%were using)compared to students who did not report they were connected to their community,to a caring adult or to school(25%were using). • In 2010,29%of Richfield 9th graders,35%of Bloomington 9th graders and 41%of Edina 9th graders reported being bullied in the past 30 days. • In 2010,41% of Richfield 9th graders,45%of Bloomington 9th graders and 42%of Edina 9th graders reported bullying others in the past 30 days. • 9 Adult Health • From Adult Survey of the Health of All Populations and the Environment (SHAPE)Survey(2010) Table 16: Adult Weight Status Based on Body Mass Index Calculation* Hennepin South Household Income Household Income County Suburbs** <200%of FPL X200%of FPL (Hennepin County) (Hennepin County) Normal 45.7% 45.9% 42.8% 46.4% Overweight 32.8% 32.9% 29.2% 33.5% Obese 20.4% 19.8% 26.4% 19.1% `BMI Calculated from self-report height and weight Table 17:SHAPE Adult Health Survey Question Have you ever been told Hennepin South Household Income Household Income by a doctor or other health County Suburbs* <200%of FPL 1'200%of FPL professional that you have (Hennepin County) (Hennepin County) Diabetes or sugar 5.3% 5.9% 9.2% 4.1% disease? Borderline diabetes,pre- diabetes,or high blood 4.2% 5.4% 4.1% 4.2% sugar? Heart attack,angina,or 4.9% 5.9% 6.4% 4.3% stroke(any of these 3)? Hypertension? 16.8% 19.4% 20.1% 15.3% • Borderline or pre- 8.6% 9.7% 6.9% 9.1% hypertension? High blood cholesterol? 32.4% 38.1% 28.2% 33.1% Table 18:Percentage of Adults Meeting Healthy People 2010 Nutrition and Exercise Guidelines Hennepin South Household Income Household Income County Suburbs* <200%of FPL 2.200%of FPL (Hennepin County) (Hennepin County) 2 or more servings of fruit/day 62.7% 60.8% 55.9% 642% 3 or more servings of 29.5% 31.3% 21.2% 31.7% vegetableslday 30 minutes of moderate 34.8% 35.9% 31.4% 35.7% physical activity at least 5 days/week 20 minutes of vigorous physical activity at least 3 42.0% 40.7% 38.3% 43.4% days/week (Source:2010 Adult Survey of the Health of All Populations and the Environment[SHAPE]) `South Suburbs include the cities of Bloomington,Eden Prairie,Edina,Fort Snelling and Richfield 10 • • Food Access From Community Food Assessment for the Cities of Bloomington,Edina, and Richfield(2013) Grocery Stores and Community Food Assets Edina offers an array of healthy food resources,but has fewer community food service programs than both Bloomington and Richfield. • Grocery Stores—In Edina,there are 15 grocery stores,including six supermarkets, six convenience/limited grocery stores,and three small grocery stores.An analysis of the healthy food offerings at all Edina grocery stores is outside of the scope of this assessment.Three of these stores accept WIC and 12 accept SNAP/EBT.There are no ethnic markets in the city.Edina's low-income area is in or near a concentration of supermarkets and convenience stores/limited grocery stores,but it is not near ethnic markets/small grocery stores.The weekday bus service makes it convenient to access these stores. • Community Gardens—The City of Edina piloted a community garden in summer 2013,which offers garden plots to city residents at a nominal fee,and an Edible Playground Garden that is open to families of registered playground program participants. • Farmers Market and Farm Stands—Edina has two farmers markets.The City-run market has 32 vendors including those selling locally grown produce and an extensive variety of other locally produced foods product such as breads and specialty bakery goods,candies,jams and other items. The Edina Farmers Market began accepting SNAP/EBT at the beginning of its 2013 market season but does not accept WIC. In 2013,Fairview Southdale Hospital opened the Farm to Fairview Farmers Market with four vendors who sell a variety of locally grown produce.The Farm to Fairview market does not accept EBT or WIC. Edina has one privately owned farm stand open seven days a week during the summer growing season. S . CSA Drop Sites—There are four CSA farm drop sites in Edina,only one of which is located near low-income dense residential areas and a bus line. • Community Food Service Programs—Given the substantially smaller number of low-income residents in Edina,there are fewer community food service programs within city limits.There is one community dining site located in a housing complex that serves senior residents.There are four meal and four grocery delivery services.There are two mobile food shelf drop sites located at apartment buildings within city limits,but these services are limited to residents only.There are no Fare For All drop sites in Edina.Healthy,low-cost or free food options in Edina are limited,which presents challenges for low-income and senior residents with mobility issues and fixed incomes. • 11 IPBloomington,Edina,and Richfield • Pna ( J a. Retail Grocery Locations ■■ � We'll/ � •"•ilii 11 IOF Mil a,o� 11/111;1111F-'4,. .tea,.riI. � Tw et ftotail Outkl Cunvmience Sleren...lted Grocer • Elenic Market/Small Grocer 0 Supermarhei —SnePio, weeiday c,gaveasroL.c ICensus Tmcls•Pe¢enl antler 300'L el Peverly =a1os; I. 0,1.,9`. VP .gth Prcpamd by eM a Emcmm0zn Pub:c rlcme5 ane ms dart Oaba srurcaa;3Ci8_D IG Junerm.,n Cv:nn^Polly Sunny flue Yni Esnma:es(cm•-u}ea.' Edina Community Food Asset Locations LIN, III 4 -Elim Dant.Farm • ...nog Nivel Far. D .' au nee N:.m Farm • Feel t F. Gek-::ear a - ® 0 i env .. nnre' Law's Pak• IrrI{{�� 10.1.Para '..--1 Seen Haven£enli Ccen ney Edina Ser aeot,i `1>. {.w.Fea a..rw 1( ` tit Type of Asset • Fere,orAn Census Tracts-Percent under 200%of Poverty N • CYAdre9 sae •.:� re,:Stand Q 0.1.0% � Cory Drone 0 Farms Paso II 19% \L'`.rt l' me:+t • eulnes,.y Grden • rocdshv! O>20% wy —..rm day bun rocb 0 0.25 0.5 I Awes m•,-hdey ant(bus reVe 0 1 11 f f 7 Prepared by Grey of Bloomington Public Heath and GIS Staff Data Sources;200E-2070 A.mescan Community Survey Five-Year Estimates(census Pacts)and Mello Transit(bus routes) 12 III • Air Quality A map of nitrogen oxide(NOX)emissions shows that the most intense areas follow the region's major highway corridors. (Source: MPCA) is i t '- 4,10‘.4,7 C t • I pop" 20 ppb ;` 40 I kr 0 5far ' P"'""44-.0�, _0 p. Atpb i 411 13 From Vision Edina Strategic Vision and Framework (2015), Vision Edina 411 Community Engagement Report (2015), and Mapping Edina's Big Ideas (2017): The Vision Edina plans (and subsequent Big Ideas follow-up work)did not choose to focus on public health issues as a major focus area. However,health is a core value in Edina,as evidenced in the overall City of Edina mission statement cited in the Vision Edina report: "Our mission is to provide effective and valued public services,maintain a sound public infrastructure, offer premier public facilities and guide the development and redevelopment of lands,all in a manner that sustains and improves the health and uncommonly high quality of life enjoyed by our residents and businesses."(emphasis added) Work completed in 2015 in Vision Edina affirmed the importance of`place.' The notion of vibrant, diverse,and ecologically sustainable places was reaffirmed in the BIG IDEAS workshop in May 2016 where community members ranked the following as top priority, strategic focus areas: • Environmental Stewardship • Transportation Options • Education Focus • Commercial Development Mix • Residential Development Mix • Regional Leadership • Population Mix 411 • Live and Work Policies addressed by the Planning Commission for inclusion in the comprehensive plan should fall under these broad headings. Additionally important is the position taken by the Planning Commission that none of these strategic focus areas exists in a vacuum. Instead,each is interrelated with others, and in order to truly become the exceptional community Planning Commissioners want Edina to be,policies guiding the city's future should,where appropriate and feasible,be holistic and include input and ideas from a broad base of knowledge,interests,and expertise. Therefore,policy formulation activities should endeavor to include health-related policies with other policies where the relationship to health is not immediately obvious. A timeline/schedule for the policy development work is outlined below and on the following page. 1. September: Determine which of the city's commissions(and other municipal entities)is best suited to lead the investigation,discussion,and development of policies for each of the identified focus areas. 14 • • Strategic Focus Area City Commissions and Institutions Environmental Stewardship , trrrtrrwrrrrli.► Energy and Environment Commission Transportation Options " mommilv►' Transportation Commission Arts and Culture Commission Heritage Preservation Commission Education Focus Student Commission Parks and Recreation Commission Community Health Commission Commercial Development Mix ...i. Planning Commission Economic Development Residential Development Mixte Planning Commission Transportation Commission Regional Leadership " .s" All Commissions and Institutions • Human Rights Commission Population Mixte" Race and Equity Services Working Group Live and Work ice- Planning Commission Transportation Commission 2. September: Planning Commissioners engage staff liaisons in a discussion about the need to implement a process where the city's commissions work together,across disciplines,to develop holistic policies for inclusion in the comprehensive plan. The mission and goal statements of each commission are distributed to others to ensure cross-discipline understanding of each commissions focus and interests. 3. September: Planning Commission develops a framework for distribution to the city's commissions and institutions. The framework is built on the matrix that was developed for the Boards and Commissions Workshop, held in April 2017. Each commission and institution completes the framework,listing its own policy focus including future,concept-level policies for inclusion in the comprehensive plan and additional conceptual policies where there is overlap with other commissions and institutions. 4. September: The completed framework is submitted to the Planning Commission for review and analysis. The analysis will identify areas of overlap,determine where cross discipline integration is feasible and help determine which Planning Commissioner is best suited to take major responsibility for a particular ID15 policy's refinement and development. • 5. October—December: Planning Commissioners,working with their commissions(and others where there are integrated policies),conduct research on concept policies to gather facts,review experiences from other communities,review precedents,hold discussions,and parse language. Refine concept-level policies and produce draft policies. 6. January: Draft policies are presented to the Planning Commission for approval. Members of the city's commissions and institutions participate in the presentations. Once approved,the policies are further refined for inclusion in the comprehensive plan. • 16 • • o c m H SEN c o 'E o c a a E c a o A F^ f/7 01S T 1 • 3 f7cr • UJ C Ct .9 N Y u z N C z « 0 E G = C W cc � C -' 3 a d 0 2 v Lu • L L. L • •'' Lu E r U C o?J V E c � o c •� W Y .0 m C o E E c N oc o c E w > c o CJ CI N 3 v c v o 0 0 0.'N E Y 0 Co .E 2 d m c E 7 o E C = d t v O E 0 U W Z•'' Q. m C) 3n U ,15.," U E c OSS C CJ C « o .o C E C C a C « c C E E �e a c C o m Q w a uci V 2 2 a c N H F • Heritage Preservation Information Packet Edina Comprehensive Plan Task Force August 2017 • • Page 1 w • Heritage Preservation: Main Ideas • The mission of the City's heritage preservation program is to preserve Edina's historic properties and heritage resources by protecting historically significant buildings, sites, structures, objects,and districts. • The City Heritage Preservation Program designates significant properties and resources as Edina Heritage Landmarks. Some of these properties and resources are also been listed in the National Register of Historic Places. • The Heritage Preservation Board initiates important studies of historical and architectural resources to verify and document the historic significance of the City's properties and determine if listing criteria are met. • The Heritage Preservation chapter of the Comprehensive Plan is intended to assist City decision-makers in determining the wise use of Edina's significant heritage resources. The Heritage Preservation chapter is also intended to provide a basis for increasing understanding and awareness of the role heritage preservation plays in the delivery of important City services. • The Heritage Preservation chapter of the Comprehensive Plan should be integrated with other city planning efforts to provide an efficient and effective means of evaluating the performance of the heritage preservation program,as it relates to policies,goals,and • programs where the relationship to historic preservation is not immediately obvious. Therefore,there should be opportunities to incorporate historic preservation policy throughout the comprehensive plan,as it intersects with other topics. Page 2 • Historic Preservation: Historic Contexts and Inventory Historic Contexts Heritage preservation planning establishes historic contexts and uses them to develop goals and priorities for identifying,evaluating,registering,and treating heritage resources.For planning purposes,Edina historic contexts are organized in a two-tiered format. The Tier 1 historic contexts represent broad,general themes in Edina history and are organized around the concept of historic landscape to denote a holistic or ecosystem approach focused on changing patterns of land use.Tier 1 historic contexts are city-wide in geographic scope. • The Native American Landscape(10,000 B.C.to A.D.1851) • The Agricultural Landscape(1851 to 1959) • The Suburban Landscape(1887 to 1974) Tier 2 historic context study units are more narrowly defined,both in terms of their thematic and their geographical focus.As their names indicate,they represent aspects of Edina history that are reflected in the resources found at particular locations.They may be thought of us"sub-historic contexts"and in contrast with the Tier 1 study units there is more emphasis placed on cohesive streetscapes,neighborhoods, and areas that possess an identity of time and place. The Tier 2 historic contexts are: ■ Edina Mills: Agriculture and Rural Life(1857 to 1923) • The Cahill Settlement: Edina's Irish Heritage(1850's to 1930's) • Morningside: Edina's Streetcar Suburb(1905 to 1935) • Country Club: Edina's First Planned Community(1921 to 1950) • Southdale: Shopping Mall Culture(1955 to 1974) • Country Clubs and Parks:The Heritage of Recreation,Leisure and Sport(1910 to 1974) •-- Minnehaha Creek:From Wilderness Stream to-Urban-Waterway(10,000-B.C.to A.D. -- 1974) These historic context study units are intended to be revised, elaborated on,merged or discarded as new information and interpretations become available. Inventory Between 1972 and 2006,the Edina Heritage Resource Survey documented more than 600 heritage resources within the city limits. These included surveys in the Country Club District and at scattered individual buildings and reconnaissance-level studies focused on the Morningside and Interlachen Boulevard neighborhoods and Minnehaha Creek. Nevertheless,the existing inventory is very much a"work in progress,"and the documentation on file does not accurately reflect the full spectrum of heritage resources believed to exist. Indeed,there is a critical lack of detailed,accurate information on some types of historic buildings and several older neighborhoods that were excluded from earlier surveys. These information gaps will need to be filled by systematic survey work. • Page 3 Historic Preservation: Trends and Challenges Eleven trends and challenges were taken from the 2008 Comprehensive Plan. Have these been addressed through the Commission's work over the past 10 years? Do the same challenges exist today? Have new trends and challenges emerged? 1. Heritage is integral to Edina's identity.Heritage preservation has moved from being an interesting avocation for a few to being recognized as an integral component of a city's identity and an anchor and reference point for new development,as well as a foundation for a built landscape that reflects a community's stream of history. Concerns: • There is growing public appreciation of the fact that historically significant buildings, sites,structures,objects,and districts have value and should be retained as functional parts of the community in the 218'century. • Heritage preservation should be viewed as an investment in community development that enhances the community quality oflife. • One of the prerequisites for an effective municipal preservation program is a comprehensive preservation plan. • Since 1974, the City Council has given the Heritage Preservation Board (HPB) major responsibilities in identifying, registering, and protecting the city's heritage resources. • City Code §850.20,as amended in 2002,created the Edina Heritage Landmark and Landmark District zoning classifications as the City's official register of significant heritage resources. • The Edina Historic Context Study was prepared and adopted by the City in 1999;it established thematic study units that provide a framework for identifying,evaluating, and registering significant heritage resources. •.._Basic standards for_heritage_preservation_planning-have.been_established by_the_U.S. Department of the Interior. 2. Historic survey and analysis are key to assessing significance.Communities that desire to protect and preserve their heritage resources need a system to survey and analyze heritage resources in order to assess their historical significance. Concerns: • In heritage preservation, surveys are conducted to identify and gather information on heritage resources • The effectiveness of the heritage landmarks program depends upon the quality and comprehensiveness of the heritage resources survey. • Heritage resource surveys and their resulting inventories form an important basis for preservation planning decisions. • Surveys can be conducted at a variety of scales,producing different kinds of information applicable to different needs. • The usefulness of the survey as a planning tool depends in large part on its overall accuracy and reliability. Page 4 • ■ Professional historians,architectural historians,archaeologists,and planners will be responsible for directing the survey effort.Although surveys will be supervised by professionals,there is no reason that volunteers without professional training in the preservationdisciplines cannot carry out part of the historical research and field survey work. ■ The HPB is authorized to provide continuing oversight of theheritage resource identification and evaluation process. 3. Defined criteria are needed for evaluation.Heritage resources need to be evaluated to determine whether they meet defined criteria of historical,architectural,archeological,or cultural significance. Concerns: • The primary reason to evaluate heritage resources identified by survey is to compile a list of those which are worthy of preservation and will be considered in community planning. • Only significant properties will qualify for heritage landmark zoning. • Evaluation of heritage landmark eligibility by the HPB will use established criteria and reference to historic contexts. • The evaluation process will be balanced and HPB findings of significance will be based solely on historical,architectural,or archaeological merits,without consideration of the economic value of subject properties or how they may be treated in planning. 4110 • Much of the heritage resource inventory data compiled prior to 1999 is incomplete or outdated. 4. A legal designation process is needed to ensure legal protection.Significant heritage resources need an explicit legal process to ensure their legal protection. Concerns: • The Edina Heritage Landmarks and Landmark Districts were designed to be the local government equivalent of the National Register of Historic Places and provide legal protection for significant heritage resources;in some cases,landmark designation may reinforce a National Register listing. • Properties are nominated as landmarks or landmark districts by the HPB;the Planning Commission is given an opportunity to comment on all nominations;and only the City Council can rezone a property as a landmark or landmark district. • Property owner notification and a public hearing on heritage landmark nominations are required by ordinance;due process involves public hearing notification and the opportunity for members of the public to rebut the findings of the HPB. • Heritage landmark zoning may confer economic benefits or impose constraints on the use of a historic property. 5. Design review is necessary to gauge adherence to standards.Properties that are zoned Edina Heritage Landmarks or Landmark Districts need a design review system to ensure that changes meet predetermined standards. 411 Page 5 Concerns: • By ordinance,the HPB is responsible for reviewing all applications for city permits for demolition,new construction including detached garages,moving a building, or excavations in relation to properties zoned Edina Heritage Landmarks or Landmark Districts;no city permit can be issued without a Certificate of Appropriateness from the HPB. • Certificates of Appropriateness are not required for city permits for interior remodeling, or for work which does not require a Citypermit. • Design review in a landmark district applies to all properties,including non-historic properties, within the districtboundaries. 6. Public facilities need to enhance,not detract from,heritage resources.Public infrastructure projects may have detrimental impacts to heritage resources.A system needs to be devised to ensure heritage resource protection when public facilities maintenance and construction projects are carried out. Concerns: • Heritage resources are vulnerable to decay and destruction caused by city maintenance work and construction projects. • City staff will be made aware of the location of heritage resources in relation to municipal infrastructure. 7. A voluntary program is needed to complement the formal design review process.Many proposed alterations to heritage resources do not reach the level of required design review.The City needs to develop a program to encourage voluntary compliance with historic preservation treatment standards. Concerns: • The heritage preservation ordinance does not provide for design review of many kinds of activities that may alter the physical appearance of a significant heritage resource. • Community enthusiasm for heritage preservation can manifest itself in highly motivated, voluntary compliance with the highest standards for rehabilitation and restoration. • Inclusion of a property in a Heritage Landmarks,Landmark District,or National Register district may make it eligible for federal or state incentives, such as investment tax credits and tax deductions for the charitable contribution of easements. • The City of Edina does not offer financial incentives for the rehabilitation or restoration of an Edina Heritage Landmark/Heritage Preservation Resource or Historic Building. • The Secretary of the Interior's Standards are broadly applicable to all heritage preservation projects in relation to Edina Heritage Landmarks and Heritage Landmark Districts. 8. Several City properties and rights-of-way have heritage resources.A program of maintenance,rehabilitation,and restoration should be established to ensure their preservation. Page 6 • Concerns: ■ The city is the owner of a number of significant heritage resources,including but not limited to the Cahill School,the Minnehaha Grange Hall,the Edina Mill site,and the Browndale Bridge. 9. Heritage resource education can give needed perspective.Residents and property owners need to know their city's history and understand the importance of protecting and preserving its heritage structures and historic landscapes. Many do appreciate the significance of these resources,but others will benefit from education programs and activities. Concerns: ■ The success of heritage preservation depends on developing a broad base of community interest and involvement. • Public education programs and activities may include but are not limited to lectures and presentations, websites,newspaper and newsletter articles,displays in public areas, walking and driving tours,historical markers,publications,and interpretive programs. • Edina residents with professional training or an avocational interest in history, architecture,archaeology, sociology, anthropology,geography,and other fields represent an important resource for the City's heritage preservation program. 10. Local funds can be augmented and leveraged.Cities that want to administer heritage preservation need to embrace resources available from the state and federal governments to augment and leverage their funds. Concerns: • The certification of local government preservation programs under the 1980 amendments to the National Historic Preservation Act has made it possible for municipal heritage preservation programs such as Edina's to exercise greater authority in the National preservation program. • To qualify as a Certified Local Government(CLG)a local government must enforce appropriate state and local preservation laws,establish and maintain a qualified heritage preservation commission,provide for public participation in its activities,and maintain a system for the survey and inventory of heritage resources;Edina became a CLG in 1998. • Participation in the CLG program makes the city eligible for grants-in-aid from the Historic Preservation Fund administered by the National Park Service. 11. Natural disasters can have major impacts on heritage resources.Heritage resources can be particularly vulnerable to various types of natural disasters.Cities need to be prepared to reach out quickly and assist in disaster response. Concerns: • Premature demolition of weakened historic buildings must be avoided.Heritage resources can be damaged or destroyed by structuralfires,tornadoes,wind storms, thunderstorms,lightning,winter storms,hazardous materials,flooding,and other events. • Disaster management for heritage resources needs to emphasize preparedness. • Page 7 I ■ Emergency response procedures need to be developed to give preservationists the tools they need to respond to a disaster. ■ The disaster management plan needs to be shared with outside organizations. Page 8 • • Heritage Preservation Goals and Policies (from existing 2008 Comprehensive Plan) The following vision and goal statements were taken from the 2008 Comprehensive Plan. Are the previous vision and goal statements still relevant?If not, how should they be changes? 1. Ensure that Edina will be a distinctive and recognizable community,committed to preservation of historic buildings and sites that provide physical links to the past and foster a sense of communityidentity. 2. Preserve historically significant buildings,sites,structures,objects,and districts as functional,useful parts of the modern city so that they will be the focus of important education,edification,recreation,and economic development activities. 3. Provide historic property owners and neighborhood groups with technical assistance and education in historic preservation. 4. Sponsor heritage preservation programs that stress empowerment of individuals and communities through stewardship,advocacy,education, and partnership. The following benchmarks were taken from the 2008 Comprehensive Plan. According to the 2008 plan,they should be achieved by 2020. Have they been achieved? Are they still relevant? Are there new benchmarks that should be included in the 2018 Comprehensive Plan? a) Fully integrate heritage preservation with other city planning for parks,recreation, community development,public safety,public works,and education. b) Identify and evaluate all buildings within the Country Club Districtmore than 50 years old to determine their heritage landmarkeligibility. C) Survey the Morningside,Browndale Park,West Minneapolis Heights, and Minnehaha Creek neighborhoods,and Southdale Mall to determinethe heritage preservation potential of buildings,sites,structures,objects,and districts. d) Re-survey the Edina Country Club District to refine and update the 1980 survey data. e) Review and update each Heritage Landmark Plan of Treatment every ten years. f) Carry out archaeological surveys of all undeveloped lands within theCity limits. g) Develop and implement effective,voluntary,non-regulatory approaches to preserving significant heritage resources. h) Develop historic property interpretation programs for selected heritage landmarks in partnership with property owners and outsideagencies. i) Make all pertinent information on preserved heritage landmarks accessible to the general public. j) Make local history and heritage preservation a vital part of K-12 school curricula and lifelong learning programs for Edinaresidents. • Page 9 • Eleven policies(and supporting actions)are outlined in the 2008 Comprehensive Plan, beginning on page 6-11 and running through to page 6-16. Of these 11 policies, which have been implemented,and to what degree of success? Are the 11 policies still relevant? Are the actions that support them still relevant? The 11 policies are: Policy 1: Prepare and adopt a Heritage Preservation Plan. Policy 2: Identify significant heritage resources worthy of consideration in community planning: Policy 3: Evaluate heritage resources to determine whether they meet defined criteria of historical, architectural, archaeological,or cultural significance. Policy 4: Rezone significant heritage resources as Edina Heritage Landmarks or Landmark Districts. Policy 5: Protect heritage landmarks through design review. Actions: Policy 6: Carry out public facilities maintenance and construction projects in such a manner that Significant Heritage Preservation Resources are preserved and protected. Policy 7: Encourage voluntary compliance with historic preservation treatment standards. Policy 8: Preserve Edina Heritage Landmarks/Heritage Preservation Resources,Landmark Districts or Historic Buildings on City property and rights of way. Policy 9: Provide public education regarding heritage preservation. Policy 10: Participate in the federal-state-local government heritage preservation partnership. 4111 Policy 11: Be prepared to respond to disasters involving heritage resources. Implementation steps were outlined in the 2008 Comprehensive Plan,consistent with_three time periods:1)ongoing,2)short-term,and 3)medium term. Has implementation been successful? Have time periods been observed? Were the implementation steps appropriately matched with the time frame periods? Ongoing 1. Carry out a comprehensive City-wide survey to identify and evaluate the preservation value of historic buildings, structures, sites,objects,and districts. 2. Rezone historically,architecturally,archaeologically, and culturally significant properties as Edina Heritage Landmarks,Landmark Districts,or Heritage Preservation Resources or Historic Buildings. 3. Increase the use of partnerships with other agencies,organizations,and individual property owners to ensure that significant heritage resources are preserved,protected,and used in a manner that is responsive to community values and consistent with appropriate preservation standards. Page 10 • Short-term 4. Update the information in the Heritage Resources Inventory and convert it to electronic form so that it can be manipulated, used,and retrieved quickly. In addition,the inventory should be made adaptable for Geographic Information System(GIS)users. 5. Redirect the resources of the Heritage Preservation Board toward an increased emphasis on education and technical assistanceprograms.Use existing planning tools more effectively and create a better"tool box"to address emerging heritage preservation challenges. 6. Establish and allocate resources to development of a heritage resources disaster management plan. 7. Provide better public access to heritage preservation information through the media, outreach, and the Internet. Medium-term 8. Consider development of an array of economic incentives for the preservation, rehabilitation,restoration, and reconstruction of significant,privately-owned heritage resources. 9. Initiate innovative demonstration projects and disseminate information on the importance of heritage preservation in developing sustainable neighborhoods. • • Page 11 4110 Input from Vision Edina 2015 and the Big Ideas Workshop In their roles as bodies focused on the city's future growth and development,the Planning Commission and the city's commissions have a part to play in the investigation,discussion and development of policies that will be included in the small area plans and the comprehensive plan. Work completed in 2015 in Vision Edina affirmed the importance of`place.' The notion of vibrant,diverse,and ecologically sustainable places was reaffirmed in the BIG IDEAS workshop in May 2016 where community members ranked the following as top priority, strategic focus areas: • Environmental Stewardship • Transportation Options • Education Focus • Commercial Development Mix • Residential Development Mix • Regional Leadership • Population Mix • Live and Work Policies addressed by the Planning Commission for inclusion in the comprehensive plan should fall under these broad headings. Additionally important is the position taken by the Planning Commission that none of these • strategic focus areas exists in a vacuum. Instead,each is interrelated with others,and in order to truly become the exceptional community Planning Commissioners want Edina to be,policies guiding the city's future should, where appropriate and feasible,be holistic and include input and ideas from a broad base of knowledge,interests, and expertise. A timeline/schedule for the policy development work is outlined below and on the following page. 1. September: Determine which of the city's commissions (and other municipal entities)is best suited to lead the investigation,discussion, and development of policies for each of the identified focus areas. Page 12 . J 0 Strategic Focus Area City Commissions and Institutions Environmental Stewardship .4.■.... Energy and Environment Commission Transportation Options " 'b Transportation Commission Arts and Culture Commission Heritage Preservation Commission Education Focus ► Student Commission Parks and Recreation Commission Community Health Commission Commercial Development Mix „440. Planning Commission Economic Development Residential Development Mix Planning Commission Transportation Commission Regional Leadership 4111101misiollir. All Commissions and Institutions Human Rights Commission Population Mix `' Race and Equity Services Working Group IIIPlanning Commission Live and Work -fes Transportation Commission 2. September: Planning Commissioners engage staff_liaisons in a discussion about the need to implement a process where the city's commissions work together,across disciplines,to develop holistic policies for inclusion in the comprehensive plan. The mission and goal statements of each commission are distributed to others to ensure cross-discipline understanding of each commissions focus and interests. 3. September: Planning Commission develops a framework for distribution to the city's commissions and institutions. The framework is built on the matrix that was developed for the Boards and Commissions Workshop,held in April 2017. Each commission and institution completes the framework,listing its own policy focus including future,concept-level policies for inclusion in the comprehensive plan and additional conceptual policies where there is overlap with other commissions and institutions. 4. September: The completed framework is submitted to the Planning Commission for review and analysis. The analysis will identify areas of overlap,determine where cross discipline integration is feasible and help determine which Planning Commissioner is best suited to take major responsibility for a particular policy's refinement and development. IPPage 13 • 5. October—December: Planning Commissioners,working with their commissions(and others where there are integrated policies),conduct research on concept policies to gather facts,review experiences from other communities,review precedents,hold discussions,and parse language. Refine concept-level policies and produce draft policies. 6. January: Draft policies are presented to the Planning Commission for approval. Members of the city's commissions and institutions participate in the presentations. Once approved,the policies are further refined for inclusion in the comprehensive plan. • Page 14 • • o C 7..- bo.0 03 .- C N O E E a A L E O no U F N C d 1 Na. �pppeZ . K LU W C ea O yN A 1 a g cc Z ro 0 E 3b'J cc U = W CC 0 C } 0 O J rzw 0d N • LLJ 6 H Q Z. w = A Z s T 071 E d o o .5 W C W y G Y QE E/ to r §o 8 m E W , a 3 elfP Q = u o d C S E e 0 N o ' O N_ lin E P. w A C•E tb P. 0 o C d t v 3 - o bA u V W .�' 0. 00 p V as In be 44 V •E C = be C 06 W t 6 C 0i1 c C - E c Y d c cc t 8 so V • W 0. W v z x 0. CIC V) I-- C. Sustainability: Main Ideas • Edina has demonstrated a strong interest in taking a leadership role on sustainability.There are many options for how this can be pursued—from the scale of an individual household to national policy advocacy. • Climate change is demonstrating impacts today, with more in the future. • An approach to sustainability can focus on key areas of intervention(e.g. energy,waste, environmental quality),but also should be reflected in the way the city is developed and functions. • Key decisions involve how the City leads by example,and what they require of residents and businesses. • 2 410 • Sustainability: Trends and Challenges General Trends and Challenges Climate change. Climate change is a global challenge,with local implications regarding impacts and policy.Addressing this will require coordinated change on a number of fronts—including reduction of emissions,promotion of alternative energy sources, and alterations in consumption patterns and waste. Climate resilience. In response to the impacts of climate change,there is a need to develop climate resilience—defined as the ability to absorb and respond to stresses,and to adapt and evolve accordingly. This will include identifying vulnerabilities in the community,in terms of both people and resources. Alternative energy availability and cost. Sustainability best practices support the expanded use of alternative energy sources,and the reduction and replacement of conventional ones.However,there are still issues regarding the availability and affordability of alternative energy—especially in contrast to that of conventional sources.Correspondingly,there is significant infrastructure investment around conventional energy that will take time and substantial resources to replace. Cost and logistics of separating waste and recyclable items.Sustainability also leads to an increased focus on a reduce/reuse/recycle approach to resources—with the goal of reducing overall waste generated. However,this can be complicated and expensive to complete, as well as there being a behavioral issue for residents and businesses to change their purchasing and disposal practices. City's potential to lead by example.The City of Edina has the ability to set the example for sustainability best practices through its own operations and facilities.However,as this may often involve additional costs and complexities compared to conventional approaches,there will need to be discussion about the level of commitment needed. Environmental impacts in a fully developed community. Edina exists on land that has mostly been removed from its original ecological and natural function to make way for human development.While there are opportunities to improve this, substantial impacts remain.A fuller picture emerges when looking at how this developed area fits into the larger regional and ecological context of the region. Water resource impacts.Water resources are impacted in numerous ways—water supply by increased demand,water quality by development-related runoff,and water amenity value by presence and condition of public parks and open space.This topic will be more fully addressed in the water resources element of the plan. 3 From Cities of the Future (2015): • Climate Change Mitigation and Adaptation Government,businesses and citizens implement practices to mitigate and adapt to climate change to reduce the vulnerability and to increase the resilience of social,ecologic and economic systems: • greenhouse gas reduction strategies • preparations for sea level rise and changing weather patterns • preparations for natural disasters and extreme climate events (heat waves,ice storms,extreme snow falls,flooding) • landscape modifications for drought tolerance • adapting building codes to future climate conditions • watershed management planning and rainwater management facilities • habitat restoration and migration corridors for plants and wildlife • infrastructure upgrading Green spaces and ecosystem connections,including parks,agriculture,residential gardens and lawns, street trees and roof gardens also provide opportunities for climate change mitigation and adaptation. Vegetation in these spaces uptake and store carbon,while providing habitat,rainwater interception and infiltration,and pollutant filtration.The shade and cooling provided by trees also reduces the heat island effect and overall energy consumption. In most cities around the world,there are abundant opportunities to increase urban vegetation. Sustainability Concepts Sustainability concepts are integrated into decision making process for all city planning activities: • Biomimicry • Ecological footprint • Resiliency o o , - • —Net Zero SOCIETY 11* • Cradle to Cradle. • Closed loop `; IMF WAN • Community-scaled solutions ECOLOGY ir EcONOYY • Triple Bottom Line- kg(soM Economy/Society/Ecology Natural systems also function as role models for building better human systems. For example,ecosystems are closed loop systems with no waste(one organism's waste is another's food),and they run entirely on renewable energy, along with nature being an excellent engineer. Urban design and management(along with other disciplines)are beginning to integrate these principles. Opportunities include biomimicry for architectural and green space design;net zero,cradle to cradle and closed loop systems for managing infrastructure;and triple bottom line and ecological foot print assessments to establish baselines and monitor progress. 4 S • From Vision Edina Strategic Vision and Framework (2015): Environmental Stewardship Participants in the Vision Edina process were more supportive of environmentally responsible policies and practices than any other issue area.There is a growing awareness of the impact that the built environment has on the natural environment, and the individual and collective responsibility we all have toward good environmental stewardship.Community residents and stakeholders believe that Edina can take an active and ambitious internal and regional leadership role in embedding environmental stewardship principles through actions such as promoting more comprehensive recycling, smart building and energy efficiency practices.These themes couple well with the parallel benefits in smarter urban planning,increased transportation options and application of technology. Issues • Residential and commercial developers have little incentive to balance environmentally friendly building practices with market pressures,or in fact to provide leading-edge examples of energy efficient and environmentally sensitive construction. • Currently,residential waste removal and other environmental services are poorly coordinated, and in some cases multiple providers are serving the same streets,contributing to noise, environmental impact and inefficiencies. • The need for green spaces is well recognized,but the use of these areas currently follows more traditional `green lawn' approaches rather than integrated habitat zones. • Developmental pressures are likely to continue to place increased demands on the City's infrastructure and contribute to concerns about decline in environmental quality in the 41111 community. Strategic Actions • Develop a comprehensive city-wide environmental management plan that explores and includes best practices in water management,biodiversity, green space management, street scape enhancement and waste management. • Partner with energy and utility service providers to educate residents on the importance of energy efficiency in their daily living and promote energy efficiency and smart building practices at all City-owned properties.This could include well-established practices such as publishing data on the carbon emission,waste levels and recycling levels. • Identify a series of environmental flagship pilot projects to bring stakeholders together and begin exploring creative solutions.Examples could include: waste collection and management across the city;recycling and green waste management;environmental overlays on development projects such as Pentagon Park;and utilization of available areas such as Fred Richards Park as community gardens and biodiversity spaces. • Develop incentives for individual households to take an active role in the overall city responsibility for environmental management,including reducing nutrient loads in run-off,local recycling and efficient resource usage. • 5 From Vision Edina Community Engagement Report(2015): • Environmental Stewardship Technology and environmental awareness is changing the way houses can he built and how people can live in cities. In terms of environmental issues how would you like Edina to be 20 years in the future? 120 112 100 -- 80 -- 84 00 58 57 49 40 —3S 38 : 1. : 22 3 4 5 6 7 8 9 10 Maintaining high quality More environmentaly friendly traditional infrastructure practices of living and and services. technologically driven services The third question related to the community fabric and character of Edina asked survey respondents to consider the extent they wished the community to consider environmentally-friendly practices in making future development decisions.Not surprisingly,the majority of respondents strongly support environmentally-sensitive development practices.Responses here again highly correlate with support for increased transportation options,as well as multi-family residential development.This contributes to a development perspective that embraces small-scale development as opposed to large-scale growth which may not be environmentally-sustainable.Comments in this area also point to monitoring the level of residential teardowns in the community,as well as the preservation of existing green spaces. Environmental stewardship in this regard is considered a quality of life issue.Respondents believe that the City has the opportunity to assume a leading position in this regard and point to a number of existing initiatives already underway. Similarly, support is highest among younger residents who are viewed as critical to the future viability of the community. Sustainable environmental policies are also considered part of the narrative that will attract new residents to the city. 6 410 From Mapping Edina's Big Ideas (2017): From the major strategic focus areas identified in the Vision 6% Edina process,Environmental 9% Stewardshipwas ranked as one ■H cIUL IT rtnneLUTPl �p_siu�Nn.�rotve�r�pMerarnirz of the top two innovation priority 25% ■TRAN56D64 rA 11.,t4tatTII au% areas,along with Transportation. ■tO1MERCI&L IDCVELOPMENT MIX 4% 25% LAOANOWOITX Participants were asked to 111 E➢UEATICN FOCUS identify Big Ideas associated 18% ■POflUl ATM MIX with each of these focus areas. 11% Ea!':1IiO411tliTAC i*'A RIISh IP Those with the most votes for Environmental Stewardship included: Environmental Stewardship Community National leader on gardens(and sustainable building farm?) with codes;think materials, master gardeners sustalnabiilty,energy, • available as j light pollution 'coaches'or mentors;raise i _----_-_-- ---._-chickens together Required organics and yard waste :Start City department of Forestry Useable green spaces and Natural Resources as much as possible flareAl 7 Sustainability Goals and Policies (from existing comprehensive plan's • Energy and Environment Chapter) Climate Change and Global Warming Goals (from U.S. Mayors Climate Protection Agreement) 1. Urge the federal government and state governments to enact policies and programs to meet or beat the target of reducing global warming pollution levels to seven percent below 1990 levels by 2012,including efforts to: reduce the United States' dependence on fossil fuels and accelerate the development of clean,economical energy resources and fuel-efficient technologies such as conservation,methane recovery for energy generation,waste to energy,wind and solar energy, fuel cells,efficient motor vehicles,and biofuels; 2. Urge the U.S.Congress to pass bipartisan greenhouse gas reduction legislation that 1)includes clear timetables and emissions limits and 2)a flexible,market-based system of tradable allowances among emitting industries; 3. Strive to meet or exceed Kyoto Protocol targets for reducing global warming pollution by taking actions in our own operations and communities such as: a. Inventory global warming emissions in City operations and in the community,set reduction targets and create an action plan; b. Adopt and enforce land-use policies that reduce sprawl,preserve open space,and create compact,walkable urban communities; c. Promote transportation options such as bicycle trails,commute trip reduction programs, incentives for car-pooling and public transit; d. Increase the use of clean,alternative energy by,for example,investing in"green tags", • advocating for the development of renewable energy resources,recovering landfill methane for energy production,and supporting the use of waste to energy technology; e. Make energy efficiency a priority through building code improvements,retrofitting City facilities with energy efficient lighting and urging employees to conserve energy and save money; f.- Purchase only Energy Star equipment and appliances for City use; g. Practice and promote sustainable building practices using the U.S. Green Building Council's LEED program or a similar system; h. Increase the average fuel efficiency of municipal fleet vehicles;reduce the number of vehicles;launch an employee education program including anti-idling messages;convert diesel vehicles to bio-diesel; i. Evaluate opportunities to increase pump efficiency in water and wastewater systems; recover wastewater treatment methane for energy production; j. Increase recycling rates in City operations and in the community; k. Maintain healthy urban forests;promote tree planting to increase shading and to absorb CO2;and 1. Help educate the public, schools,other jurisdictions,professional associations,business and industry about reducing global warming pollution. 8 41111 • Climate Change and Global Warming Policies To achieve its climate change and global warming goals,the City will: 1. Conduct a baseline emissions inventory and forecast.Based on energy consumption and waste generation,the City will calculate greenhouse gas emissions for a base year(e.g.,2007)and for a forecast year(e.g.,2015).The inventory and forecast provide a benchmark against which the City can measure progress. 2. Adopt an overall greenhouse gas reduction goal and an emissions reduction target based on the forecast year.The City will use its best efforts to reduce community greenhouse gases by 15 percent by 2015,25 percent by 2025,and 80 percent by 2050 in agreement with the Global Warming Mitigation Act of 2007.The City will also develop milestone emission reduction target for City operations from the baseline year.The GHG reduction goal and reduction targets both foster political will and create a framework to guide the planning and implementation of measures. 3. Develop a Local Action Plan. The City will develop a Local Action Plan that describes the specific policies and measures that it will take to reduce greenhouse gas emissions and achieve its emissions reduction target.The plan should include a timeline, a description of financing mechanisms, and an assignment of responsibility to departments and staff,and incorporate public awareness and education efforts. 4. Implement policies and measures.The City will implement the policies and measures in the Local Action Plan.Policies and measures should include energy efficiency improvements to municipal buildings and water treatment facilities,streetlight retrofits,public transit improvements,and installation of renewable power applications. 5. Monitor and verify results.The City will monitor and verify progress on the implementation of measures to reduce or avoid greenhouse gas emissions in an ongoing process.Monitoring should begin once measures are implemented and continue for the life of the measures,providing important feedback that can be used to improve the measures over time. Energy Goals and Policies 1. Lead by example in conserving energy and developing renewable energy for city buildings, fleets,and operations. 2. Promote community and business energy conservation,including adopting ordinances and policies to provide incentives for energy efficiency,renewable energy,and reductions in greenhouse gases. 3. Adopt purchasing guidelines for the City of Edina that include renewable energy sources, Examples are purchasing wind energy for electrical consumption and purchasing blended fuels for the City fleet. 4. Promote educational programs to inform residents and businesses of the availability of renewable energy options in energy and fuel supply,and carbon-neutral actions. 5. Work with public and private institutions to obtain grants for adoption of renewable energy sources by the City and residents.Work with these institutions to make these projects economically self-sustaining. • 9 4 Solar Protection Goals and Policies • 1. Continue to enforce setback,building height,and lot coverage ordinances that can serve as protection to solar access 2. Consider access to solar protection when reviewing variance requests 3. Promote the use of active and passive solar energy for heating,lighting,and other aspects in design,construction,remodeling,and operation of City buildings. 4. Leverage the Solar and Wind Access Law to establish polices that restrict development for the purpose of protecting solar access to light. Residential Energy Consumption Goals and Policies I. Inform residents of the opportunities available to them to control and reduce their energy consumption. 2. Create incentives in the form of tax rebates and low interest financing to reduce residential energy demand and promote renewable energy and low-carbon energy use. 3. Promote the adoption by homeowners,builders and remodelers of Edina's and Minnesota State government energy guidelines,with the goal of meeting LEED certification standards for new constructions. 4. Encourage the use of green materials (building materials and vegetation)to reduce the need for summer cooling and winter heating. 5. Inform/educate new homebuilders and remodelers in Edina of energy efficient options. Commercial/Industrial Energy Consumption Goals and Policies 1. Educate and inform the commercial and industrial sector about energy conservation opportunities. Providing tax incentives or rebates may help building owners take action on energy conservation opportunities.Efforts by the commercial and industrial sector to limit energy consumption during peak demand periods are critical to reducing the incentive for creating more centrally stationed power plants.The City will explore ways to partner with State and Federal programs to facilitate such action. 2. Promote the adoption by local businesses of locally generated renewable energy to power part or all of their energy needs. City Energy Consumption Goals and Policies 1. Create benchmarks of current energy use in all public facilities and set a goal to reduce energy use and costs according to the ICLEI milestones and the Minnesota Global Warming Mitigation Act of 2007. 2. Establish a policy that all public buildings report annually on the cost of operation,goals for further reduction. 10 1110 • Waste Goals and Policies 1. Continue to operate a household recycling program for single-family and multi-family housing, encouraging the 3 R's,reduction,reuse and recycling. 2. Encourage backyard home composting of organic wastes.This includes food scraps as well as yard waste. 3. Support City-wide co-collection of Source Separated Organics with yard waste. 4. Encourage local businesses to participate in the Minnesota Chamber of Commerce's WasteWise program.www.MNWasteWise.org 5. Encourage proper disposal of hazardous and other problem materials such as e-waste through public education about Hennepin Co hazardous waste collection sites as well as MN Stat. 115A.1310-1330. 6. Educate consumers to avoid purchasing products with harmful ingredients and instead buy "green". 7. Recommend changes to the City purchasing policy to encourage the use of materials that are re- usable,recycled,compostable,or which use minimal packaging.Incentivize City vendors to deliver products in reusable containers. 8. Expand the range of plastics that can be included in residential recycling from only#1 and#2 to include#3 through#7 as markets permit. 9. Encourage greater recycling among local businesses 10. Identify an Edina site that would produce renewable energy from City waste,such as an anaerobic digester,away from residential areas. . Air Goals and Policies 1. Cooperate with enforcement of the Clean Air Act and other laws and regulations relating to air quality including Minnesota's Freedom to Breath Act 2. Encourage and consider requiring mechanical ventilation systems in new homes 3. Provide incentives for building practices that improve indoor air quality 4. Encourage property owners to plant trees along roadways where possible to help reduce traffic noise and absorb carbon dioxide 5. Enact an ordinance that prohibits vehicle idling in Edina and post 'No Idling' signs at all schools and public parking lots 6. Promote the use of renewable energy sources at the City and State level to reduce the amount of particulate matter generated by coal plants. 111 11 4 Sustainability Data Profile Energy Use Energy use in Edina and comparable communities has been gradually decreasing from 2008 to 2012 and has seen in increase in energy use in 2013.Edina consumes the third most amount of energy total,behind Bloomington and Eden Prairie.Commercial energy use accounts for a larger portion of the City's energy use than residential,which is aligns with the large employers and inflow of employees in the City. When considering energy used per capita,Edina consumes the second largest amount of energy(behind Bloomington).In 2013,Edina consumed 27.6 tons of carbon dioxide worth energy per capita per day. However,this may be changing;Edina may drop to third largest consumer due to a combination of Edina residents' decreased energy use and increased energy use per capita of Minnetonka residents. Total Energy in Btu, 2007-2013 7,000,000 6,500,000 6,000,000 5,500,000 5,000,000 4,500,000 �_� 4,000,000 3,500,000 2007 2008 2009 2010 2011 2012 2013 • St.Louis Park -- Edina Minnetonka Eden Prairie Figure 1:Bloomington and Richfield excluded as high and low outliers to better display variation in data.Their data follows the same patterns as the 4 cities given,just at much higher(Bloomington)and lower(Richfield)totals Percent Change in Total Energy Use 2007- 2008- 2009- 2010- 2011- 2012- 2008 2009 2010 2011 2012 2013 Edina 7% -3% -4% 3% -11% 15% Richfield 9% -4% -5% 5% -12% 16% Bloomington 6% -5% -4% 4% -10% 13% St.Louis Park 7% -4% -5% 4% -11% 14% Minnetonka 7% -4% -5% 3% -11% 17% Eden Prairie 6% -4% -5% 3% -10% 15% 12 • `�■� Total Energy per Capita per Day, in Tonnes 40 ....._ 35 • 30 20 15 • �� • 10 2007 2008 2009 2010 2011 2012 2013 —Richfield —•—Bloomington :—=St.Louis Park Edina —Minnetonka —Eden Prairie Total Energy per Capita per Day, in Tonnes CO2 34 32 30 -.. 28 26 .. _.. 24 • 22 20 2007 2008 2009 2010 2011 2012 2013 Edina Water Use Edina's water use decreased from 2007 to 2010 and has been increasing since.Among neighboring cities, Edina consumes the third most amount of water(behind Bloomington and Eden Prairie, and just ahead of Minnetonka).Unlike energy,more of the City's water use comes from residential uses,which has been relatively the same except for a decrease in use in 2010.Commercial water use in the City was one of the lowest among neighboring cities,but it has been increasing since 2009 and is now the second highest among neighboring cities.This change is likely due to both increased commercial water use in the City and decreased commercial water use in Eden Prairie and St.Louis Park. Per capita,Edina consumes the most water per day.The City consumes 133.8 gallons per capita per day. Per capita water consumption decreased from 2007 to 2010,and was one of the lowest among compared cities.Water consumption has been increasing since 2010,though water use in 2013 was decreased. • 13 Total Water use in Gallons, 2007-2013 • 4,900 g 4,400 3,400 2,900 2,400 1,900 1,400 900 2007 2008 2009 2010 2011 2012 2013 Richfield Bloomington« St.Louis Park Edina Minnetonka -Eden Prairie Total Commercial Water use in Gallons, 2007-2013 1,000 0 900 800 700 600 500 • 400 2007 2008 2009 2010 2011 2012 2013 Richfield .===...,St.Louis Park Edina -Minnetonka Eden Prairie Figure 2:Bloomington excluded to better show changes in Edina.Bloomington has much higher commercial water uses that have been gradually,decreasing since 2007 Total Water Use per Capita per Day, in Gallons 180 160 140 120 100 e 80 ..... _ 60 2007 2008 2009 2010 2011 2012 2013 -Richfield Bloomington St.Louis Park • - Edina -Minnetonka Eden Prairie 14 • • Vehicles Miles Traveled Compared to neighboring cities,Edina has a median value for total vehicle miles traveled.From 2007- 2013,total vehicle miles have fluctuated between 495 million and 510 million miles annually(about 13,600,000 range).Most cities experienced similar ranges,except for Bloomington.Bloomington saw a sharp decrease in the number of vehicles miles traveled in 2010(about 200 million miles fewer),and total miles have remained close to 2010 totals since. Total Vehicle Miles Traveled, 2007-2013 1,400,000,000 - 1,200,000,000 1,000,000,000 800,000,000 600,000,000 400,000,000 � . 200,000,000 2007 2008 2009 2010 2011 2012 2013 Richfield Bloomington St.Louis Park _ - Edina Minnetonka -Eden Prairie In 2013,total vehicle miles traveled per capita per day was 27.88 miles.This rate has been very gradually S decreasing since 2007 when the total was 29.69 miles per capita per day.Among neighboring cities, Edina falls in the lower half of total vehicles miles traveled.This may be more to do with increasing total miles per capita in Richfield,which has seen noticeable increases in mileage since 2009. Total Vehicle Miles per Capita per Day 45 40 35 30 25 - 20 2007 2008 2009 2010 2011 2012 2013 Richfield Bloomington St.Louis Park Edina Minnetonka Eden Prairie 15 Waste Production Given available data,most communities have somewhat plateaued in waste reduction efforts.Edina and neighboring communities cut tons of waste and tons of CO2 emitted from 2007 to 2010 but have struggled to make further reductions.In 2013,Edina produced nearly 55,000 tons of waste,creating about 9,900 tons of CO2 emissions.Waste per household per day has decreased in Edina and neighboring communities,but the rate of reductions decrease after 2009.Edina is tied with Bloomington for third among neighboring cities for most waste per household per day,following Eden Prairie and Richfield. In Edina,the amount of landfilled and incinerated trash has decreased while the amount of recycled trash has remained fairly constant. Total Municipal Waste, in Tons 130,000 110,000 90,000 70,000 50,000 30,000 2007 2008 2009 2010 2011 2012 2013 Richfield Bloomington St.Louis Park • Edina Minnetonka -Eden Prairie Waste per Household per Day, in Pounds 20 19 18 17 16 15 1413 12 _. 2007 2008 2009 2010 2011 2012 2013 Richfield -Bloomington St.Louis Park • Edina Minnetonka Eden Prairie 16 r • • ._ . . . . Edina Waste per Household per Day, in Pounds 18 16 14 12 10 ��; ;,iI'; ; I , "'Tossed 8 ■Recycled 6 -- 4 2 0 2007 2008 2009 2010 2011 2012 2013 Greenhouse Gas Emissions CO2 emissions in Edina decreased 17%between 2007 and 2010 and have since remained relatively constant. St.Louis Park and Bloomington also experienced similar trends of decrease from 2007 to 2010 and more recent fluctuation in emissions.Most of the City's emissions come from energy related sources. Per capita,Edina produces the third most emissions after Bloomington and Minnetonka. In 2013, 15.76 tons of CO2 were produced per capita in Edina. IIITotal Greenhouse Gas (CO2) Emissions, in Tonnes 2,100,000 1,600,000 __,: 1,100,000 600,000 _. ...--- . 100,000 u. ._... .,. . .....,.:_. . .__ • . 2007 2008 2009 2010 2011 2012 2013 Richfield -Bloomington-St.Louis Park Edina -Minnetonka -Eden Prairie III 17 Total Greenhouse Gas (CO2) Emissions per Capita • per Year 24 22 20 18 ��` 16 12 2007 2008 2009 2010 2011 2012 2013 Richfield Bloomington 5t.Louis Park Edina Minnetonka Eden Prairie • Commuting In 2015,most Edina resident drove alone to work. Since 1990,residents have been increasingly working from home, which neighboring communities are also experiencing. Edina Residents Means of Commuting to Work 90% 80% 70% 60% 50% 40% 30% - 20% 10% . r Carpooled Drove alone Other means Public Walked Worked at transportation home 1 1990 2000 ■2010 ■2015 Figure 3 Source:Metropolitan Council tabulation of US Census and ACS data 18 S • • Means of Communting to Work, 2015 Eden Prairie iiiii Minnetonka IM Bloomington 1♦ St.Louis Park MIN Richfield 1 MN Edina 1 NM 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ■Carpooled ■Drove alone ■Other means Public transportation•Walked IN Worked at home Figure 4 Source:Metropolitan Council tabulation of US Census and ACS data Citizen Engagement Edina had one of the highest voter turnout rates in the state in 2016 among cities with available data. Edina is ranked 5th in both the state and the metro area,recording 83%turnout.Minnetonka is ranked 6th in the stat and metro with 83%.These rates are above the metro wide average of 71%voter turnout. Richfield is one of the lowest ranked cities in the metro with 65% voter turnout. • Voter Turnout, 2016 90% 83% 83% .78%._ 80% 73% 0 71% 65% 70% 60% 50% 40% .. .. ' 30% j 20% 10% L.i. L'i .L., I I I <Qbet's (S °� Qa`� �\�a o�,a a`t•`e take oS \J.) 2`r ,mew Qt ' P,2 0 •'''‘�� Figure 5 Source:Minnesota Compass 0 19 • Gross Solar Potential City of Edina, Hennepin County ♦ 1 4,7 r • xr NTE;. . .1LO - 1: 15-05rw O 4 . , .1,. ,irl - L —r s,Jf _, ,ilhi• r ��: :,••�• `d 100 l y1- , ,-'y licl IL j`1� `fis !ri 6 .�. -3 fS-34 1 5147. . ... it._ alllum `. i't's Jy�J'- I II' / '` 7 1OTIIST~StT,l'r iy la n y'Ln' � 1110 - ■ f• i 1, ' OEl CY 1 L RO ; .It 1 ;}y„> ? 11. 1 t;'`.4-7,-:.,..-- '1 I ,IN taity^LO �'. Y 141 "i.;- EO Yh,� �..S, nsTLwl C1 l - 4 - `.IEMS ' .11't�r .ill _fl!•. . ) 18,82016 0 D.5 1 2 3 Extent of Main Map ��___, Mks „-I rj A11O04, • -------n 1 Gross Solar Potential r7 "I (Watt-hours per Year) c r wASHwcroN High:1276380 'HENNEPIN "RAMSEY'`. -1— 1---1711—:"L.:;.1.4'7. ilrY Low:900001 —L(I . ERt A, i -Solar Potential under 900,000 watt-hours per year It., (�' _ I County Boundaries ~L�- 4.SCOTT [DAKOTA) L........1 City and Township Boundaries ! L_i 0 L_ :; l L_ ;:+ W§tlands and Open Water Features E L 1 Source:University of Minnesota U-Spatial Statewide Solar Raster. 20 • . Input from Vision Edina 2015 and the Big Ideas Workshop In their roles as bodies focused on the city's future growth and development,the Planning Commission and the city's commissions have a part to play in the investigation,discussion and development of policies that will be included in the small area plans and the comprehensive plan. Work completed in 2015 in Vision Edina affirmed the importance of`place.' The notion of vibrant, diverse,and ecologically sustainable places was reaffirmed in the BIG IDEAS workshop in May 2016 where community members ranked the following as top priority,strategic focus areas: • Environmental Stewardship • Transportation Options • Education Focus • Commercial Development Mix • Residential Development Mix • Regional Leadership • Population Mix • Live and Work Policies addressed by the Planning Commission for inclusion in the comprehensive plan should fall under these broad headings. Additionally important is the position taken by the Planning Commission that none of these strategic focus areas exists in a vacuum. Instead,each is interrelated with others, and in order to truly become the exceptional community Planning Commissioners want Edina to be,policies guiding the city's future • should,where appropriate and feasible,be holistic and include input and ideas from a broad base of knowledge,interests,and expertise. A timeline/schedule for the policy development work is outlined below and on the following page. 1. September: Determine which of the city's commissions(and other municipal entities)is best suited to lead the investigation,discussion,and development of policies for each of the identified focus areas. • 21 Strategic Focus Area City Commissions and Institutions • Environmental Stewardship 41immomillop Energy and Environment Commission Transportation Options " R Transportation Commission Arts and Culture Commission Heritage Preservation Commission Education Focus Student Commission Parks and Recreation Commission Community Health Commission Commercial Development Mix Planning Commission Economic Development Residential Development Mix ► Planning Commission Transportation Commission Regional Leadership All Commissions and Institutions Human Rights Commission Population Mix '110111111.11.111.0" Race and Equity Services Working Group Live and Work Planning Commission • 1 ransportation Commission 2. September: Planning Commissioners engage staff liaisons in a discussion about the need to implement a process where the city's commissions work together,across disciplines,to develop holistic policies for inclusion in the comprehensive plan. The mission and goal statements of each commission are distributed to others to ensure cross-discipline understanding of each commissions focus and interests. . 3. September: Planning Commission develops a framework for distribution to the city's commissions and institutions. The framework is built on the matrix that was developed for the Boards and Commissions Workshop, held in April 2017. Each commission and institution completes the framework,listing its own policy focus including future,concept-level policies for inclusion in the comprehensive plan and additional conceptual policies where there is overlap with other commissions and institutions. 4. September: The completed framework is submitted to the Planning Commission for review and analysis. The analysis will identify areas of overlap,determine where cross discipline integration is feasible and help determine which Planning Commissioner is best suited to take major responsibility for a particular policy's refinement and development. 22 e • 5. October—December: Planning Commissioners,working with their commissions (and others where there are integrated policies),conduct research on concept policies to gather facts,review experiences from other communities,review precedents,hold discussions,and parse language. Refine concept-level policies and produce draft policies. 6. January: Draft policies are presented to the Planning Commission for approval. Members of the city's commissions and institutions participate in the presentations. Once approved,the policies are further refined for inclusion in the comprehensive plan. • S23 N • = c a � t0 C N C N o E a m E c a o ea U C 4J N V 5 m a z w c o N r a ci s = E v = ¢ w O = 0 u J Q d • Ct. = ` w C4 E E 06 E c a+ cLAI .- W = C = V 0 C N E 2 E .- c o = I.41 1;', C p O V alS ; Q V C C C C Eo = '_• f0 O in c, E O C E N ^ O c e 0 _Y U w w_ 0. 04 0 to U u GO 06 C 0 a W y O U E c C off c = C C E — E s '00 a. C u E ° W d W U S S d in a • Land Use Information Packet Edina Comprehensive Plan Task Force August 2017 • • 1 Land Use: Main Ideas • • The land use vision for the City of Edina will guide the future distribution,mix,and intensity of uses so as to optimize the current and future vitality and livability of the community. • The biggest land use changes in the city will be in targeted areas of change—including those identified through the small area planning process.These places are potential opportunities for shifts in uses and intensities, supporting larger community goals. • While much of the city's land area will not be targeted for change,it will not remain static or frozen in time.Continued investments in these areas are needed to maintain and update aging buildings and infrastructure, to meet the needs of the people and businesses that use them. • Overall community character and livability is greatly valued in Edina.There will be a continual need to balance the tension between protecting what is valued and responding to needed changes. • Land use bears a close and vital relationship to public infrastructure,utilities,and services.The City will need to plan and invest responsibly in these systems—both to maintain existing facilities and to provide new ones in response to changing and expanding needs.This is addressed in more depth in other chapters. • Sustainability is an important value throughout this plan. In terms of land use,it has implications from the small scale(e.g.how buildings are constructed and maintained)to citywide(e.g. responsible use of resources,preparing a community to respond to climate change).This is addressed in more depth in other chapters. 411/ 2 • 1 Land Use: Trends and Challenges General Trends and Challenges Accommodating growth through strategic redevelopment and reinvestment. Growth of population and jobs helps keep Edina a vibrant,healthy,and attractive place. However,as a fully developed city, Edina can only accommodate growth via the reuse of existing properties.Future development plans must balance market feasibility and responsiveness with overall community benefits derived from new projects.Plans for land use changes should be strategic,particularly in regards to access to transportation networks and community services. Preserving existing community character while adjusting to meet changing needs.Edina residents generally enjoy a high standard of living,and this is reflected in the City's well-maintained neighborhoods.However,as these areas age and the overall population changes,there is a need to adjust the mix of uses and building types to reflect current needs and preferences.This can lead to tensions—for instance,the pressure of single family teardowns on neighborhood character,related to the desire for larger and more modern housing stock. Retrofitting walkability and bikeability into traditional suburban patterns.Much of Edina was developed during post-WWII decades,when auto-oriented suburbs did not prioritize accommodating pedestrians and bicycles—or building in patterns where people could walk or bike to school, shopping, jobs,or other destinations.Retrofitting in improvements that add in those features will take time and effort,especially as redevelopment happens incrementally. • Changing needs of commercial and industrial uses.The useful life of commercial and industrial buildings tends to be significantly shorter than residential ones, and many of Edina's buildings are aging— and potentially obsolete,at least based on their originally intended use.Buildings will need to be renovated,repurposed,or replaced to reflect current and future needs—including a much different model for retail than in the past,and increased interest in mixed use/live-work scenarios. Population shifts and changing needs and preferences.A dominant trend=both-locally and nationally —is the overall aging of the population.This has a host of implications for land use,including changes in the type of housing needed,goods and services demanded, and reliance on non-auto transportation options.Additionally,younger residents who are now reaching adulthood have shown interest in different land use patterns—particularly more walkable and mixed use districts. Supporting expanded transportation options.In addition to increases to walkability and bikeability at the neighborhood level, as described above,there is increased interest in ensuring people have access to multiple transportation modes—including high quality transit service.This has implications for land use, particularly in terms of how development can support transit with appropriate levels of housing units and jobs within safe and comfortable walking distance of transit stops. i3 From Cities of the Future (2015): 0 Neighborhoods are the pounding hearts of cities.This is where people,live, work,go to school and recreate.Vibrant neighborhoods that are walkable and include a mix of uses are becoming the preference of many people from young to old,and this trend is expected to continue.The social fabric of life is created in neighborhoods,as people meet and interact.Homes,offices,shops, workshops, schools, medical facilities,cultural venues and more are all integrated in the same lively neighborhood. —inure' ami , -- u i amr y Central Business ® Pedestrian Area Residential Residential - District /Trail 0 College I University 0 School 0 Agriculture 0 Rainwater Management 0 Community Center © Hospital 0 Creek 0 Cultural Facilities OCity Hall River Corridor Community Garden '` Library it, Mall Industrial Area/ Commercial LRT i ®Technology Park ` " / J • 4 • • From Vision Edina Strategic Vision and Framework(2015): Commercial Development Mix Edina has traditionally embraced commercial development along a relatively narrow corridor along France Avenue,and originally anchored by Southdale Center.While this practice has been successful and has led to additional growth along France Avenue,Vision Edina participants have expressed a desire for easier and more proximal access to small retail options and other amenities.Many participants of the engagement process highlighted the unique and appealing experience of the 50th&France district.New development opportunities can build upon this example and model to develop neighborhood nodes of an appropriate scale in other locations across the city. Issues • Edina has historically favored large-scale commercial development.Best practice and community desire has moved toward also including smaller-scale models. • Residents currently feel somewhat disconnected from common amenities,including banking,dry cleaning,groceries and pharmacies—and this is an issue likely to be exacerbated with an aging population. • The community has significant redevelopment opportunities in the Pentagon Park,Grandview, and Southdale areas,but as of yet,there appears to be no clear consensus as to the best and most appropriate uses and ultimate outcomes. Strategic Actions • • In light of the escalating developmental pressures facing the Council and City,the City should as a priority renew its broader land use plan.This plan should examine and consider the future broad fabric of the community,and begin to define key nodes of higher-density mixed use,and potential nodes of small-scale commercial opportunity,embedded in more of a neighborhood context. • More consideration of scale and appropriate mixed use could be used in the review of new commercial development proposals,especially to take into account the compounding impact of numerous developments-in-close proximity and the concerns about this overall impact on streetscape,environmental aspects,transportation and utilities and services. • The community should further examine and consider the development of small neighborhood- based business nodes to provide a range of local amenities and services. • Edina should continue to explore strategies that promote the continued vitality of existing core retail zones around Southdale Center,and also actively pursue economic development strategies targeting specific professional services clusters.These approaches could enhance the core economic underpinning of the local economy. 5 Residential Development Mix I The issue of residential property development has been repeatedly raised throughout the Vision Edina process.The City has been faced with a number of redevelopment pressures and challenges across numerous areas.Residents strongly favor a continued focus on the single-family housing nature of the majority of the city neighborhoods,but there is increasing concern about the trend and impact of so-called `teardowns' on the community.There is also recognition of some need for additional multi-family options to create more diversity in housing affordability.This would provide increased options at all stages of life and attract younger residents. Issues • Residential neighborhoods continue to serve as the defining characteristic of the city, and there is a high desire to protect and enhance such neighborhoods. • Residents take a great deal of pride in their homes,and express concern about the escalating redevelopment pressures facing some neighborhood areas. • Edina continues to face competition from neighboring communities that claim to offer a similar quality of life while also offering more available land for development. • The community must balance the needs of the families that have defined its character,with an aging population that desires to 'age in place.' Strategic Actions • Further encourage the development of neighborhood associations and the overall neighborhood concept.Define the unique character and brand of each of the well-established neighborhoods, and explore innovative planning guidelines to allow preservation and enhancement of the desired neighborhood visual appeal. • Pursue further planning and development options that protect and locate key amenities,such as parks and community facilities, within the neighborhood framework to allow neighborhood centers and focus points to further evolve. • Continue to explore options for new multi-family housing throughout the city in mixed-use areas and near public spaces,including areas such as Southdale,Pentagon Park and Grandview. • Work to create affordable housing options close to transit,shopping and employment centers. 6 • • From Vision Edina Community Engagement Report(2015): The first step in the Vision Edina community e- 1 engagement was to conduct the future `Think h, :znnndu•:F;g: n140i Gectad.Okra Tank' workshop, which developed a range of Svciati P .wa,-,E plausible future scenarios for the City.The m u'xi"' "<1. rr>s,= .a Cr' h1:W 5I: 1/3 A.t #cd,,,rsy,n`ic�. Scenario Planning process provided a `vehicle' -- H crda,ndYiNns to be used in the process of building a shared vision for the future of the City of Edina. ;�, noo�,un limi El maomox $ IMES Q R.cs an art74;nroily L�ry,. ., (kw e,-s5wk Mcdn;rna:, When respondents were asked to consider their R,��,cs�..:ie.nk Pi.bk a red: :ajAloud.Ycoge: hmeM,,Jy Fr�3,Rp�zcnard c! Ralnciq Fiat. Re-Derekpuxm MtetierE::Myel L_e 4a3 preferences as to Edina's future,a similar „,>ra:rne.crm arty s�av Pildenial SV..1:U.af,ILVJF, nn,:-srt i9nirt�berh.; -. g Mcie Nam,EnArrry theme of measured or pragmatic optimism 6 CI EMIG=— E cCMPIElEaae El emerges.The majority of respondents ` Ex,ErmEo wexEcrEo — i suggested at least some measure of happiness .. with each of the scenario outcomes. w,,.... ,,fl..T1 Yr�al:ne _ or a^r�,nOn,d -tcn. IR Nearly twice as many respondents identified i4r_+:1Eid.-dii!i_4;12; the Edina Today—Extended outcome as being `'`'''°`s' xt absolutely preferred,but this still only represent fourteen percent of all Considering the four plausible scenarios,to which degree does each one reflect the future you would respondents. PREFER to see for the City of Edina? The relatively tight grouping of Reinventing Tradition --Nodes and Modes • preference feelings towards MIMIEdina Today-Extended Complete and Connected each of the four plausible scenario spaces suggests that 203 ---- — — — -- — the respondents generally 180 -- — — --- — — viewed each of the plausible 1E0 scenario outcomes as"good 140 ------- --------------- —— — — -- - enough'°_to-meet most-of_their_ 120 -- ----- — -- —--- --- -- -- ----------------- — - needs,but not optimal in too meeting all of their needs.This 80 — trend is again strongest among Mb younger residents who 60 _ expressed the strongest 40 // preference for both the 20 - Completeand Connected and o ....................................._............._._......._................................................._........................_......._......._........_........................_................_......._.... Nodes and Modes scenario Not a chance I would not be happy I would be happy enough Absolutely preferred outcomes,but viewed the other two alternatives as more likely. Ill 7 From Mapping Edina's Big Ideas (2017): • From the major strategic focus areas identified in the Vision Edina process, 6% Residential Development Mix and s% Commercial Development Mix(two of ■are' ' I xreuso-oP aK510ENTIA L OEVLLOPM LW PDX the most land use-related ones)were 25% TRAvapowArimupliores ranked about in the middle of the pack. ■COMMERCIAL DEVELOPMENT MIX 496 25% LNE ANOWOIl, Participants were asked to identify Big ■EDL'ATICN FOE"5 Ideas associated with each of these focus 18% POOL RTir MIX areas.Those with the most votes for these 11% ■EVIRaMMENT LSTEPDARa5,IIP two focus areas included: 196 This exercise also included locating issues on a map of Edina by quadrant. Commercial Development Mix Mixed use areas, Sustainably ! Bring in more high with neighborhood repurpose speed fiber and more commercial nodes- buildings you cutting edge gathering palaces, can walkto for infrastructure(less art galleries,gardens social financial services, 1111 cluster big buildings gatherings and ! move high Tech) but keep ;neighborhoods neighborhood small scale New business Make commercial green development creditsjencourage throughout Edina business to build walkable; green Destination nodes Residential Development Mix futurbIG Affordable housing that Is really life Neighborhoods all cycle housing;values behind that are need a node. socio economic(equity),balance and Nodes should all diversity be different. Co-operative housing; Affordable single le ' separate living spaces that family homes include communal areas such as gardens,kitchens, Less soccer fields,use less lights gathering spaces that are not suitable for small neighborhoods 8 11110 • Land Use Goals and Policies (from existing comprehensive plan) Land Use Goals 1. Protect and preserve the essential character of existing residential neighborhoods. 2. Preserve and maintain housing that serves a range of age groups and economic situations. 3. Facilitate the development of new housing and recreation facilities that accommodate the special needs of aging City residents. 4. Encourage infill/redevelopment opportunities that optimize use of city infrastructure and that complement area,neighborhood,and/or corridor context and character. 5. Support and enhance commercial areas that serve the neighborhoods,the city,and the larger region. 6. Increase mixed use development where supported by adequate infrastructure to minimize traffic congestion, support transit,and diversify the tax base. 7. Increase pedestrian and bicycling opportunities and connections between neighborhoods,and with other communities,to improve transportation infrastructure and reduce dependence on the car. 8. Ensure that public realm corridor design is contextual,respectful of adjacent neighborhood character,supportive of adjacent commercial and/or mixed use development,promotes community identity and orientation,and creates the highest quality experience for pedestrians, cyclists,and transit users. 9. Incorporate principles of sustainability and energy conservation into all aspects of design, construction,renovation and long-term operation of new and existing development. • 10. Improve the current development review and approval system to provide clearer direction as to community design goals and encourage high-quality development. • 9 Land Use Policies • 1. The City will endeavor to accommodate private redevelopment in the Greater Southdale area, Grandview Heights and the West 77th St. corridor. 2. The City will study low-density mixed-use infill potential in neighborhood commercial districts compatible with density currently allowed in those areas. 3. Edina has evolved to a large degree into a community defined by roads.The City's roads should continue to evolve to act as connectors,rather than as barriers.The City will incorporate amenities and infrastructure into its public corridors to make them beautiful,efficient,multi- modal public spaces. 4. Building on current efforts,the City will seek options that allow for single family redevelopment that is sensitive to the community character and context of existing neighborhoods. 5. In reviewing development proposals,the City will examine how land use and transportation are integrated to ensure that new development and redevelopment expands non-motorized travel options. 6. The City will maintain the current open space and wetlands acreage and seek to expand it whenever possible. 7. The City will seek opportunities to increase the supply of affordable housing. 8. The City will grow and develop in a sustainable manner that will protect its high quality natural environment,promote energy efficiency and conservation of natural resources,and minimize the impacts of buildings on the environment over the lifetime of each building. 9. The City will revise its development review and approval process to provide clearer direction and guidance for achieving high-quality development that is compatible with its surroundings. • 10 S • Community Design Guidelines (from existing comprehensive plan) Citywide Movement Patterns and Public Spaces The design of the public realm,comprising the City's streets,parks,trails,paths and public spaces,should express community identity,encourage an interactive community social life,and foster a sense of welcome to visitors. Principles 1. Design public open and green linkages that bring both amenity and positive image to neighborhoods,corridors,and business precincts. 2. Design public streets to serve not only vehicles but also pedestrians,people with mobility aids, and bicycles,balancing the spatial needs of existing and future users within the right-of-way. Address both mobility and recreational needs and opportunities. 3. Create walkable streets that foster an active public life; streets that are energized by their proximity to a vibrant mix of activity-generating uses. 4. Preserve and make accessible natural areas and features as part of a comprehensive open space network. 5. Protect and improve the urban forest,including street trees and related landscaping,in order to provide shade and shelter for pedestrians and screening for parking and service uses. 6. Create and promote environments that make it safe and convenient for people to integrate physical activity into their daily routines. 7. Recognize and integrate Edina's historic landscape features,such as its stone walls and gateways, into the design and redesign of streets,paths and pedestrian ways. 8. Promote a clear hierarchy of street types of distinctive and differentiated character that are • defined by landscape and pedestrian amenities as well as adjacent buildings. 9. Within larger redevelopment sites,promote a fine-grained and interconnected network of local streets and paths,encouraging pedestrian circulation and providing a choice of access points. 10. Within corridors served by existing or planned transit,orient buildings toward sidewalks and paths that lead to mixed use destinations and transit stops. 11. Encourage design of building entrances that open up and link directly to sidewalks and pedestrian and bike paths. 12. Openspacewithin new development should be attractive,interesting,comfortable,and functional for pedestrians. Guidelines 1. Community Design Roadway Corridors.Identify and designate through design treatments specific City streets as primary thoroughfares,designed to connect activity centers while integrating green space and pedestrian/bicycle elements wherever feasible,including attractive lighting standards with appropriate lighting levels,to promote maximum use.The proposed community design roadway corridors shown in Figure 4.5 illustrate one potential approach to a citywide system of this type. Three major thoroughfare types are identified: • Primary Thoroughfare:This classification denotes a centrally-located street that serves multiple functions.In Figure 4.5,only France Avenue south of TH 62 is shown in this category.France Avenue is the central `spine' of the Greater Southdale district,including the hospital precinct,the Southdale shopping center, and the regional office and retail businesses that straddle France Avenue all the way to I-494.The evolution of France Avenue from its current automobile-dominated character to a more attractive and balanced design will also draw upon the"Guidelines:Medium-and High-Density Design (All Uses)"in this chapter. 11 • Residential Thoroughfares:Many of the City's major thoroughfares run through largely residential neighborhoods,including Vernon Avenue,Interlachen Boulevard and north France Avenue.Access points along some streets are limited, while others have many intersecting driveways.Mature trees, stone walls and gateways and other landscape elements give many of these streets an attractive character.Any improvements to these roads should be designed to maintain landscape character and improve bicycle and pedestrian facilities while continuing to limit the number of access points. • Business District Thoroughfares:This category includes streets that serve commercial and office centers and corridors.The design and character of these streets vary widely. Potential improvements should emphasize pedestrian amenities and landscape improvements,while consolidating access points to businesses. 2. A Planned Bicycle Circulation System.Plan and implement a city-wide system of on-street and off-street bike lanes and trails that link residents to key activity centers and regional trails. Specific recommendations for this system will be developed as part of the Bike Edina planning effort. 3. Open Space Transitions.Provide and protect green space as a transition between incompatible land uses,along major transportation corridors,and as buffers protecting waterways,trails and recreation facilities.Encourage the design of green space on private property to complement design of the public realm. 4. Open Space Networks.Use public and semi-public open space as a citywide network fostering activity and civic life.This system should include parks,trail corridors,informal greenways,the Minnehaha and Nine Mile Creek valleys, and local streets that complement major thoroughfares and may be better suited to pedestrian and bicycle circulation. • 5. Gateways.Identify and develop gateways to signify neighborhoods,thoroughfares and business districts.Gateway elements should include lighting, signage,street furniture and public art,in combination with buildings and other streetscape improvements.Many of these elements are already present in districts such as 50th and France,Eden Avenue/Grandview Square,and 70th and Cahill. Buildings,Site Design, and Interconnecting Spaces As a largely developed city,Edina's future growth will be built on infill and redevelopment sites and will need to fit in,respecting and improving the character of surrounding areas. On large sites,in redevelopment areas,and in other areas whose physical contexts are no longer appropriate,new planning contexts will need to be created to ensure that each new development in these areas adds up to more than the sum of its parts.The following principles,focused primarily on aesthetic issues,provide guidance when redevelopment occurs. Principles 1. Design buildings to provide human scale,interest and variety that will encourage and support a pedestrian-scaled streetscape,as expressed through building massing,façade articulation, materials and details. 2. Recognize that diverse architectural styles can be employed to achieve City-building goals. 3. Locate and orient buildings to fit with their existing and/or planned context by framing and complementing adjacent streets,parks and open spaces. 12 4. Locate and orient vehicle parking,vehicular access, service areas and utilities to minimize their visual impact on the property and on adjacent/surrounding properties,without compromising the safety and attractiveness of adjacent streets,parks,and open spaces. 5. Regulate scale,massing, and height to provide complementary transitions to adjacent sites and nearby neighborhoods and areas. Guidelines:Low-Density Design(Residential) 1. Control the scale and massing of infill housing to make it reasonably compatible with established residences.Recent zoning changes have addressed this issue.Future zoning changes should refer to and consider the Character Districts described earlier in this chapter.Other techniques that may be considered include: • a graduated scale,or floor area ratio that relates building size to lot size; • an impervious surface maximum to ensure that a reasonable percentage of each lot remains as green space,for aesthetics and stormwater management; • design standards that guide the stepping back of building mass and height from adjacent residential buildings and parks. 2. Building and garage placement.Many neighborhoods and individual blocks have an established pattern of building placement, spacing,landscape treatments,front yard setbacks and garage placement that combine to convey a particular neighborhood character.For example,most garages in the City's older traditional neighborhoods are detached and located within the rear yard.While new construction is likely to vary from this pattern, some limits on the degree of variation may be appropriate in areas such as historic districts.For example,the following guidelines should be considered: • The width of front-loaded garages is limited so that they occupy no more than a defined percentage of the front façade; • Driveway width at the curb is limited; • Front-loaded garages may be required to meet the same setback as the rest of the front façade. These and similar techniques could be considered as part of a `conservation overlay' option within the zoning code. 3. Integration of multi-unit housing into transitional areas.As mentioned under"Character Districts,Postwar Contemporary Housing,"duplexes were located along many major thoroughfares in Edina as a kind of buffer or transition to the adjacent single-family housing. Today this housing type is in need of updating or replacement in many locations,and high land and redevelopment costs create pressure for higher-density housing types.Townhouse complexes have been constructed in locations such as north France Avenue.The challenge is that in many locations the duplexes are only one lot deep,which makes it difficult to provide an adequate transition to single-family scale.The following guidelines broadly address the issue of integrating multi-unit housing into lower-density,primarily single-family neighborhood transitional areas. Single-family characteristics.Attached and multifamily housing should emulate single-family housing in its basic architectural elements—pitched roofs,articulated facades,visible entrances, porches or balconies.Taller buildings should step down to provide a height transition to existing adjacent residential buildings. Level of formality.Design the front and back facades with appropriate levels of formality.The front,as the more public side of the house,will receive the more formal treatment,with the main 13 entrance,porch or steps and landscaping,while trash/recycling storage,play equipment and outdoor storage should be located in the back. Semi-private transitional space.Adding a porch and providing adequate landscaping provide a sense of privacy for residents while allowing them to keep"eyes on the street."Provide opportunities for surveillance of shared outdoor areas such as streets,sidewalks and play areas from within the home. Parking to the rear.Where rear-loaded or detached garages predominate,parking spaces and garages should be located to the rear of the lot or interior of the block. If this is infeasible,garages should be recessed some distance behind the main façade of the house and surface parking should be placed within side yards to the extent feasible. Mechanical systems on all buildings should be positioned so they are not visible from the public view,unless they are an integral part of the architectural design(i.e.photovoltaic roof tiles).Solar panels, satellite dishes and air conditioning systems should be positioned to the back or side yard of the house,or screened by plantings or low walls. Garages and outbuildings should be designed in character with the primary residence on the site.When placed on an alley or lane,the design should contain windows that provide a view to the lane,for additional security.When attached,the garage elevation should not dominate the street elevation of the primary residence. Guidelines:Medium-and High-Density Design(All Uses) 1. A Pedestrian-Friendly Environment.Improving the auto-oriented design pattern discussed above under"Issues"will call for guidelines that change the relationship between parking, 111111 pedestrian movement and building placement. Landscaping.Provide visual screening and privacy to buffer cars from people,provide visual relief and allow stormwater infiltration in parking lots.Permeable hardscape,where appropriate, is preferred over blacktop or traditional paving.Vertical"living walls"(trellis,vine-covered fences)are preferable to materials that absorb and reflect heat. Parking.Evaluate current parking standards in order to encourage shared parking and minimize the visual impact of surface parking. • Encourage or require placement of surface parking to the rear or side of buildings,rather than between buildings and the street. • Landscaping is essential to screen parking areas,buffer adjacent residential uses and create a pedestrian-friendly environment along streets. • Design surface parking to maximize stormwater infiltration and allow for groundwater recharge,using infiltration swales,pervious pavement or similar techniques. • Where vehicle parking requirements exist,implement minimum bicycle parking standards as well. • Design parking lots or structures so they can be shared by more than one building on the site or by buildings on neighboring sites. • Enhance the appearance of parking ramps by designing the structure with the possibility of the addition of liner buildings when development opportunities are ripe. • Use striping,curbs and landscape treatments,centralized walkway medians and islands, and textured paving to clearly define walking spaces within parking areas and adjacent to vehicular circulation. 14 • • • Use raised crossings,speed humps,and speed tables to discourage high traffic speeds in parking lots where pedestrian volumes are high. • Locate and screen service and loading areas to minimize their visibility from public streets and adjacent residential areas. 2. Create Successful Mixed Use Development.As described in the Land Use Plan section of this chapter,many of Edina's commercial,office and industrial districts are evolving towards a greater degree of mixed use.The land use plan encourages this evolution by defining land use categories that encourage combinations of compatible uses. Mixed use development allows for a savings in time and convenience for residents who choose to live in closer proximity to where they work and shop.Community interest is served by this type of development,as the city is able to integrate additional residences and businesses more efficiently within existing city infrastructure.Pedestrian amenities and proximity of uses encourage more trips to be made by foot or bike,reducing the increase of congestion that can otherwise result from conventional development of separated land uses. The City of Edina has several examples of successful mixed-use developments,most notably the 100-acre Centennial Lakes area and the 24-acre Edinborough project.Centennial Lakes includes office space,medical facilities,entertainment,retail,public open space and housing.Although the development levels are moderate to high,there are many pedestrian connections on the site and the park acts as a transition between the commercial and residential uses.The central feature of the project is the 24-acre park which includes a 10-acre lake that functions as a storm water retention facility.Surrounding the park are pedestrian pathways,a bent grass putting course,a performing arts pavilion,and the Park Centrum,which is an indoor gathering space for community events.Edinborough includes condominiums and senior housing apartments.The development also includes offices and a hotel.The highlight of the project is a one-acre indoor public park situated between offices and residential buildings.Edinborough is linked with the Centennial Lakes project by a network of pedestrian greenways. The following guidelines are directed toward creating successful mixed use environments. (Also see the citywide standards for movement patterns,public spaces and built form earlier in this section) Building Placement and Design.Where appropriate,building facades should form a consistent street wall that helps to define the street and enhance the pedestrian environment.On existing auto-oriented development sites,encourage placement of liner buildings close to the street to encourage pedestrian movement. • Locate prominent buildings to visually define corners and screen parking lots. • Locate building entries and storefronts to face the primary street,in addition to any entries oriented towards parking areas. • Encourage storefront design of mixed-use buildings at ground floor level,with windows and doors along at least 50%of the front facade. Movement Patterns. • Provide sidewalks along primary streets and connections to adjacent neighborhoods along secondary streets or walkways. • Limit driveway access from primary streets while encouraging access from secondary streets. • Encourage enhanced transit stops,including shelters,shade and seating where feasible. • 15 • Provide pedestrian amenities, such as wide sidewalks,street trees,pedestrian-scale • lighting,and street furnishings(benches,trash receptacles,etc). Appropriate Parking Standards.Mixed use developments often produce an internal capture rate.This refers to residents and workers who obtain goods and services from within the development without making additional vehicle trips.Parking ratios for mixed use development should reflect the internal capture rate and the shared parking opportunities this type of development offers. 3. Improve Connectivity in Large-scale Superblock Development. Internal and external connectivity.As part of redevelopment or expansion of large-scale sites, reintroduce an internal local street and pathway network that connects through the site and to suitable entry points at the perimeter.The goal is to encourage pedestrians to reach the site and drivers upon arriving to continue all further movement by foot.As a result,the capacity of internal roads can be reduced and more area devoted to amenities,providing still more incentives to walk.Bicycle facilities should allow residents in surrounding neighborhoods to bike safely to the site.Transit stops should be provided in visible and central locations. "Edge"or transitional uses.Moderately sized liner buildings should be encouraged to soften the edge of large-scale superblock development.Medium-density housing types such as townhouses combined with structured parking may also be an appropriate transitional use. 4. Provide appropriate transitions between land uses.Rather than discouraging movement between adjacent land uses with berms and fences,focus on creating elegant and attractive transitions between adjacent uses.Transitional areas include well-landscaped pedestrian walkways, seating areas,arcades,and other spaces that encourage public use,rather than 411 separation. 5. Buildings Frame the Street.Building placement and heights can serve to define the streetscape and visually reduce the apparent width of the street.Generally speaking, wider streets can accommodate taller buildings subject to the height limitations described elsewhere in this Chapter. 6. Facade Articulation.Primary facades should be designed with a well-defined base,middle and top,providing visual interest at ground level. Building entries and access points should be clearly visible from the primary street.Long building facades should be divided into smaller increments using contrasting materials,textures,detailing, setbacks or similar techniques. 7. Transparency and Natural Surveillance.Building forms and facades should provide an awareness of the activity within the buildings through frequent doors and windows oriented toward public streets and open space. 8. Variety of Building Forms.Encourage an integrated mix of building types,heights and footprints within blocks,rather than single buildings or building groups. 9. Building Height Transitions.Taller buildings(generally four stories or higher)should step down to provide a height transition to surrounding residential buildings,including buildings across a street or pathway, and to avoid excessive shadowing of sidewalks,parks and public spaces. 16 • • 10. Building Heights.The question of building height is particularly significant in a largely developed community,where any new building has the potential to block views or cast shadows on established neighborhoods and land uses.The design guidelines above, as well as the recommended building heights in Figures 4.6A,4.6B,and 4.6C,provide general guidance for buildings that exceed the typical residential height of 2.5 stories: Edina already has many tall buildings,but not all of them provide the kind of transition outlined in Principle 9 above.Building height should be considered within the larger urban design context as illustrated in the photos below.Because of the limited number of locations where tall buildings can be sited,and the need for sensitivity to surrounding uses, the following Height Maps have been established for those parts of the city with potential for higher density development.The maps were developed to specify the following height measurements: • Podium Height:The"podium"is that part of the building that abuts the street,or that provides the required transition to residential neighborhoods,parks,and other sensitive uses. • Standard Height: This height measurement extends to the top of the building(building height is measured as specified in the Zoning Ordinance). • 17 Land Use Data Profile • Existing Land Use and Density Map XX shows the existing land uses in Edina. Over half of the land in the city(55%)is single family residential, with the next largest land area taken by parks(16%). Commercial,industrial, and higher density residential uses are clustered in discrete areas,typically in definitely nodes and districts,as well as along some major corridors. Table#—Existing Land Use Use Acres Percent Single Family Residential 4,492 55% Multiple Family Residential 626 8% Commercial 621 8% Industrial 381 5% Public/Semi Public 715 9% Parks and Recreation 1,292 16% Open Water 24 0% Vacant/Other 65 1% TOTAL 8,217 100% The housing and population densities follow a similar pattern—with almost all of the single family areas at less than five units per acre,with higher densities in multifamily and mixed use areas. The older411) neighborhoods along the eastern side of Edina are slightly higher density,reflecting smaller lots and a more compact style of housing. Edina's zoning ordinance provides finer-grained guidance for these areas,with seven residential districts, four commercial districts,two office districts,and various other specific districts. • 18 • e BOLTON 2040comprehensive Plan Existing Land Use C)& MENK April 2017 '.7-v.:67:::1 Real Peopie.Real Solutions. ,. .-- lir'Ailliatilig I 111_,..-J ' LosuTi 11ri1tI6muII1-wz1-L154"iaI l41° rIEA„1 I 1lY " IIII .„n.II m4l1i miimriumaVM -L-- ' i i MiiMI1111111iM .. I PA Fr . - _11 a 1,41 troll r , _Iiiinni i:•,...., i ' ,. '' IF , ___-- It:- 111111111 I 11111t_ 11111111 ' 1 . ..- 'kill 11111111 Ili Pim ' •••• "kin -.Mill ..,„441,04a. -jai ga ig lir irra.- ix.inumwl - "1_,,i 1 trilt , .v.,,i4,?ltior.ittili4tilm-4.tro.,.... .,..1. 1, yip, gp inkirs 0 doll 1st .,iniiiiii 1 MINNITON KM q. 1...i. wok ti7OWL 11 1inor diiiffi L tc..4), 4iig.H011:111 -4 111, liggillik i imilirillill _111.‘,.. %1 111.11,frill Iribli;1 11,111P-1 1111 . Jib 4114 0 itoradull I I - L ----7--a.,_I Hi. 1, 11 if ,„ AIN mili' II It Aim, pli, Al ,T ,, i- _.._ 1 •--"-- -I II Ali 1 - '11 i , 11111 11%14, '! MI- '. '.' + jog 11 il, llowa , ,,,......,%,.. til 46 , i_. ..,.,.,/__L_,.1 ire ... .dm 1 4, • Ts'i ---' .,..1t4 i --''''' Sam iiiT RICHFIELD 1 ---1.1 ______7-7 4.4.., if irn - ' .urr '... . ‘Is api . 111 kikill111111 :r 1 ,,, . . l'' I ' , if '----- • Clr '' zio,. :•,,,.. .,',.. . ...,;,.:4—'_ _ -.4ip, . b . I '---- ------ --_.rl.P --- - ----. ' --: ---". ‘‘ ,- -- pi '. Legend 0 I. i AIN Existing Land Use Iinatet Single Family Res10.11,1 us Ltaipi.F.*R.ki.nom ioloppm....04,111.4 :j 11111 ir sk iiiirli 1..con....d,, LOOMING i uN t f 'Industrisl t LA PublioSeml-Publie teal IRI.1.1 PT it:irili 1 1 ilir::::7"" r 1 1%,vir0 i do ill liii ................ • 19 • /•°""'•+ BOLTON (o � 1 2040 Comprehensive Plan Housing Units Per Acre(2010 Census) �� & MEN K )&1' Edina,Minnesota Aprll2017 ,� r:PecpI Real Solutims. I / nu 0 �1111111�� -- r 111E I A 1 11111 ��il it rv. 1.1, 0l111r'ia�111 'l� ■■■r - `o F J `ratAPIIPS 11111111111 _ 4��/�;i® 1mei i II i��• S PARKIr■ /111 i IL.... � V r.■■■■ �jlllll �111f1111111IM'� j '1q" �� si, �� i �� it t - - -di ;, \ Jf Ch1 v'. i i1r4iiiiIi 'ifiiN !j SIIli1U_g.Iii$1**IiIII'OIIiI,111 ir)n- 111 ■�� 1 1111 1 1 �� 7 F-' 111111111111111 . ' i \� , , L11/r+ i1 1111111I1111111f E1KA II ' * 11 111111111!pari1 -Lai ,, ima�` ;, � 1�� ..41,41lITI. urn impli 11 �r g;►1 a�ffuu, I�IIIIIIIIIIlm 111 • ` .,.,,iiiin. _Lis %kw: e.7_11.1011 .,414ititcli--0 maw 'mu ..1 "1491111"!Il111 �`i.` RICHFIEL'DldiallIttr.,- I um ' '111 ��G;-� WILIMIFIIIII1kii '�' 111i -� Ir ;��„ �f 14 PRAIRIE €� *iiWF !' M 11r 1111111`a-~111111 i 1111. ' r jir iy r 4,_ 100 _—I '_— - \:-.1--.' .atr► 494�,:- --- ' Ill 6 lit- 1 ;�=' i• -�� !ILEI _� V�. P"IlliNta �� ill Legend �� 1. i(=Small/yeas e ii 111111,01MN.1114 � a ia I I No housing units 1 � 1!! ,g� �i, et11.�'I I I I Low Density(1-5) �r1 ` I 6;�'..�`J Medium Density(5-12) �IIIIIIIIIIII.High Density(12-30-9 � so lip fill 0 0.5E MPMiles a- AIII r • 20 • , - ""\l,„. cl•QC71111Vio 2040 Comprehensive Plan r nee Ey 6.? Edina,Minnesota Population Per Square Mile(2010 Census) 0 PiLal People Real Solutions ICALETONNK 1 __1_p_ -; .----0.,- s • 11 - a ......,...,• ,..,.., 4•‘ i a lan I ''' 4' , •I'' ..VMI ."•': --.410..'— r ‘ ST. i ' -' i' ....ww•-- 7 4 LOUIS - ,i : • L'• -as i'i..4101. . .. . .1 • I -.... , • 't Li Z' i - a 1 illitrp,Liy4s i- a iaE... • / 4J4,-----'11. , ' --- 4...;,--- . I •-.../ ' ,,. ,. .. _. . . Li MINNEAPOLIS oII I 1111 -- , , - 11 IN 4.. ' Mil d'''*.• , " i e*0 el . . eee 4 1, • I FR' i I a .',„, ._.. .41 ,. , pP A ,0, . , '_,.,, I S.' - I ',,, : ''' • ' K1' ,-'leli't ;„.* ii ass ma m ft , , •,i ., --\\E ''. .i-,,ET0NKA1 ,iiii 0 , ) 46 ,,K '' -1 --- . 1 LA 62:Tr>, I • :Ili ,,-, :7=-- im. . .._ _ . EN di ,_ 4,. 1 1 -711, .... • 1 ' i . . 1 - , i 11 -‘ ,i,„4. ,, v J ,- 4.-__ ilpi ,. , Elm 7------ , , _. D ww) 1 , , __ WI _ , , ... _. ... 1 ',I ,'" ••`-7,'J''-.1., liff 1 6":::`,11'ai-j :„,-,_ , N 1.,......„...........JAI loo 1- i;!-,--"Alitillal _H/0.4d al ) 1 PPLIIIIIIIIIII ‘ le - ' ' •-• —II 'irikk,,,,rr4,,,, - .0,,,- , # ', "` AU _ All ti , _ 11 I. 1:‘: - r, Legend / '(15,:w, r,i- Ej Small Areas ::-.i'1' ' , I I No population ‘ t'' -i J Less than 2,000 ,_ '-iii sLo,o!nii+c791.24,L t EN 2.000-5.000 i IN 5,000-10,000 „ , -f.ik IIIIII.More than 10,000 I . io , 0 0 5 S MMINC:=Mlles 050,M.,LWOT 0 2] • •�""''� BOLTON IT)B' 2040 Comprehensive Plan Market Value Per Acre f( U 231--km K "r,IN Epp Edina,Minnesota April2017 r� Real People.Reil Solutions. TTiTK .!JF'! jft --,---F--erc---i.-ti al ,1.. . HOPKINS 1I 1 i MI 1 a.' ,.t I P- . t MINNEAPOLIS ? hiarat f , y 1 i 1111 ' �'` ` 11111111 f t " - Baa I 't _` '_ Z: P " J f 1 111 ,,' , -fillar-, 4 L �° ? „ • ! 111 1 t ,41� at ' ii �1 v 4 �� a � -a,,,,i 'fib �y € �: f r.tto Ili._::::-.'"—::?i,;11-;.:�'" ;.MINNETONKA; R �' fi I 11'q , ! tr: .... ,, ,, ,. ,,, _ i 1 . . . .. ....... ill -� - '�� EDEN PRAIRIE • • 'll .: _ (/ 100 - i t494._Legend C .. Small Areas � .) --1_,,,,d, ' \ if t tJ l j L 5 Less than 550,000 ��I �L • $50,000-$100,000 `�Y' .5100.000-5500.000LOOh1INGTON ! IA 5500 00041,000,000liNE $1:.ti � 51,000,000-53,000,000 _ � More than 53,000,000 .r. t•- : 0.5 --, P^-'__, �JMilesiYi _ ,- a. 161 a _i i 24 0 0 2040 Comprehensive Plan ®BOLTON Land Value to Total Value Ratio Edina,Minnesota Apd12017 &MEN K R.al People.RealSolutAan ash �/ 1 - ' .2A �,�`'1� f ��It �� 1111 illi 1:2H-OP,KINS I PARK1111 11 LCSItril; �� 00dmi 1„.11_,,. �� ~V`I° f 11111111 111 1111 "111! 111111 �lid ► !1; J1,, w� . y. It Ls Q 13 iv.) 1 'ci-r� �,1 � is " ,.t"iZ . :yl ..I �-�-~ ";� Hi -- MINNEAPOLI 11.4, t �^ 4 rf � 5 1 X ;� �_ i/ friT1 ii n a , •4_ a • , 1 1111 -�` ' _ /A R`=� 1;ip i- 1111111 1111 :fa, jr,-)...rar - -17—siki,FL/ii:i N. ',, „ ',:,11,-...-Lj,7 '..'---%•'• . i ‘` iii;;;I:..if,- 1 i ''----ri .\..i. -- --1,-,_. r 1 -,-,„J.-ir L'A. . -+�1� , TMJ--.---‘ w ' r- '- p-- -, ; ...„,- )-v- ..f- t,-Li- MINNETONKA t (-- ' '� V".- ! I [ '„WeL°Jt 17, �. j`�y.+...� J. . , r: , ' is L: 1 . ,; y 1 __.., ,,__„, _MU. III : __ _ . .1[___,\_.4)-\-- ' 01..,....-.:.:A.JS----. ! ' .1,c,-;--,' ,:----.l'''.1 :j 1 ;) ' . 1 )tIrriAt ----------°Ar---L.-,---- 'i,i i 1'i ji 4-1:14._•..._:._-1 Ir.! _J *,NI ,t ri 1 *I's ?t,4 't....":41 ( , d.. r'''Lr '' ‘i5.:1, '1111 1.1).' 'A. I �- i- .-ate . . �. ---. ii ii t _ I gM.,_t . ._.>,,� I. d f tiii . ; . `r .y t•.�, �.- l >« D1 4 �p„.YE.. �y,r ',y�Aa� t „ � 91r� r�`_.�ICNFIELD -----__ _ EDEN IL ,,�'"" R-: r J. ' PRAIRIE ' '(t:, Ii,. i.I i �� l . ',....::,,•,,,,,tt J L r 1 -1 i ;oo.:._,e01.4: 10M 494 Legend 8 :: Small Meas _ �� Less than 0.1 J� Mille i` 0.7 to 03 LOON/ ISJIPbIIL ®0.3100.5 .,.��More Man 0.5 0 0.5 _ �Miies Aikilliewa MI m1111 rs.r v+nc'+1 Mil usm:a twc07 • 25 Building Age and Condition • Map XX shows the age of the buildings in Edina.This reveals a distinct pattern of concentric rings, starting with the oldest portion of the city in the northeast corner that was largely constructed before 1920, and spreading outwards over the decades.The majority of the city was built out for the most part by 1980, with the exception of some pockets of newer development around the edges and at key locations. It's notable that there is also a sprinkling of newer housing in some of the oldest neighborhoods.This reflects new construction,either on infill sites or replacement of existing housing stock.Building permit data shows this has continued in recent years at a moderate pace. Map XX shows the condition of buildings in Edina.This is collected on a multi-year cycle by the City of Edina. Since not every building is surveyed every year,it may not be completely up-to-date for any given structure.Nonetheless,it does give a reasonably good picture of overall conditions. For the most part,buildings in the city are in average-to-good condition, with just a few scattered exceptions.As with other patterns,the oldest and most historic areas stand out as exceptional—though there are many very well maintained properties throughout. 26 • . �•�`"'• ° BOLTON Fo T 2040 Comprehensive Plan Building Year Built ‘C...11& M E NK r J Edina,Minnesota April 2017 fk ',c;�! +I People.Real Solutluns. Pi; I !rill0k,ittgi aiirilII— 111111 III 7001110P.' � - - VIII I _. � � 111111 I rFi a11M ::i1f1Jbir:*IIiiii Lows., ,■■11 llll � _ y-,--i ,,,,-.nimaiiiii �'.." � , {Z" a "�# +..I .,- 1 i` 1, �'. , + 11, 1 •,EiNi=ttilliTi::d _ ��- r rF� �,.t�� -� , +�,�` �x f �_; � 111 J . , _�' 8 1,.., 1 ,il ' 1 . III�1111 ' —z �' � fL . III r �, � 0`"r' �.. 11 ■_- 1. r k� 1IIID - • MINNETONKA ■ A 9.. is ■ ' ' ..r _ '1#:-J.' I_�i I .• ■ 1 ',.m 1HI\ ; ii x1 ■ • / sivg\----------____ -.,,, API LIT :16'1 .-_. ' - I -- hi i4diatilio it ":. Al -i , r L .rs -- . • - a- �' %` � 1 ill • :t�% • 1 11 i, y 0 ■ , {_^. ��_ RICHFIELD EDEN, ■ �,� ■ j j I ■ PRAIRIE y 1■ ' �+O� • !IIN — .. I I : .t, ... .Aff. 1 " -_= - _ 100 —" — — r-i 494 \_..� . E ,�j Legend ® � - �-- C=ISmallAreas No building FON= �� 11J Ti Before 194011110 ` x. ; 1941-1960 LOTpi., ONIII ®1961-1980 '�ul�ia l rag -1981-2000 di -Alter 2000 Ilf rat 01 0 0.5 ler yg Miles �� E A+a'CyNpM,McR)!+OIary KCa+xa MNi IN ��rlilMsar.. • 27 ..0,wy i o`FIO r�) 2040 Comprehensive Plan Building Condition �� &M ENK `j1®�� Edina,Minnesota April 2017 ,� Real People.Red!Solutions. , ',.-7___ •-,—_d_---i\„\--%--- ,---' -i----. 169 ] 1 ili ' ,-4J�/ s I ~,r ST:' too-- 1 ''. i i LOUIS eo rl el I fat. ....., „,.... r` , ° 1 ,,:-_-01.A.,,°- _ ' i . ., sIP ` -1s..- .se.0a ""r N:_ , NEAP e'4 i 1 -` rfi-as p ♦ , "+0 L �" :43 4. rilik%2,74 n MIN OLIS ::!.,.- l -9, .7-,IsItt''' '17/ �' -r 4a 44 10�a s-1 d l�I - E ' P �r a .7' , , -*'" i ww_ [ i,,,e, ,4 „,t.,,,,,,,..„„ 0.: .,, , Lf4E 1 IN .910s-.01 % .'4,--- lei t f l 14 g�� l 4 A1r 'kl 1, •'-..■a.� 4 P. e[ ;AI s] ,k-tITFF° 1, 'o ""6..-,. 6. ' jr-t'-". i 9 r' r/ s iIIR"' „y.S`_ a�...8, - , , e -. 111 ', ,, d t ;, • �s 4 o, t .I� b@_'' e 7;11 r 'rya`f't'p p `'- " INNETONK i'}da "..;,.a� � I � rte `� a(�:it-VV11�III erl ;sem,.ngt RI EN El r, illi r r U s s F I .-a u'y °� 3<��'d �' l" I Ri dm S 1 _� ( S 34f �' ai +aa t „j a �rn- ; . d =e a'� fj LI (� rf.'-, ,, - - -- - 4 d'W-1"--71--fr-41_30-4 -;--4- 0 t i� "'j61:31-.,~. am._2 v3i4t, 'i '-\ r ._ , q I t yis -y ,,,./„3. -,,. aJ--4 r_i f Ji, It 111 �, `I3e�C�v�' a17 �- - 1fE ifit .V° ,o-; `FBF 'I.: I hi!ifi r`.. 1!y 3-i67.---1 - -------r. i ,,.]� . -0r� � -=` I i C and +. j ___J:\ fit 7',) 1,5 Y... it, i,121' .u'.:., r --- ° t' .sn a t I' �tHF r$'t Lai�.. d i+¢¢�fid` I Bila 7'i' I �•. Iti i. I:wi.RICHFIELD EDEN,,- t r. ; lir i t�1 illi iF IbLrza Dc-- ,,f--\ '67L t t RAIRIE °- ,r-FT ,: 31 S3 J( 11 t1 w �I' � :.aha � r� -e,',. •' ai.1�� --�� I� i F1... 1 _ rF ? t ; . r ,, FT ' ( i J 1: r �A ^_�_ �` 1. 494 �._ oLegend e i ! ` 1,p I=1SmallAreas r -Excellent � � L f 1 . 11i EIEM Good LO SON i MI Fair4imtara , d_ -Substandard - i 0 0I Mlles (t C`' { f� �� $ aseeYmessw.newp+aY rrsa,ra nnror )/1+ 1 +M IA •28 • Input from Vision Edina 2015 and the Big Ideas Workshop In their roles as bodies focused on the city's future growth and development,the Planning Commission and the city's commissions have a part to play in the investigation,discussion and development of policies that will be included in the small area plans and the comprehensive plan. Work completed in 2015 in Vision Edina affirmed the importance of`place.' The notion of vibrant, diverse,and ecologically sustainable places was reaffirmed in the BIG IDEAS workshop in May 2016 where community members ranked the following as top priority, strategic focus areas: • Environmental Stewardship • Transportation Options • Education Focus • Commercial Development Mix • Residential Development Mix • Regional Leadership • Population Mix • Live and Work Policies addressed by the Planning Commission for inclusion in the comprehensive plan should fall under these broad headings. Additionally important is the position taken by the Planning Commission that none of these strategic focus areas exists in a vacuum. Instead,each is interrelated with others, and in order to truly become the • exceptional community Planning Commissioners want Edina to be,policies guiding the city's future should,where appropriate and feasible,be holistic and include input and ideas from a broad base of knowledge,interests,and expertise. A timeline/schedule for the policy development work is outlined below and on the following page. 1. September: Determine which of the city's commissions(and other municipal entities)ie suited to lead the investigation,discussion,and development of policies for each of the identified focus areas. 29 Strategic Focus Area City Commissions and Institutions • Environmental Stewardship .i Energy and Environment Commission Transportation Options *4ini ■ Transportation Commission Arts and Culture Commission Heritage Preservation Commission Education Focusmmomlipp• Student Commission Parks and Recreation Commission Community Health Commission Commercial Development Mix . nrrrrr■rr- Planning Commission Economic Development Residential Development Mix ' ' Planning Commission Transportation Commission Regional Leadership I► All Commissions and Institutions Human Rights Commission Population Mixt` Race and Equity Services Working Group Live and Work „. 0. Planning Commission • Transportation Commission 2. September: Planning Commissioners engage staff liaisons in a discussion about the need to implement a process where the city's commissions work together,across disciplines,to develop holistic policies for inclusion in the comprehensive plan. The mission and goal statements of each commission are distributed to others to ensure cross-discipline understanding of each commissions focus and interests. 3. September: Planning Commission develops a framework for distribution to the city's commissions and institutions. The framework is built on the matrix that was developed for the Boards and Commissions Workshop, held in April 2017. Each commission and institution completes the framework,listing its own policy focus including future,concept-level policies for inclusion in the comprehensive plan and additional conceptual policies where there is overlap with other commissions and institutions. 4. September: The completed framework is submitted to the Planning Commission for review and analysis. The analysis will identify areas of overlap,determine where cross discipline integration is feasible and help determine which Planning Commissioner is best suited to take major responsibility for a particular policy's refinement and development. 30 • • 5. October—December: Planning Commissioners,working with their commissions(and others where there are integrated policies),conduct research on concept policies to gather facts,review experiences from other communities,review precedents,hold discussions,and parse language. Refine concept-level policies and produce draft policies. 6. January: Draft policies are presented to the Planning Commission for approval. Members of the city's commissions and institutions participate in the presentations. Once approved,the policies are further refined for inclusion in the comprehensive plan. • 31 c Cr) o C °a acoE F- L'. .` v F C S v C w C 05 rs rs C6 C.) CC tn • = N O E m V m Z a H . • W � Ce L./ `c s w gE " • E u C 03 E bC d C •5 w W = c E N_ C p C w > E G V 07S E < .• � v E C a 0 0 o C w rs O •N_ CJ £ qj f3 C E �+ Q V W Y a. 9 G c rs V Q O 0� 0J C C W � C 06 C U E C y, 7 00 C C 04 E h0E 2 CS N !J N c rs � c c u E ° C C rs E ✓ 0 A '' rs Q` w a w v x S a c H a i Parks, Open Space, and Natural Resources Information Packet Edina Comprehensive Plan Task Force August 2017 • • • Parks, Open Space, and Natural Resources: Trends and Challenges National Standards: The National Park and Recreation Association(NRPA)periodically publishes "Park and Open Space Standards and Guidelines"for municipal park and recreation agencies to assist in comprehensive planning.The NRPA suggests that the"national standards"be used only as a benchmark guideline because each community has its own unique profile in regards to demographics,total acreage,terrain, climate and a host of other affecting factors.Nonetheless,Edina currently exceeds the national standard guideline for acres per 1,000 residents. The NRPA.suggests a national standards guideline of 25 acres per 1,000 residents.This standard would include all local,County,and State-owned property within the community.Edina has no county, state or federal parklands. The City's 1,565 total park and open space acreage computes to 32 acres per 1,000 residents(based on the 2010 census population of 47,941). The NRPA also suggests that each community should devote 10% of the total area of a city to park and open space.Edina has a total of 10,240 acres of which 1,565 acres are park and open space. Thus, 15.3%of Edina's land area is currently devoted to park and open apace. Regional Parks: All 1,565 acres of park land and open space are owned and maintained by the City. There are however regional public parks and facilities in the Twin Cities area that serve Edina residents.For example,Three Rivers Park District owns and maintains regional parks, such as Bryant Lake Regional Park in Eden Prairie,Hyland Lake Park Reserve in Bloomington and 16 other regional parks within the Three Rivers • Park District. These regional parks offer a variety of recreation opportunities, some of which are not available in Edina but are within a reasonable driving distance.For example,Three Rivers Park District parks offer snowmobiling,horseback riding,boating,archery,camping,canoeing,downhill skiing,nature centers and historic farm facilities.As we plan for development of future park facilities,it will be important to be mindful of existing public park and recreation facilities throughout the Twin Cities area so as not to unnecessarily duplicate services. To the north,the Minneapolis Park Board offers miles of trails for walking,running and biking around its chain of lakes and the Grand Round trail system.As stated later in this Chapter,it is the goal to make trail connections to give Edina residents access to the Minneapolis Park Board's Grand Rounds trail system and the Three Rivers Park District's Cedar Lake LRT Regional Trail. The 2030 Regional Parks Policy Plan adopted by the Metropolitan Council in June 2005 is the metropolitan system plan for regional recreation open space.The 2030 Regional Parks Policy Plan does not involve acquisition or development of any land for park purposes in Edina with the exception of the two following regional trails: • South Hennepin Regional Trail-West • Nine Mile Creek Regional Trail 3 • • City Parks: A Mini park is characterized by a size of approximately 2 acres or less and is designed to serve primarily the needs of pre-school age children,although it may provide facilities designed to serve the recreation needs of other age groups. Edina's Mini-Parks typically do not have scheduled athletic facilities.Mini parks are typically used to address limited or isolated recreational needs. Service Area- IA Square Mile. Park Address 5.iat Ouadrant Birchcrest 6016 Hansen Rd. 1.61 Acres NW Browndale 4510 Browndale Ave. .82 Acre NE Chowen 5700 Chowen Ave. .93 Acre NE Grandview Square 5213 Grandview Square .60 Acre NW Kojetin 4201 W.44tH Street 2.69 Acres NE Lake Edina 4400 Parklawn Ave. 3.10 Acres SE McGuire W.69tH&McGuire Rd. 2.00 Acres SW Melody Lake 5501 Melody Lake Dr. 4.18 Acres NW Sherwood Sherwood Rd. &Edenmoor 1.53 Acres NW St.Johns W.60th&St.Johns Ave. .94 Acre NE Tingdale W.59th&Tingdale Ave. .67 Acre NW York Park 5448 York Ave. 2.05 Acres NE Neighborhood Parks-12 Parks- 112.85 Acres Neighborhood parks are designed to serve primarily the needs of children six to fourteen years of age. • Tennis courts,softball diamonds,basketball and ice skating facilities are commonly provided in neighborhood parks. Some of Edina's neighborhood parks have one or more scheduled athletic facilities, such as outdoor hockey rinks and/or fields for soccer,football,baseball and softball.Neighborhood parks typically range in size from approximately two acres to twenty acres.Service Area= 1 Square Mile. 2.211 Address Szt Ouadrant Alden 6750 Belmore Lane 5.12 Acres NW Arden — 5230 Minnehaha-Blvd: - 17.75 Acres NE Cornelia School 7124 Cornelia Drive 10.75 Acres SE Countryside 6240 Tracy Ave. 9.01 Acres NW Fox Meadow Blake Rd. &Fox Meadow Ln. 3.84 Acres NW Heights 5520 W.66tH Street 4.00 Acres SW Normandale 6501 Warren Ave. 10.06 Acres SW Strachauer 6200 Beard Ave. 4.50 Acres NE Utley 50tH&Wooddale Ave. 5.73 Acres NE Wooddale W.50m&Wooddale Ave. 4.70 Acres NE Yorktown W.73ra&York Ave. 3.42 Acres SE Todd Park 4429 Vandervork Ave. 33.97 Acres NW Community Playfields– 8 Parks- 253.68 Acres Community playfields typically range in size from approximately 20 to 60 acres.These parks are designed to provide facilities for diverse recreational activities for young people and adults, although a section is also typically set aside for smaller neighborhood children.All of Edina's Community Playfields have one or more scheduled athletic facilities, such as outdoor hockey rinks and fields for soccer,football, baseball and softball. Service area-9-16 square miles. 111 5 OTHER MAINTAINED GRASS AREAS • Plazas,Triangles,and circles 5.00 Storm Water and Drainage Areas 60.00 Parklands and Natural Resource Areas 1,565.94 Total Parks,Natural Resource&Other Areas 1,630.94 Parkland and Natural Resource Areas Acreage Summary The following are parkland acreage totals per park classification: #OF TOTAL COMPONENT CHARACTER SVC AREA PARKS ACREAGE Natural Resource Areas Vary in size Varies 19 352.13 Mini-Parks Less than 2 acres 1/a sq.mi. 12 21.12 Neighborhood Parks Serve children 1 sq.mi. 11 78.88 ages 6-14 Community Serve recreational 9-16 sq.mi. 9 287.65 Playfields needs of young people and adults Community Large parks in excess 4-16 sq.mi. 4 549.05 • Parks 100 acres. Serve pre- school -adult active and passive recreational pursuits Special Purpose Provide a special City Wide 7 277.11 Parks form of recreation Total Parkland&Natural Resource Areas 62 1,565.94 Community Attitude and Interest Citizen Survey("Needs Assessment Survey") The City has a very comprehensive and continually progressive park system that serves the leisure needs of residents of all ages and abilities. A Community Attitude&Interest Citizen Survey(herein referred to as the"Needs Assessment Survey")was conducted in 2006.The Needs Assessment Survey was mailed to a random sample of 3,000 households in the City in September 2006. 865 surveys were completed and returned by the deadline.91 percent of respondents indicated that they had visited an Edina park during the past year.97 percent rated the level of maintenance as either excellent or good.The facilities used by the highest percentage of respondent households were Centennial Lakes Park,Edinborough Park, Braemar Golf Course,Bredesen Park walking or biking trail, and the Edina Aquatic Center. 7 • • Environmental Trends: • Disappearing resources—significant open spaces and natural habitats,original landscapes, wetlands and natural drainages, ancient forests,water and energy resources,remnant landscapes. • Reduction of pollution and waste;recycling. • Environmentally sensitive lifestyles—low impact,non-consumptive use(walking,bicycling)and increased aesthetic appreciation. • More environmentally sound practices and habits—reduced and modified use of pesticides and herbicides. • NIMBY and no growth attitudes—"not in my back yard"resistance to change,growth, development. • Natural areas management—maintaining and reclaiming natural values and open spaces. • The Greenhouse effect—may disrupt some regional economies within 10-20 years. • Federal water quality mandates—natural drainage systems become more important as urban waterways and wetlands are protected. Social Trends: • Increased crime and violence—domestic violence,gangs,violence in schools and other public places,drugs,vandalism,racial tension. • Increased numbers of children at risk—child abuse and neglect,teen pregnancies,suicides,family instability,loneliness,alienation,rebelliousness, substance abuse. • Change-related stress—economic, social and technological change continues in 21st Century,at rates creating stress. • People empowerment—opportunities for building community and social bonding,neighborhood watch,community policing. • Citizen participation—involvement of"stakeholders"in public planning and decision-making; planning with,not for people. • Social service networking—organizing community resources to attack complex social problems. • Increasing concerns for personal and family safety. • Major public health issue—continuing AIDS epidemic, STDs,etc. • Increased importance of wellness activities. !_ Desire to preserve and maintain cultural heritages. • Volunteerism—making more effective and efficient use of volunteers Economic Trends: • Reduced discretionary or leisure spending. • Increasing public costs—associated with health, social services,environmental protection and clean-up,aging infrastructure. • Increasing labor and energy costs—consuming higher percent of budgets. • Tax limitation measures—reduction in and/or caps on revenue traditionally used to support public programs(education,recreation,etc.). • Increase in national poverty rate. • Leisure services provided by multiple providers—private and non-private sectors. • More partnerships—doing more with less in conjunction with others. • Recognition of economic value of parks,open spaces,and amenities in infrastructure. Technological Trends: • Technological change—rapid pace will continue. • Easing of the effects of aging. • Advances in information technology—making products,services and information more 1111 9 • Prevention recreation—recreation,parks and open spaces as antidote for social problems. • Joint use of utilities for linear connectors,pathways and bikeways. • Collaboration among providers—partnering and cooperation between public,private and nonprofit sectors in leisure delivery,especially social service agencies. • Pressure to increase capacity and infrastructure of existing parks and facilities;concern for adequate maintenance. • 11 • • 010 5. As population density increases(commercial and/or residential), secure additional property as needed for park land and/or open space to serve that population.Every effort will be made to create additional trails and greenways to connect these new park lands and open spaces to existing trails, greenways and other existing parks. 6. When seeking additional park land and/or open space to accommodate increased population density,explore and consider all opportunities and options available to acquire additional park land and/or open space.For example,the City will entertain the options of easements,joint uses, purchases,partnerships,leases and donations to acquire and develop additional park lands and/or open space. 7. Consider the purchase of additional potential park and/or open space acreage if and when future opportunities arise. However,each opportunity will be judged on its individual merit and value to the total Edina Park Systems. Special consideration will be given to parcels which are currently owned by a public or quasi-public entity other than the City of Edina,or privately owned,and currently serve in a open space or parkland capacity. 8. When considering land dedication or cash in lieu of land in the future,strongly consider"the Platting Ordinance Guidelines",which applies to Edina Ordinance No.810.More commonly known as Edina's Park Developers Fund,this is not anticipated to be a significant source of funding in the future for park development,acquisition or renovation simply because Edina is essentially fully developed. 9. Consider the creation of a"Redeveloper's Fund,"to create a source of funding for park development,acquisition,or renovation from the redevelopment of land to new uses and/or to higher densities Natural Resources Conservation and Management SBackground Over the past decade,residents of the Twin Cities metropolitan area and nation-wide have shown an increased interest in the preservation and restoration of open space and unique natural areas.Consistent with national trends,Edina residents have voiced a strong interest in the protection and restoration of Edina's natural resources.The community wants to examine ways to better restore native landscaping and maintain native vegetative buffers along the riparian corridors of Minnehaha Creek and Nine-Mile - — - --Creek,and the small lakes in Edina,to maintain and improve water quality,and to provide more and higher quality habitat for birds and wildlife. Goals 1. Establish a scientifically-based Natural Resources Conservation and Management Plan to identify,, restore and/or protect natural resources and native wildlife habitat.The primary reason to restore and/or protect natural resources is to sustain their ecological integrity and functions and protect the health and safety of the public.Natural resource areas shall include prairies,woods and wetlands. The Water Resources Management Plan is addressed under the Water Resources section of this Comprehensive Plan. 2. Ensure that Edina's development regulations include provisions for protection of the shorelands of those sections of Minnehaha Creek and Nine-Mile Creek within Edina,and for the shorelands of the lakes within Edina. 3. Identify a master landscape plantings plan for all Edina parks,which is the final phase of park development that has yet to be completed. 4. Conserve,and replace as necessary,Edina's urban forest to ensure the long-term vitality and viability of this integral part of Edina's overall identity and attractiveness. 1110 13 3. Continue to improve shoreline fishing opportunities for thepublic. Policies 1. The City of Edina will continue to work with the Minnesota Department of Natural Resources to maintain a healthy herd of 40 to 60 deer(or as otherwise directed by the Minnesota DNR)within the City of Edina.Professional contractors or trained City staff will be used to assist with deer control and the City will continue to support aerial deer count surveys during the winter months to assess the size of the City's deer herd. 2. The City of Edina plans to continue to control geese populations in targeted park settings where their presence can create a threat to public health and/or an unacceptable public nuisance.As a federally protected migratory waterfowl,geese are difficult to control in an urban setting.The City will continue to use a dog as a means of forcing geese off of golf courses. The City will also continue to engage a professional contractor to round-up geese throughout targeted areas in the City during the goose molting season. 3. The City of Edina will continue to control other animal species(especiallybeaver)that are considered harmful to the environment,the general public and/or the watershed.Beaver can disrupt the flow of storm water,cause flooding, and need to be removed. 4. The City of Edina will continue to work closely with the Minnesota Department of Natural Resources Fisheries Division to enhance shoreline fishing opportunities for the public,which includes stocking of game fish,improving habitat and water quality for game fish,offering Minnesota DNR shoreline fishing programs and supporting educational opportunities for the public to learn more aboutfishing. Walking and Biking Trails Pathways Plan Background • The 2006 Community Attitude and Interest Citizen Survey clearly showed that the most important amenity requested by residents is walking/biking trails.One question in the survey asked; "Which Parks and Recreation Services Do You Think Should Receive the Most Attention from City of Edina Officials over the Next TWO Years?" The results were: 54% Maintenance of Edina parks 53% Number of walking/biking trails 16% Number of nature conservation areas 14% The City youth programs 13% Number of Edina parks 12% Quality of outdoor athletic fields 9% Quality of indoor athletic fields 8% Quality of outdoor swimming pools 8% Availability of info about Edina programs/facilities 8% Quality of programs/facilities for adults age 55+6% The City adult programs 6% Fees charged for recreation programs Residents were also asked to identify their top three choices that they are most willing to fund with additional tax dollars; and the results were: 66% develop walking and biking trails 42% develop a new indoor recreation center 21% develop outdoor athletic fields for sports 21% aggressively remove buckthorn from city parks 19%develop new indoor sports facility for 15 • maintaining existing infrastructure to maintain the value of recreation services. Maintaining parks was the most important tax supported function even over the second most important expenditure,the development of new walking/biking trails(54 percent vs. 53 percent). Of the 26 different parks and recreation facilities to choose from, survey respondents rated playground equipment as the fourth most important recreation facility needed/desired(24 percent). The top three were: 1. Walking and biking trails(64 percent). 2. Natural areas and wildlife habitats(30 percent). 3. 18 and 9 hole golf courses(27 percent). Resources to maintain park lands and facilities will be an ongoing challenge as facilities continue to age and will require either renovation or replacement. Twelve of the 27 park buildings currently maintained by the Edina Park Maintenance Department are 25 to 100 years old or even older. 1. Arden Park Shelter Building 2. Bredesen Park Comfort Station 3. Cahill School Historical Building 4. Countryside Park Shelter Building 5. Creek Valley Park Shelter Building 6. Grange Hall Historical Building 7. Highlands Park Shelter Building 8. Lewis Park Shelter Building • 9. Normandale Park Shelter Building 10.Pamela Park Shelter Building 11.Strachauer Park Shelter Building 12.Utley Park Comfort Station The two historical buildings at Tupa Park are maintained and valued as historically and culturally significant buildings.The other ten aged buildings are approaching the end of their life span and will be in-needofeither major renovation or total replacement within the next 20 years.In determining renovation vs.replacement,each building's function needs to be analyzed as to whether or not it serves the current needs and desires of park users. In some cases,the current architecture and design of a building may meet residents' expectations.In other cases,the building may no longer meet residents' expectations. The four newest park shelter buildings in the park system were built in 1997 as part of a successful general obligation bond. Those buildings were built at: 1. Cornelia School Park 2. Todd Park 3. Walnut Ridge Park 4. Weber Park These newer facilities can accommodate social gatherings, meetings,classes,recreation programs. They also serve as a warming house to change skates and warm up during the winter skating season.The older shelter buildings serve primarily as a place in which to change skates during the winter skating season but are not used for other purposes during the non-winter seasons other than for their restroom 17 • 1, • • exceptional community Planning Commissioners want Edina to be,policies guiding the city's future should, where appropriate and feasible,be holistic and include input and ideas from a broad base of knowledge,interests,and expertise. Therefore,policy formulation activities should endeavor to include health-related policies with other policies where the relationship to health is not immediately obvious. A timeline/schedule for the policy development work is outlined below and on the following page. 1. September: Determine which of the city's commissions(and other municipal entities)is best suited to lead the investigation,discussion,and development of policies for each of the identified focus areas. Strategic Focus Area City Commissions and Institutions Environmental Stewardship Energy and Environment Commission • Transportation Options Transportation Commission Arts and Culture Commission Heritage Preservation Commission Education Focus Student Commission Parks and Recreation Commission Community Health Commission Commercial Development Mix Planning Commission Economic Development Residential Development Mix Planning Commission Transportation Commission Regional Leadership 101► All Commissions and Institutions Human Rights Commission Population Mix -411110•111.01411P- Race and Equity Services Working Group Live .*■� Planning Commission and Work Transportation Commission 21 C� ocE • 0.( 7U e \ 4/1 \ f 2J Q $ 4-4 ) w k E § / J ce 2 � i R f= • at « _ EZ \ Ei u eZ . . /\ . ... .72 \ .0 § 2 § •E wfc• / \ \ o.\ ) _ | b 0 2 k -Cu \ \ / C � \ C ƒ / / f u d 77 e 4 of © @ § E f E o c\ ) E ) a $ g / k k I- E • Parks, Open Space, and Natural Resources Information Packet Edina Comprehensive Plan Task Force August 2017 1 Parks, Open Space, and Natural Resources: Main Ideas • Preservation of natural resources • Restoration of natural resources • Create greenways to tie park system components together to form a more cohesive park environment. • Improving water quality • Coordination with agencies(Nine Mile Creek and Minnehaha Creek Watershed Districts)to support efforts to create,protect and preserve wetland areas and restoration projects that improve shoreline stabilization,establish and maintain environmentally sound shoreline buffer zones and other water quality best practices projects. • Compliance with the established"Surface Water Quality Plan."This Comprehensive Plan also addresses the community's strong desire to create 4.66 2 1 S Parks, Open Space, and Natural Resources: Trends and Challenges National Standards: The National Park and Recreation Association(NRPA)periodically publishes "Park and Open Space Standards and Guidelines"for municipal park and recreation agencies to assist in comprehensive planning.The NRPA suggests that the"national standards"be used only as a benchmark guideline because each community has its own unique profile in regards to demographics,total acreage,terrain, climate and a host of other affecting factors.Nonetheless,Edina currently exceeds the national standard guideline for acres per 1,000 residents. The NRPA.suggests a national standards guideline of 25 acres per 1,000 residents.This standard would include all local,County,and State-owned property within the community.Edina has no county, state or federal parklands. The City's 1,565 total park and open space acreage computes to 32 acres per 1,000 residents(based on the 2010 census population of 47,941). The NRPA also suggests that each community should devote 10% of the total area of a city to park and open space.Edina has a total of 10,240 acres of which 1,565 acres are park and open space. Thus, 15.3%of Edina's land area is currently devoted to park and open apace. Regional Parks: All 1,565 acres of park land and open space are owned and maintained by the City.There are however regional public parks and facilities in the Twin Cities area that serve Edina residents.For example,Three Rivers Park District owns and maintains regional parks,such as Bryant Lake Regional Park in Eden Prairie,Hyland Lake Park Reserve in Bloomington and 16 other regional parks within the Three Rivers Park District. These regional parks offer a variety of recreation opportunities,some of which are not available in Edina but are within a reasonable driving distance.For example,Three Rivers Park District parks offer snowmobiling,horseback riding,boating,archery,camping,canoeing,downhill skiing,nature centers and historic farm facilities. As we plan for development of future park facilities,it will be important to be mindful of existing public park and recreation facilities throughout the Twin Cities area so as not to unnecessarily duplicate services. To the north,the Minneapolis Park Board offers miles of trails for walking,running and biking around its chain of lakes and the Grand Round trail system.As stated later in this Chapter,it is the goal to make trail connections to give Edina residents access to the Minneapolis Park Board's Grand Rounds trail system and the Three Rivers Park District's Cedar Lake LRT Regional Trail. The 2030 Regional Parks Policy Plan adopted by the Metropolitan Council in June 2005 is the metropolitan system plan for regional recreation open space.The 2030 Regional Parks Policy Plan does not involve acquisition or development of any land for park purposes in Edina with the exception of the two following regional trails: • South Hennepin Regional Trail-West • Nine Mile Creek Regional Trail • 3 Ala Natural Resource Areas: The NRPA defines Natural Resource Areas as lands set aside for preservation of significant natural resources,remnant landscapes,open space,and visual aesthetics/buffering. These lands consist of: • Individual sites exhibiting natural resources. • Land that is unsuitable for development but offers natural resource potential. (Examples include parcels with steep slopes,and natural vegetation,drainage-ways and ravines, surface water management areas (man-made pond areas,and utility easements). • Protected lands,such as wetlands/lowlands and shorelines along waterways,lakes,and ponds. All natural resource open space areas were inventoried and categorized as follows: (Quadrants were determined by the two dividing highways in Edina: TH 62 and TH 100). NORTHWEST QUADRANT ACREAGE Nine Mile Creek Right of Way 148.15 Lincoln Drive Floodplain 17.16 Division Street Storm Water Drainage 18.14 Moore Property(Melody Lake) 4.96 Normandale Rd. (NW Benton&Hwy 100) 2.14 Garden Park Addition 6.70 Glenbrae&Ayrshire 4.30 Krahl Hill 7.75 Pine Grove Rd. (S and E of dead-end) 4.39 NORTHEAST QUADRANT Littel&Lynn Avenue .46 W.41st Street and Lynn Avenue 3.10 Minnehaha Creek Right of Way 22.88 Townes Road 1.00 SOUTHWEST QUADRANT Nine Mile Creek Right of Way 9.75 Cahill School Backlot 11.05 NE of High School&S of Crosstown 37.29 Dewey Hill Ponds 48.00 Limerick Dr.(dead end W of RR) 3.90 SOUTHEAST QUADRANT Bristol&Mavelle 1.01 Total Natural Resource Acres 352.13 4 0 City Parks: A Mini park is characterized by a size of approximately 2 acres or less and is designed to serve primarily the needs of pre-school age children,although it may provide facilities designed to serve the recreation needs of other age groups. Edina's Mini-Parks typically do not have scheduled athletic facilities.Mini parks are typically used to address limited or isolated recreational needs. Service Area- 1/4 Square Mile. Park Address Sat Ouadrant Birchcrest 6016 Hansen Rd. 1.61 Acres NW Browndale 4510 Browndale Ave. .82 Acre NE Chowen 5700 Chowen Ave. .93 Acre NE Grandview Square 5213 Grandview Square .60 Acre NW Kojetin 4201 W.44m Street 2.69 Acres NE Lake Edina 4400 Parklawn Ave. 3.10 Acres SE McGuire W.69tH&McGuire Rd. 2.00 Acres SW Melody Lake 5501 Melody Lake Dr. 4.18 Acres NW Sherwood Sherwood Rd. &Edenmoor 1.53 Acres NW St.Johns W.60th&St.Johns Ave. .94 Acre NE Tingdale W. 59th&Tingdale Ave. .67 Acre NW York Park 5448 York Ave. 2.05 Acres NE Neighborhood Parks- 12 Parks- 112.85 Acres Neighborhood parks are designed to serve primarily the needs of children six to fourteen years of age. 410 Tennis courts,softball diamonds,basketball and ice skating facilities are commonly provided in neighborhood parks. Some of Edina's neighborhood parks have one or more scheduled athletic facilities, such as outdoor hockey rinks and/or fields for soccer,football,baseball and softball.Neighborhood parks typically range in size from approximately two acres to twenty acres.Service Area= 1 Square Mile. Park Address Siat Ouadrant Alden 6750 Belmore Lane 5.12 Acres NW Arden 5230 Minnehaha Blvd. - - 17.75 Acres- NE Cornelia School 7124 Cornelia Drive 10.75 Acres SE Countryside 6240 Tracy Ave. 9.01 Acres NW Fox Meadow Blake Rd.&Fox Meadow Ln. 3.84 Acres NW Heights 5520 W.66m Street 4.00 Acres SW Normandale 6501 Warren Ave. 10.06 Acres SW Strachauer 6200 Beard Ave. 4.50 Acres NE Utley 50tH &Wooddale Ave. 5.73 Acres NE Wooddale W. 50m&Wooddale Ave. 4.70 Acres NE Yorktown W.73ra&York Ave. 3.42 Acres SE Todd Park 4429 Vandervork Ave. 33.97 Acres NW Community Playfields— 8 Parks- 253.68 Acres Community playfields typically range in size from approximately 20 to 60 acres.These parks are designed to provide facilities for diverse recreational activities for young people and adults,although a section is also typically set aside for smaller neighborhood children.All of Edina's Community Playfields have one or more scheduled athletic facilities,such as outdoor hockey rinks and fields for soccer,football, baseball and softball. Service area-9-16 square miles. 4110 5 Eat Address ,5' g Ouadrant 0 Creek Valley W. 64tH&Gleason Road 10.00 Acres SW Garden 5520 Hansen Road 18.74 Acres NW Highlands 5200 Doncaster Way 44.05 Acres NW Lewis Dewey Hill&Cahill Road 21.04 Acres SW Pamela 5900 Park Place 62.00 Acres NE Van Valkenburg 4935 Lincoln Drive 41.76 Acres NW Walnut Ridge 5801 Londonderry Road 44.24 Acres NW Weber 4115 Grimes Ave. 11.85 Acres NE Community Parks- 4 Parks-549.05 Acres The community park is usually a large park of more than 100 acres,or a smaller park containing special community facilities. Park Address Egg Ouadrant Braemar SW Corner of Edina 500.00 Acres S W Centennial Lakes 7495 France Avenue 25.00 Acres SE Kenneth Rosland 4300 West 66tH Street 22.05 Acres SE Edinborough 7700 York Avenue South 2.00 Acres SE Special Purpose Parks-7 Parks-277.11 Acres The special purpose park provides a single or specific form of recreation. Service Area is city-wide EDA Address aizg Ouadrant Arneson Acres 4711 West 70tH street 15.00 Acres SE • Bredesen Vernon Ave. &Olinger Blvd. 206.00 Acres NW Richards Golf Course 7640 Parklawn Ave. 39.65 Acres SE Southdale Gateway SE Corner of Edina 9.97 Acres SE Tupa 4918 Eden Avenue 1.00 Acre NE Williams West 50tH&Browndale .34 Acre NE Grandview Square! 5280_Grandview Square 5.15 Acres_ _NW Senior Citizen Center Jnventory Summary PARK TYPE ACRES Natural Resource Areas(19 areas) 352.13 Mini-Parks(12) 21.12 Neighborhood Parks( 12) 112.85 Community Playfields( 8) 253.68 Community Parks(4) 549.05 Special Purpose Parks(7) 277.11 Total Parklands &Natural Resource Areas 1,565.94 6 1 411, OTHER MAINTAINED GRASS AREAS Plazas,Triangles,and circles 5.00 Storm Water and Drainage Areas 60.00 Parklands and Natural Resource Areas 1,565.94 Total Parks,Natural Resource&Other Areas 1,630.94 Parkland and Natural Resource Areas Acreage Summary The following are parkland acreage totals per park classification: #OF TOTAL COMPONENT CHARACTER SVC AREA PARKS ACREAGE Natural Resource Areas Vary in size Varies 19 352.13 Mini-Parks Less than 2 acres '/a sq.mi. 12 21.12 Neighborhood Parks Serve children 1 sq.mi. 11 78.88 ages 6-14 Community Serve recreational 9-16 sq.mi. 9 287.65 Playfields needs of young people and adults • Community Large parks in excess 4-16 sq.mi. 4 549.05 Parks 100 acres. Serve pre- school -adult active and passive recreational pursuits Special Purpose Provide a special City Wide 7 277.11 Parks form of recreation Total Parkland&Natural Resource Areas 62 1,565.94 Community Attitude and Interest Citizen Survey("Needs Assessment Survey") The City has a very comprehensive and continually progressive park system that serves the leisure needs of residents of all ages and abilities. A Community Attitude&Interest Citizen Survey(herein referred to as the"Needs Assessment Survey")was conducted in 2006.The Needs Assessment Survey was mailed to a random sample of 3,000 households in the City in September 2006.865 surveys were completed and returned by the deadline.91 percent of respondents indicated that they had visited an Edina park during the past year.97 percent rated the level of maintenance as either excellent or good.The facilities used by the highest percentage of respondent households were Centennial Lakes Park,Edinborough Park, Braemar Golf Course,Bredesen Park walking or biking trail,and the Edina Aquatic Center. 41, 7 Based on the results of that survey,77 percent of respondents are either very satisfied or somewhat satisfied with the overall value their household receives from the City. 11 percent of respondents indicated"neutral,"and 8 percent said"don't know."88 percent of respondents indicated that they were either very satisfied or somewhat satisfied with the number of Edina parks. 93 percent were either very satisfied or somewhat satisfied with the maintenance of the parks. The Needs Assessment Survey results repeatedly show the community's strong support and desire for more walking and biking trails throughout the park system. In cooperation and collaboration with neighboring communities and Three Rivers Park District,Edina's goal is to create north/south and east/west corridor trails that connect with neighboring communities and ultimately the greater regional trail system.The plan will be to further pursue the development of the"Nine Mile Trail,"which is the east/west corridor across Edina from Richfield to Minnetonka. The plan will also be to work with the Bike Edina Task Force,Three Rivers Park District and cities to the north and south to plan and develop a north/south corridor that connects with the greater regional trail system as called out in the 2030 Regional Parks Policy Plan. The Needs Assessment Survey results also indicate residents' strong desire to support the maintenance of parks. Residents recognize the value and importance of maintaining existing park lands and infrastructure.As the City develops more infrastructure within the park system, it should be mindful of the importance of planning for adequate resources to maintain parks at a level that meets or exceeds residents' expectations. Trends Influencing the Planning Process There are a number of trends listed below that will influence the park and recreation planning process of the future.In this post-industrial age of rapid change,constant monitoring will be required to develop a keen awareness of the global and local trends that are shaping the world and this community.The City • will need to continually provide sensitive and appropriate responses to changes in social,demographic, technological,economic,political and environmental trends.The magnitude of these changes will demand flexibility in planning practices to appropriately respond to rapidly changing needs. Demographic Trends: Although Edina's overall population is expected to increase only a modest 3 percent over the next 20 years,residents aged 65 years and older are projected to increase by over 100 percent from 2005 to 2030. The projected increase in population of those under the age of 20 by the year 2050 is expected to be only 1.3 percent,the number of residents ages 21-44 is projected to decrease by 2 percent and the number of residents ages 45-64 is projected to increase by 5.4 percent.The projected 102.5 percent increase(in Hennepin County)in the 65+age group by the year 2030 will significantly impact the need for more recreational services for seniors.Trends suggest that seniors will live more active lifestyles in the future. Therefore,there will be an increased demand for even more trails and recreational opportunities for seniors.There will be a greater emphasis on mobility by non-vehicular transportation for that age bracket, including walking and biking. Nation-wide Trends: According to the National Recreation and Park Association(NRPA)and the American Academy for Park and Recreation Administration,the following are emerging trends that are evident in many communities across the country.NRPA suggests that the implications of these trends on public parks and recreation will be profound,affecting every facet of systems planning and the delivery of services.The following is. an abbreviated list of identified national trends,some of which may be evident in Edina. Those trends that do affect Edina will likely have an effect on the future planning and delivery of parks and recreation services in Edina. 8 1111/ • Environmental Trends: • Disappearing resources—significant open spaces and natural habitats,original landscapes, wetlands and natural drainages, ancient forests,water and energy resources,remnant landscapes. ■ Reduction of pollution and waste;recycling. • Environmentally sensitive lifestyles—low impact, non-consumptive use(walking,bicycling)and increased aesthetic appreciation. • More environmentally sound practices and habits—reduced and modified use of pesticides and herbicides. ■ NIMBY and no growth attitudes—"not in my back yard"resistance to change,growth, development. • Natural areas management—maintaining and reclaiming natural values and open spaces. ■ The Greenhouse effect—may disrupt some regional economies within 10-20 years. • Federal water quality mandates—natural drainage systems become more important as urban waterways and wetlands are protected. Social Trends: • Increased crime and violence—domestic violence, gangs,violence in schools and other public places,drugs,vandalism,racial tension. • Increased numbers of children at risk—child abuse and neglect,teen pregnancies, suicides,family instability,loneliness,alienation,rebelliousness, substance abuse. • Change-related stress—economic, social and technological change continues in 21st Century,at rates creating stress. • People empowerment—opportunities for building community and social bonding,neighborhood watch,community policing. • • Citizen participation—involvement of"stakeholders"in public planning and decision-making; planning with,not for people. • Social service networking—organizing community resources to attack complex social problems. • Increasing concerns for personal and family safety. • Major public health issue—continuing AIDS epidemic, STDs,etc. • Increased importance of wellness activities. •___Desire to preserve and maintain cultural heritages. ■ Volunteerism—making more effective and efficient use of volunteers Economic Trends: • Reduced discretionary or leisure spending. • Increasing public costs—associated with health,social services,environmental protection and clean-up,aging infrastructure. • Increasing labor and energy costs—consuming higher percent of budgets. • Tax limitation measures—reduction in and/or caps on revenue traditionally used to support public programs(education,recreation,etc.). • Increase in national poverty rate. • Leisure services provided by multiple providers—private and non-private sectors. • More partnerships—doing more with less in conjunction with others. • Recognition of economic value of parks,open spaces,and amenities in infrastructure. Technological Trends: • Technological change—rapid pace will continue. • Easing of the effects of aging. S . Advances in information technology—making products,services and information more 9 accessible and targeted. • • Increased contact with computers. • Information technology will blur distinction between work and home. • Increased media maladies—information overload,privacy,objectionable material,distorted reality. • • More public meetings aired on public/access cable television—more education on issues and services. • Greater energy costs shaping technology—smaller cars and multi-modal transportation systems, more efficient buildings. Trends in Urban Patterns: • Increased urban sprawl—located primarily along major transportation corridors and mass transit routes. • Greater"in-fill"development—lands considered marginal will be upgraded for new development,increasing density in the urban core. ■ Revitalizing and retrofitting downtowns,industrial plants and commercial centers—amenities included to make them more marketable—mixed use development • Increasing importance of amenities—recognized as essential for maintaining competitiveness. • Historic preservation—valuing heritage resources as treasures. • Continued gentrification—caused by increasing land values in central city areas. • Affordable housing—community mandates and improved technology. • Increased traffic congestion—placing more emphasis on mass transit and transportation options using existing open space. • More political pressure for urban growth management—balancing sustainable future. • Growth of partnerships—public and private partnering to address complex urban needs. 411 Implication of Trends on Parks,Recreation,Natural Resource Areas,and Greenway Planning: NRPA suggests that the above listed trends will have a significant impact on the planning,design,and delivery of parks and recreation programs,facilities and services.NRPA suggests that the following defines some of these impacts: .. _Greater focus on benefits-driven needs assessments which link planning decisionsmore directly to community values and goals. • Greater emphasis on comprehensive open space planning and preservation,including broader definitions of open space and green space. • More greenway planning along urban waterways and other corridors, supporting flood plain management,fish and wildlife habitat protection,water quality enhancement,off-street bikeways and pathways,aesthetic amenities and passive recreation. More emphasis on bio- filtration of storm water run-off using natural drainage systems. • More protective measures for wetlands,waterways and uplands in natural resource planning. • Increasing importance of recreation and open space contributing to more walkable,livable and sustainable communities. • Merging of recreation,open space and transportation goals,especially multi-modal systems. • More stakeholder involvement,as in adopt-a-park projects,park stewardship committees,friends- of-the-park groups,park watch and other forms of community volunteering. • The legitimization of parks and open spaces as part of the urban land use planning and development process. • Greenspaces contributing to downtown and neighborhood revitalization. • More collaboration between parks and schools through joint acquisition,development and use of lands,and joint construction and use of facilities. 10 111/ 110 • Prevention recreation—recreation,parks and open spaces as antidote for social problems. • Joint use of utilities for linear connectors,pathways and bikeways. • Collaboration among providers—partnering and cooperation between public,private and nonprofit sectors in leisure delivery,especially social service agencies. • Pressure to increase capacity and infrastructure of existing parks and facilities;concern for adequate maintenance. • • 11 Parks, Open Space, and Natural Resources: Goals and Policies from the • 2008 Comprehensive Plan The Overall Goal of the Edina Park and Recreation Department is to do its part in further developing, preserving,and maintaining the City of Edina's parks,recreation programs and resources as a premier and comprehensive park and recreation department in the Twin Cities area. Parkland and Open Space Background The City is 100 percent developed.Therefore,the City is no longer actively acquiring additional property to develop as park land or open space. However,it plans to retain all of the current publicly owned park land and consider any additional property that may be offered in the future as potential additional park property.For example,the Grandview Square development resulted in a one-acre park nestled in the center of a mixed developed site that includes offices,condominiums, library and senior center. Other successful mixed-use developments have been created at Centennial Lakes Park and Edinborough Park.As Edina approves future redevelopment projects that result in more population density(both commercial and residential),there will be a demand for additional park land,open space and additional recreational opportunities to serve that growing population.These newly created park lands and open spaces should ideally be connected via greenway to other existing parks and trails to create connections throughout the park system.Edina's population is projected to grow 3 percent in the next 20 years,which will likely demand more park land and open space.As these opportunities arise,each new development should be studied on a case by case basis,with specific solutions determined by factors including whether the population increase is commercial and/or residential,as well as the age/lifestyle of the new residents or workers. • Goals 1. Continue to devote a minimum of 15 percent of Edina's land area to parkland and open space in the future. 2. As commercial and residential population density increases due to redevelopment,provide additional parkland and/or open space,or connections to nearby parks,as needed,or facilitate the connection of new private facilities to the public system. 3. Maintain existing parks and facilities in a fashion that maintains Edina as a premier place for living,learning,raising families, and doingbusiness. 4. Retain,maintain,and protect and preserve all park and open space property currently owned by the City. 5. Acquire additional park and open space land as more private land may become available for public acquisition. Policies 1. Do not sell any park and/or open space property currently owned by the City of Edina.An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. 2. Study the feasibility of acquiring additional park and open space property within the City limits as it may come available for public ownership. 3. Study the feasibility of acquiring or leasing additional property outside the City limits not greater than a five mile radius of the City limits for athletic field purposes. 4. Study the feasibility of partnering with surrounding communities to gain priority access to additional property within five miles of the City limits for athletic field purposes. 12 4111 5. As population density increases(commercial and/or residential), secure additional property as needed for park land and/or open space to serve that population.Every effort will be made to create additional trails and greenways to connect these new park lands and open spaces to existing trails, greenways and other existing parks. 6. When seeking additional park land and/or open space to accommodate increased population density,explore and consider all opportunities and options available to acquire additional park land and/or open space.For example, the City will entertain the options of easements,joint uses, purchases,partnerships,leases and donations to acquire and develop additional park lands and/or open space. 7. Consider the purchase of additional potential park and/or open space acreage if and when future opportunities arise. However,each opportunity will be judged on its individual merit and value to the total Edina Park Systems. Special consideration will be given to parcels which are currently owned by a public or quasi-public entity other than the City of Edina,or privately owned, and currently serve in a open space or parkland capacity. 8. When considering land dedication or cash in lieu of land in the future,strongly consider"the Platting Ordinance Guidelines", which applies to Edina Ordinance No.810.More commonly known as Edina's Park Developers Fund,this is not anticipated to be a significant source of funding in the future for park development,acquisition or renovation simply because Edina is essentially fully developed. 9. Consider the creation of a"Redeveloper's Fund,"to create a source of funding for park development,acquisition,or renovation from the redevelopment of land to new uses and/or to higher densities Natural Resources Conservation and Management . Background Over the past decade,residents of the Twin Cities metropolitan area and nation-wide have shown an increased interest in the preservation and restoration of open space and unique natural areas.Consistent with national trends,Edina residents have voiced a strong interest in the protection and restoration of Edina's natural resources.The community wants to examine ways to better restore native landscaping and maintain native vegetative buffers along the riparian corridors of Minnehaha Creek and Nine-Mile Creek,and the small lakes in Edina,to maintain and improve water quality, and to provide more and higher quality habitat for birds and wildlife. Goals 1. Establish a scientifically-based Natural Resources Conservation and Management Plan to identify„ restore and/or protect natural resources and native wildlife habitat.The primary reason to restore and/or protect natural resources is to sustain their ecological integrity and functions and protect the health and safety of the public.Natural resource areas shall include prairies,woods and wetlands. The Water Resources Management Plan is addressed under the Water Resources section of this Comprehensive Plan. 2. Ensure that Edina's development regulations include provisions for protection of the shorelands of those sections of Minnehaha Creek and Nine-Mile Creek within Edina,and for the shorelands of the lakes within Edina. 3. Identify a master landscape plantings plan for all Edina parks,which is the final phase of park development that has yet to be completed. 4. Conserve,and replace as necessary,Edina's urban forest to ensure the long-term vitality and viability of this integral part of Edina's overall identity and attractiveness. 13 games,etc. • 17% develop a new outdoor dog exercise park 13% develop new outdoor artificial hockey rink 5% other The survey also asked for reasons that residents would use walking and biking trails in the City of Edina. The results were: 84% for exercise and fitness 84% for enjoying outdoors/nature 25% for transportation 7% would not use trails Goals 1. Maintain existing walking/biking trails. 2. Develop additional walking/biking trails within each of Edina's parks wherever appropriate and desired and maintain existing trails at a level that meets or exceeds residents'expectations. 3. Create connectivity between Edina's individual interior trails and regional trails that connect Edina's parks to neighboring community trails and particularlytrails that are part of the greater regional trail system. Policies 1. With extensive input from residents,review each park for potential development of new walking/biking trails within the park. 2. Continue to work with the Bike Edina Taskforce and Public Works staff to implement the new bike pathway master plan for the City of Edina.The objective is to identify the best routes for connecting existing and future internal park trail systems, as well as to identify the most appropriate routes for • links to regional trails that will connect to neighboring community trails. 3. Continue to work closely with Three Rivers Park District and neighboring communities to develop a comprehensive trail system that connects to the greater regional trail system. 4. Acquire easements and purchase property where needed and available to develop future greenways that connect Edina's parks and connect to neighboring community trails and ultimately the greater regional trail system,such as the Southwest LRT and the Minneapolis Grand Round. 5. Do not sell any park and/or open space property currently owned by the City of Edina.An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. 6. Study parking needs and feasibility as part of the development of a comprehensive trail system. 7. Add new internal park walking/biking trails to the park system as funding becomes available under the capital improvement plan. 8. Maintain existing trails on a regular basis to keep them safe and userfriendly Park Maintenance and Agin Infrastructure Renovation and Replacement Plan Background The Community Needs Assessment showed that,of all park and recreation services,residents want "Maintenance of Edina Parks"to receive the most attention from the City.77 percent of respondents are either very satisfied or somewhat satisfied with the overall value their household receives from the parks and recreation services in Edina.The national benchmark average is 57 percent that are either very satisfied or somewhat satisfied.Even with those high marks,residents recognize the importance of 16 maintaining existing infrastructure to maintain the value of recreation services. Maintaining parks was the most important tax supported function even over the second most important expenditure,the development of new walking/biking trails (54 percent vs. 53 percent). Of the 26 different parks and recreation facilities to choose from, survey respondents rated playground equipment as the fourth most important recreation facility needed/desired(24 percent). The top three were: 1. Walking and biking trails(64 percent). 2. Natural areas and wildlife habitats (30 percent). 3. 18 and 9 hole golf courses(27 percent). Resources to maintain park lands and facilities will be an ongoing challenge as facilities continue to age and will require either renovation or replacement. Twelve of the 27 park buildings currently maintained by the Edina Park Maintenance Department are 25 to 100 years old or even older. 1. Arden Park Shelter Building 2. Bredesen Park Comfort Station 3. Cahill School Historical Building 4. Countryside Park Shelter Building 5. Creek Valley Park Shelter Building 6. Grange Hall Historical Building 7. Highlands Park Shelter Building 8. Lewis Park Shelter Building • 9. Normandale Park Shelter Building 10.Pamela Park Shelter Building 11.Strachauer Park Shelter Building 12.Utley Park Comfort Station The two historical buildings at Tupa Park are maintained and valued as historically and culturally significant buildings.The other ten aged buildings are approaching the end of their life span and will be in need of either major renovation of total replacement within the next 20 years.In-e}ermmmng renovation vs.replacement,each building's function needs to be analyzed as to whether or not it serves the current needs and desires of park users.In some cases,the current architecture and design of a building may meet residents' expectations.In other cases,the building may no longer meet residents' expectations. The four newest park shelter buildings in the park system were built in 1997 as part of a successful general obligation bond. Those buildings were built at: 1. Cornelia School Park 2. Todd Park 3. Walnut Ridge Park 4. Weber Park These newer facilities can accommodate social gatherings,meetings,classes,recreation programs.They also serve as a warming house to change skates and warm up during the winter skating season.The older shelter buildings serve primarily as a place in which to change skates during the winter skating season but are not used for other purposes during the non-winter seasons other than for their restroom • 17 facilities. Goals 1. Continue to provide a high level of park maintenance services that meets or exceeds residents'expectations. 2. Continue this level of service on a daily basis as well as maintain or replace existing park infrastructure in a timely manner that meets or exceeds residents' expectations. Policies 1. Through an aggressive Capital Improvement Plan and annual operating budget, maintain park infrastructure in a timely manner that meets or exceeds residents' expectations. 2. Continue to fund and employ an appropriate number of full-time professional park maintenance staff and part-time seasonal staff to perform all daily maintenancefunctions needed to maintain Edina parks at a premier standard.As more infrastructure is added to the park system,more professional staff and equipment will be needed to maintain parks at a premier standard. 3. Do not rely on voter approved general obligation bonds to replace worn infrastructure 4. Do not sell any park and/or open space property currently owned by the City of Edina.An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. 11111 18 • • 19 • From Vision Edina Strategic Vision and Framework (2015), Vision Edina Community Engagement Report (2015), and Mapping Edina's Big Ideas (2017): The Vision Edina plans(and subsequent Big Ideas follow-up work)did not choose to focus on public • health issues as a major focus area.However,health is a core value in Edina,as evidenced in the overall City of Edina mission statement cited in the Vision Edina report: "Our mission is to provide effective and valued public services,maintain a sound public infrastructure, offer premier public facilities and guide the development and redevelopment of lands, all in a manner that sustains and improves the health and uncommonly high quality of life enjoyed by our residents and businesses."(emphasis added) Work completed in 2015 in Vision Edina affirmed the importance of`place.' The notion of vibrant, diverse, and ecologically sustainable places was reaffirmed in the BIG IDEAS workshop in May 2016 where community members ranked the following as top priority, strategic focus areas: • Environmental Stewardship • Transportation Options • Education Focus • Commercial Development Mix • Residential Development Mix • Regional Leadership • Population Mix • Live and Work Policies addressed by the Planning Commission for inclusion in the comprehensive plan should fall under these broad headings. Additionally important is the position taken by the Planning Commission that none of these strategic focus areas exists in a vacuum. Instead,each is interrelated with others, and in order to truly become the 20 • • exceptional community Planning Commissioners want Edina to be,policies guiding the city's future should,where appropriate and feasible,be holistic and include input and ideas from a broad base of knowledge,interests,and expertise. Therefore,policy formulation activities should endeavor to include health-related policies with other policies where the relationship to health is not immediately obvious. A timeline/schedule for the policy development work is outlined below and on the following page. 1. September: Determine which of the city's commissions(and other municipal entities)is best suited to lead the investigation,discussion, and development of policies for each of the identified focus areas. Strategic Focus Area City Commissions and Institutions Environmental Stewardship .,* omEnergy and Environment Commission • Transportation Options ► Transportation Commission Arts and Culture Commission Heritage Preservation Commission Education Focus 4 Student Commission Parks and Recreation Commission Community Health Commission Commercial Development Mix Planning Commission Economic Development Residential Development Mixte Planning Commission Transportation Commission Regional Leadership -40mimosollpp. All Commissions and Institutions Human Rights Commission Population Mix Race and Equity Services Working Group Live and Work "gip► Planning Commission Transportation Commission • 21 2. September: • Planning Commissioners engage staff liaisons in a discussion about the need to implement a process where the city's commissions work together, across disciplines,to develop holistic policies for inclusion in the comprehensive plan. The mission and goal statements of each commission are distributed to others to ensure cross-discipline understanding of each commissions focus and interests. 3. September: Planning Commission develops a framework for distribution to the city's commissions and institutions. The framework is built on the matrix that was developed for the Boards and Commissions Workshop, held in April 2017. Each commission and institution completes the framework,listing its own policy focus including future,concept-level policies for inclusion in the comprehensive plan and additional conceptual policies where there is overlap with other commissions and institutions. 4. September: The completed framework is submitted to the Planning Commission for review and analysis. The analysis will identify areas of overlap,determine where cross discipline integration is feasible and help determine which Planning Commissioner is best suited to take major responsibility for a particular policy's refinement and development. 5. October—December: Planning Commissioners,working with their commissions(and others where there are integrated policies),conduct research on concept policies to gather facts,review experiences from other communities,review precedents,hold discussions,and parse language. Refine concept-level policies and produce draft policies. 6. January: Draft policies are presented to the Planning Commission for approval. Members of the city's • commissions and institutions participate in the presentations. Once approved,the policies are further refined for inclusion in the comprehensive plan. 22 4111 • \ o c C'n N a m E c a a ` V H N V G. a 7 cE Vl W •C L' C 0� O 4 V 0. R2 C N p E - u w c � c U 07 « nom. • a` 3 w EA sT C O w• C w C C •u U CO • E E C p C E >• - O O V H 3 V iiiO O t= A O x E c E O V N O W & L00 SVi C. n U It ea a7f a C K w u C0 'Q c g E pp C o �j C a C C C 1�'p E ` C }T� 8 p C Q to R� la V X 2 O. a ti'1 1�- LL • Parks, Open Space, and Natural Resources Information Packet Edina Comprehensive Plan Task Force August 2017 • 1 • • Parks, Open Space, and Natural Resources: Main Ideas • Preservation of natural resources • Restoration of natural resources • Create greenways to tie park system components together to form a more cohesive park environment. • Improving water quality • Coordination with agencies(Nine Mile Creek and Minnehaha Creek Watershed Districts)to support efforts to create,protect and preserve wetland areas and restoration projects that improve shoreline stabilization,establish and maintain environmentally sound shoreline buffer zones and other water quality best practices projects. • Compliance with the established"Surface Water Quality Plan."This Comprehensive Plan also addresses the community's strong desire to create • • 2 • Parks, Open Space, and Natural Resources: Trends and Challenges National Standards: The National Park and Recreation Association(NRPA)periodically publishes "Park and Open Space Standards and Guidelines"for municipal park and recreation agencies to assist in comprehensive planning.The NRPA suggests that the"national standards"be used only as a benchmark guideline because each community has its own unique profile in regards to demographics,total acreage,terrain, climate and a host of other affecting factors.Nonetheless,Edina currently exceeds the national standard guideline for acres per 1,000 residents. The NRPA.suggests a national standards guideline of 25 acres per 1,000 residents.This standard would include all local,County,and State-owned property within the community.Edina has no county, state or federal parklands. The City's 1,565 total park and open space acreage computes to 32 acres per 1,000 residents(based on the 2010 census population of 47,941). The NRPA also suggests that each community should devote 10% of the total area of a city to park and open space.Edina has a total of 10,240 acres of which 1,565 acres are park and open space. Thus, 15.3%of Edina's land area is currently devoted to park and open apace. Regional Parks: All 1,565 acres of park land and open space are owned and maintained by the City.There are however regional public parks and facilities in the Twin Cities area that serve Edina residents.For example,Three . Rivers Park District owns and maintains regional parks, such as Bryant Lake Regional Park in Eden Prairie,Hyland Lake Park Reserve in Bloomington and 16 other regional parks within the Three Rivers Park District. These regional parks offer a variety of recreation opportunities,some of which are not available in Edina but are within a reasonable driving distance.For example,Three Rivers Park District parks offer snowmobiling,horseback riding,boating,archery,camping,canoeing,downhill skiing,nature centers and historic farm facilities.As we plan for development of future park facilities,it will be important to be mindful of existing public park and recreation facilities throughout the Twin Cities area so as not to unnecessarily duplicate services. To the north,the Minneapolis Park Board offers miles of trails for walking,running and biking around its chain of lakes and the Grand Round trail system.As stated later in this Chapter,it is the goal to make trail connections to give Edina residents access to the Minneapolis Park Board's Grand Rounds trail system and the Three Rivers Park District's Cedar Lake LRT Regional Trail. The 2030 Regional Parks Policy Plan adopted by the Metropolitan Council in June 2005 is the metropolitan system plan for regional recreation open space.The 2030 Regional Parks Policy Plan does not involve acquisition or development of any land for park purposes in Edina with the exception of the two following regional trails: • South Hennepin Regional Trail-West • Nine Mile Creek Regional Trail • 3 Natural Resource Areas: The NRPA defines Natural Resource Areas as lands set aside for preservation of significant natural resources,remnant landscapes,open space,and visual aesthetics/buffering. These lands consist of: • Individual sites exhibiting natural resources. ■ Land that is unsuitable for development but offers natural resource potential.(Examples include parcels with steep slopes, and natural vegetation,drainage-ways and ravines, surface water management areas(man-made pond areas,and utility easements). • Protected lands,such as wetlands/lowlands and shorelines along waterways,lakes,and ponds. All natural resource open space areas were inventoried and categorized as follows: (Quadrants were determined by the two dividing highways in Edina: TH 62 and TH 100). NORTHWEST QUADRANT ACREAGE Nine Mile Creek Right of Way 148.15 Lincoln Drive Floodplain 17.16 Division Street Storm Water Drainage 18.14 Moore Property(Melody Lake) 4.96 Normandale Rd. (NW Benton&Hwy 100) 2.14 Garden Park Addition 6.70 Glenbrae&Ayrshire 4.30 Krahl Hill 7.75 Pine Grove Rd.(S and E of dead-end) 4.39 NORTHEAST QUADRANT • Littel&Lynn Avenue .46 W.41st Street and Lynn Avenue 3.10 Minnehaha Creek Right of Way 22.88 Townes Road 1.00 SOUTHWEST QUADRANT Nine Mile Creek Right of Way 9.75 Cahill School Backlot 11.05 NE of High School&S of Crosstown 37.29 Dewey Hill Ponds 48.00 Limerick Dr. (dead end W of RR) 3.90 SOUTHEAST QUADRANT Bristol &Mavelle 1.01 Total Natural Resource Acres 352.13 4 , • City Parks: A Mini park is characterized by a size of approximately 2 acres or less and is designed to serve primarily the needs of pre-school age children,although it may provide facilities designed to serve the recreation needs of other age groups. Edina's Mini-Parks typically do not have scheduled athletic facilities.Mini parks are typically used to address limited or isolated recreational needs. Service Area- 1A Square Mile. Park Address 5.izt Ouadrant Birchcrest 6016 Hansen Rd. 1.61 Acres NW Browndale 4510 Browndale Ave. .82 Acre NE Chowen 5700 Chowen Ave. .93 Acre NE Grandview Square 5213 Grandview Square .60 Acre NW Kojetin 4201 W.44tn Street 2.69 Acres NE Lake Edina 4400 Parklawn Ave. 3.10 Acres SE McGuire W. 69tn&McGuire Rd. 2.00 Acres SW Melody Lake 5501 Melody Lake Dr. 4.18 Acres NW Sherwood Sherwood Rd.&Edenmoor 1.53 Acres NW St.Johns W. 60th&St.Johns Ave. .94 Acre NE Tingdale W. 59th&Tingdale Ave. .67 Acre NW York Park 5448 York Ave. 2.05 Acres NE Neighborhood Parks- 12 Parks- 112.85 Acres • Neighborhood parks are designed to serve primarily the needs of children six to fourteen years of age. Tennis courts, softball diamonds,basketball and ice skating facilities are commonly provided in neighborhood parks.Some of Edina's neighborhood parks have one or more scheduled athletic facilities, such as outdoor hockey rinks and/or fields for soccer,football,baseball and softball.Neighborhood parks typically range in size from approximately two acres to twenty acres. Service Area= 1 Square Mile. Earl Address aim g Ouadrant Alden 6750 Belmore Lane 5.12 Acres NW Arden 52-30 Minnehaha Blvd. - - -17:75 Acres- - NE Cornelia School 7124 Cornelia Drive 10.75 Acres SE Countryside 6240 Tracy Ave. 9.01 Acres NW Fox Meadow Blake Rd. &Fox Meadow Ln. 3.84 Acres NW Heights 5520 W.66m Street 4.00 Acres SW Normandale 6501 Warren Ave. 10.06 Acres SW Strachauer 6200 Beard Ave. 4.50 Acres NE Utley 50th&Wooddale Ave. 5.73 Acres NE Wooddale W.50tn&Wooddale Ave. 4.70 Acres NE Yorktown W.73ra&York Ave. 3.42 Acres SE Todd Park 4429 Vandervork Ave. 33.97 Acres NW Community Playfields— 8 Parks- 253.68 Acres Community playfields typically range in size from approximately 20 to 60 acres.These parks are designed to provide facilities for diverse recreational activities for young people and adults,although a section is also typically set aside for smaller neighborhood children.All of Edina's Community Playfields have one or more scheduled athletic facilities, such as outdoor hockey rinks and fields for soccer,football, baseball and softball. Service area-9-16 square miles. IP 5 r • P-111di Address Sizt Ouadrant Creek Valley W. 64tH&Gleason Road 10.00 Acres SW Garden 5520 Hansen Road 18.74 Acres NW Highlands 5200 Doncaster Way 44.05 Acres NW Lewis Dewey Hill&Cahill Road 21.04 Acres SW Pamela 5900 Park Place 62.00 Acres NE Van Valkenburg 4935 Lincoln Drive 41.76 Acres NW Walnut Ridge 5801 Londonderry Road 44.24 Acres NW Weber 4115 Grimes Ave. 11.85 Acres NE Community Parks- 4 Parks-549.05 Acres The community park is usually a large park of more than 100 acres, or a smaller park containing special community facilities. Pa,ji Address 5.izt Ouadrant Braemar SW Corner of Edina 500.00 Acres SW Centennial Lakes 7495 France Avenue 25.00 Acres SE Kenneth Rosland 4300 West 66t1 Street 22.05 Acres SE Edinborough 7700 York Avenue South 2.00 Acres SE Special Purpose Parks-7 Parks-277.11 Acres The special purpose park provides a single or specific form of recreation. Service Area is city-wide Park Address ize Ouadrant • Arneson Acres 4711 West 70tH street 15.00 Acres SE Bredesen Vernon Ave.&Olinger Blvd. 206.00 Acres NW Richards Golf Course 7640 Parklawn Ave. 39.65 Acres SE Southdale Gateway SE Corner of Edina 9.97 Acres SE Tupa 4918 Eden Avenue 1.00 Acre NE Williams West 50m&Browndale .34 Acre NE Grandview Square/_ 5280_Grandview Square 5.15 Acres NW Senior Citizen Center Inventory Summary PARK TYPE ACRES Natural Resource Areas(19 areas) 352.13 Mini-Parks(12) 21.12 Neighborhood Parks( 12) 112.85 Community Playfields( 8) 253.68 Community Parks (4) 549.05 Special Purpose Parks(7) 277.11 Total Parklands&Natural Resource Areas 1,565.94 . 6 • • OTHER MAINTAINED GRASS AREAS Plazas,Triangles,and circles 5.00 Storm Water and Drainage Areas 60.00 Parklands and Natural Resource Areas 1,565.94 Total Parks,Natural Resource&Other Areas 1,630.94 Parkland and Natural Resource Areas Acreage Summary The following are parkland acreage totals per park classification: #OF TOTAL COMPONENT CHARACTER SVC AREA PARKS ACREAGE Natural Resource Areas Vary in size Varies 19 352.13 Mini-Parks Less than 2 acres 1/4 sq.mi. 12 21.12 Neighborhood Parks Serve children 1 sq.mi. 11 78.88 ages 6-14 Community Serve recreational 9-16 sq.mi. 9 287.65 Playfields needs of young • people and adults Community Large parks in excess 4-16 sq.mi. 4 549.05 Parks 100 acres. Serve pre- school -adult active and passive recreational pursuits Special Purpose Provide a special City Wide 7 277.11 Parks form of recreation Total Parkland&Natural Resource Areas 62 1,565.94 Community Attitude and Interest Citizen Survey("Needs Assessment Survey") The City has a very comprehensive and continually progressive park system that serves the leisure needs of residents of all ages and abilities. A Community Attitude&Interest Citizen Survey(herein referred to as the"Needs Assessment Survey")was conducted in 2006.The Needs Assessment Survey was mailed to a random sample of 3,000 households in the City in September 2006.865 surveys were completed and returned by the deadline. 91 percent of respondents indicated that they had visited an Edina park during the past year.97 percent rated the level of maintenance as either excellent or good.The facilities used by the highest percentage of respondent households were Centennial Lakes Park,Edinborough Park, Braemar Golf Course,Bredesen Park walking or biking trail, and the Edina Aquatic Center. 7 • • Based on the results of that survey,77 percent of respondents are either very satisfied or somewhat satisfied with the overall value their household receives from the City. 11 percent of respondents indicated"neutral,"and 8 percent said"don't know." 88 percent of respondents indicated that they were either very satisfied or somewhat satisfied with the number of Edina parks. 93 percent were either very satisfied or somewhat satisfied with the maintenance of the parks. The Needs Assessment Survey results repeatedly show the community's strong support and desire for more walking and biking trails throughout the park system. In cooperation and collaboration with neighboring communities and Three Rivers Park District,Edina's goal is to create north/south and east/west corridor trails that connect with neighboring communities and ultimately the greater regional trail system.The plan will be to further pursue the development of the"Nine Mile Trail,"which is the east/west corridor across Edina from Richfield to Minnetonka. The plan will also be to work with the Bike Edina Task Force,Three Rivers Park District and cities to the north and south to plan and develop a north/south corridor that connects with the greater regional trail system as called out in the 2030 Regional Parks Policy Plan. The Needs Assessment Survey results also indicate residents' strong desire to support the maintenance of parks. Residents recognize the value and importance of maintaining existing park lands and infrastructure.As the City develops more infrastructure within the park system, it should be mindful of the importance of planning for adequate resources to maintain parks at a level that meets or exceeds residents' expectations. Trends Influencing the Planning Process There are a number of trends listed below that will influence the park and recreation planning process of • the future.In this post-industrial age of rapid change,constant monitoring will be required to develop a keen awareness of the global and local trends that are shaping the world and this community.The City will need to continually provide sensitive and appropriate responses to changes in social,demographic, technological,economic,political and environmental trends.The magnitude of these changes will demand flexibility in planning practices to appropriately respond to rapidly changing needs. Demographic Trends: Although Edina's overall population is expected to increase only a modest 3 percent over the next 20 years,residents aged 65 years and older are projected to increase by over 100 percent from 2005 to 2030. The projected increase in population of those under the age of 20 by the year 2050 is expected to be only 1.3 percent,the number of residents ages 21-44 is projected to decrease by 2 percent and the number of residents ages 45-64 is projected to increase by 5.4 percent.The projected 102.5 percent increase(in Hennepin County)in the 65+age group by the year 2030 will significantly impact the need for more recreational services for seniors.Trends suggest that seniors will live more active lifestyles in the future. Therefore,there will be an increased demand for even more trails and recreational opportunities for seniors.There will be a greater emphasis on mobility by non-vehicular transportation for that age bracket, including walking and biking. Nation-wide Trends: According to the National Recreation and Park Association(NRPA)and the American Academy for Park and Recreation Administration,the following are emerging trends that are evident in many communities across the country.NRPA suggests that the implications of these trends on public parks and recreation will be profound,affecting every facet of systems planning and the delivery of services.The following is an abbreviated list of identified national trends,some of which may be evident in Edina. Those trends that do affect Edina will likely have an effect on the future planning and delivery of parks and recreation services in Edina. 8 • Environmental Trends: • Disappearing resources—significant open spaces and natural habitats,original landscapes, wetlands and natural drainages,ancient forests, water and energy resources,remnant landscapes. • Reduction of pollution and waste;recycling. • Environmentally sensitive lifestyles—low impact,non-consumptive use(walking,bicycling)and increased aesthetic appreciation. • More environmentally sound practices and habits—reduced and modified use of pesticides and herbicides. • NIMBY and no growth attitudes—"not in my back yard"resistance to change,growth, development. • Natural areas management—maintaining and reclaiming natural values and open spaces. • The Greenhouse effect—may disrupt some regional economies within 10-20 years. • Federal water quality mandates—natural drainage systems become more important as urban waterways and wetlands are protected. Social Trends: • Increased crime and violence—domestic violence,gangs,violence in schools and other public places,drugs,vandalism,racial tension. • Increased numbers of children at risk—child abuse and neglect,teen pregnancies,suicides,family instability,loneliness,alienation,rebelliousness, substance abuse. • Change-related stress—economic, social and technological change continues in 21st Century,at rates creating stress. • People empowerment—opportunities for building community and social bonding,neighborhood • watch,community policing. • Citizen participation—involvement of"stakeholders"in public planning and decision-making; planning with,not for people. • Social service networking—organizing community resources to attack complex social problems. • Increasing concerns for personal and family safety. • Major public health issue—continuing AIDS epidemic, STDs,etc. • Increased importance of wellness activities. :--Desire to preserve and maintain cultural heritages. ■ Volunteerism—making more effective and efficient use of volunteers Economic Trends: • Reduced discretionary or leisure spending. • Increasing public costs—associated with health,social services,environmental protection and clean-up,aging infrastructure. • Increasing labor and energy costs—consuming higher percent of budgets. • Tax limitation measures—reduction in and/or caps on revenue traditionally used to support public programs(education,recreation,etc.). • Increase in national poverty rate. • Leisure services provided by multiple providers—private and non-private sectors. • More partnerships—doing more with less in conjunction with others. • Recognition of economic value of parks,open spaces,and amenities in infrastructure. Technological Trends: • Technological change—rapid pace will continue. ■ Easing of the effects of aging. • • Advances in information technology—making products, services and information more 9 accessible and targeted. • Increased contact with computers. • Information technology will blur distinction between work and home. • Increased media maladies—information overload,privacy,objectionable material,distorted reality. • More public meetings aired on public/access cable television—more education on issues and services. • Greater energy costs shaping technology—smaller cars and multi-modal transportation systems, more efficient buildings. Trends in Urban Patterns: • Increased urban sprawl—located primarily along major transportation corridors and mass transit routes. • Greater"in-fill"development—lands considered marginal will be upgraded for new development,increasing density in the urban core. • Revitalizing and retrofitting downtowns,industrial plants and commercial centers—amenities included to make them more marketable—mixed use development • Increasing importance of amenities—recognized as essential for maintaining competitiveness. • Historic preservation—valuing heritage resources as treasures. • Continued gentrification—caused by increasing land values in central city areas. • Affordable housing—community mandates and improved technology. • Increased traffic congestion—placing more emphasis on mass transit and transportation options using existing open space. • More political pressure for urban growth management—balancing sustainable future. • Growth of partnerships—public and private partnering to address complex urban needs. • Implication of Trends on Parks,Recreation,Natural Resource Areas,and Greenway Planning: NRPA suggests that the above listed trends will have a significant impact on the planning,design,and delivery of parks and recreation programs,facilities and services.NRPA suggests that the following defines some of these impacts: • Greater focus on benefits-driven needs assessments which link planning decisions more directly to community values and goals. • Greater emphasis on comprehensive open space planning and preservation,including broader definitions of open space and green space. • More greenway planning along urban waterways and other corridors, supporting flood plain management,fish and wildlife habitat protection,water quality enhancement,off-street bikeways and pathways,aesthetic amenities and passive recreation. More emphasis on bio- filtration of storm water run-off using natural drainage systems. • More protective measures for wetlands,waterways and uplands in natural resource planning. • Increasing importance of recreation and open space contributing to more walkable,livable and sustainable communities. • Merging of recreation,open space and transportation goals,especially multi-modal systems. • More stakeholder involvement,as in adopt-a-park projects,park stewardship committees,friends- of-the-park groups,park watch and other forms of community volunteering. • The legitimization of parks and open spaces as part of the urban land use planning and development process. • Greenspaces contributing to downtown and neighborhood revitalization. • More collaboration between parks and schools through joint acquisition,development and use of lands,and joint construction and use of facilities. 10 • • Prevention recreation—recreation,parks and open spaces as antidote for social problems. • Joint use of utilities for linear connectors,pathways and bikeways. • Collaboration among providers—partnering and cooperation between public,private and nonprofit sectors in leisure delivery,especially social service agencies. • Pressure to increase capacity and infrastructure of existing parks and facilities;concern for adequate maintenance. • • 11 • Parks, Open Space, and Natural Resources: Goals and Policies from the 2008 Comprehensive Plan The Overall Goal of the Edina Park and Recreation Department is to do its part in further developing, preserving, and maintaining the City of Edina's parks,recreation programs and resources as a premier and comprehensive park and recreation department in the Twin Cities area. Parkland and Open Space Background The City is 100 percent developed.Therefore,the City is no longer actively acquiring additional property to develop as park land or open space. However,it plans to retain all of the current publicly owned park land and consider any additional property that may be offered in the future as potential additional park property.For example,the Grandview Square development resulted in a one-acre park nestled in the center of a mixed developed site that includes offices,condominiums, library and senior center. Other successful mixed-use developments have been created at Centennial Lakes Park and Edinborough Park.As Edina approves future redevelopment projects that result in more population density(both commercial and residential),there will be a demand for additional park land,open space and additional recreational opportunities to serve that growing population.These newly created park lands and open spaces should ideally be connected via greenway to other existing parks and trails to create connections throughout the park system.Edina's population is projected to grow 3 percent in the next 20 years,which will likely demand more park land and open space.As these opportunities arise,each new development should be studied on a case by case basis,with specific solutions determined by factors including whether the population increase is commercial and/or residential, as well as the age/lifestyle of the new residents • or workers. Goals 1. Continue to devote a minimum of 15 percent of Edina's land area to parkland and open space in the future. 2. As commercial and residential population density increases due to redevelopment,provide additional parkland and/or open space,or connections to nearby parks,as needed,or facilitate the connection of new private facilities to the public system. 3. Maintain existing parks and facilities in a fashion that maintains Edina as a premier place for living,learning,raising families, and doingbusiness. 4. Retain,maintain, and protect and preserve all park and open space property currently owned by the City. 5. Acquire additional park and open space land as more private land may become available for public acquisition. Policies 1. Do not sell any park and/or open space property currently owned by the City of Edina.An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. 2. Study the feasibility of acquiring additional park and open space property within the City limits as it may come available for public ownership. 3. Study the feasibility of acquiring or leasing additional property outside the City limits not greater than a five mile radius of the City limits for athletic field purposes. 4. Study the feasibility of partnering with surrounding communities to gain priority access to additional property within five miles of the City limits for athletic field purposes. 411 12 • 5. As population density increases(commercial and/or residential),secure additional property as needed for park land and/or open space to serve that population.Every effort will be made to create additional trails and greenways to connect these new park lands and open spaces to existing trails, greenways and other existing parks. 6. When seeking additional park land and/or open space to accommodate increased population density, explore and consider all opportunities and options available to acquire additional park land and/or open space.For example, the City will entertain the options of easements,joint uses, purchases,partnerships,leases and donations to acquire and develop additional park lands and/or open space. 7. Consider the purchase of additional potential park and/or open space acreage if and when future opportunities arise. However,each opportunity will be judged on its individual merit and value to the total Edina Park Systems.Special consideration will be given to parcels which are currently owned by a public or quasi-public entity other than the City of Edina,or privately owned, and currently serve in a open space or parkland capacity. 8. When considering land dedication or cash in lieu of land in the future, strongly consider"the Platting Ordinance Guidelines", which applies to Edina Ordinance No.810.More commonly known as Edina's Park Developers Fund,this is not anticipated to be a significant source of funding in the future for park development, acquisition or renovation simply because Edina is essentially fully developed. 9. Consider the creation of a"Redeveloper's Fund,"to create a source of funding for park development,acquisition,or renovation from the redevelopment of land to new uses and/or to higher densities . Natural Resources Conservation and Management Background Over the past decade,residents of the Twin Cities metropolitan area and nation-wide have shown an increased interest in the preservation and restoration of open space and unique natural areas.Consistent with national trends,Edina residents have voiced a strong interest in the protection and restoration of Edina's natural resources.The community wants to examine ways to better restore native landscaping and maintain native vegetative buffers along the riparian corridors of Minnehaha Creek and Nine-Mile Creek,and the small lakes in Edina,to maintain and improve water quality,and to provide more and - higher quality habitat for birds and wildlife. Goals 1. Establish a scientifically-based Natural Resources Conservation and Management Plan to identify„ restore and/or protect natural resources and native wildlife habitat.The primary reason to restore and/or protect natural resources is to sustain their ecological integrity and functions and protect the health and safety of the public.Natural resource areas shall include prairies,woods and wetlands. The Water Resources Management Plan is addressed under the Water Resources section of this Comprehensive Plan. 2. Ensure that Edina's development regulations include provisions for protection of the shorelands of those sections of Minnehaha Creek and Nine-Mile Creek within Edina,and for the shorelands of the lakes within Edina. 3. Identify a master landscape plantings plan for all Edina parks, which is the final phase of park development that has yet to be completed. 4. Conserve,and replace as necessary,Edina's urban forest to ensure the long-term vitality and viability of this integral part of Edina's overall identity and attractiveness. 411 13 S Policies 1. Conduct a resource inventory and assessment to identify Edina's prairies,woods and wetlands and produce a landscape comprehensive resource map. Conduct a woodland survey,resource assessment and production of a landscape comprehensive resource map to assess ecological functions.This survey and resource assessment is intended to identify rare plant and animal species, and exotic non-native plant species assessment.The assessment can also include other important information such as soil types,existing infrastructures,and areas of significant historical and cultural values. 2. Once a resource inventory assessment is completed,establish a Natural Resources Conservation and Management Plan. At that time,natural resource management policies will be proposed and adopted.For example,exotic or invasive plants may be controlled to protect native habitats for the health and safety of the public. 3. Identify what and where additional landscape plantings are desired for each park.This master plan of landscaping would be addressed on an annual basis. 4. Continue to carry out all Minnesota state mandates for shade tree disease control and noxious weed control. 5. Create a program for maintaining trees throughout the City, and replacing them as necessary, 6. Work closely with the Energy and Environment Commission to embrace and utilize volunteer service that provides valuable resident input and advice on natural resource conservation and management plans. 7. Seek State and Federal grant funding to assist with financing the resource inventory process. 8. Do not sell any park and/or open space property currently owned by the City.An exception to this policy might include a property exchange for land of equal or greater value that is determined to be • in the best interest of the community. Wildlife Management Plan Background Edina is home to a variety of wildlife,some of which make Edina their home year around and other - wildlife that migrate in and out of Edina.Wildlife is more often than not viewed by residents as an asset to community and a wonder of nature for park users to view and enjoy.In some cases, wildlife poses a threat to public safety and in some cases wildlife may be considered a nuisance to park users and traffic. In managing wildlife,the focus is to manage habitat for wildlife and,when necessary,target specific wildlife species for removal.The Natural Resources Conservation and Management Plan will help identify any rare animals that may require additional attention to provide better habitat protection.The Natural Resources Management Plan will identify specific plants for wildlife needs.The Wildlife Management Plan defines an appropriate population target and management process approved by state and/or federal government agencies. Goals 1. Maintain existing wildlife sanctuaries and create new ones where appropriate to protect significant plant communities and associated wildlife from the impacts of human activity. 2. Manage animal and bird populations that are considered to be a threat to public health or safety;or considered hazardous to the environment and/or infrastructure;or create an unacceptable public nuisance that could result in financial or social hardship if not controlled. • 14 • 3. Continue to improve shoreline fishing opportunities for thepublic. Policies 1. The City of Edina will continue to work with the Minnesota Department of Natural Resources to maintain a healthy herd of 40 to 60 deer(or as otherwise directed by the Minnesota DNR)within the City of Edina.Professional contractors or trained City staff will be used to assist with deer control and the City will continue to support aerial deer count surveys during the winter months to assess the size of the City's deer herd. 2. The City of Edina plans to continue to control geese populations in targeted park settings where their presence can create a threat to public health and/or an unacceptable public nuisance.As a federally protected migratory waterfowl,geese are difficult to control in an urban setting.The City will continue to use a dog as a means of forcing geese off of golf courses. The City will also continue to engage a professional contractor to round-up geese throughout targeted areas in the City during the goose molting season. 3. The City of Edina will continue to control other animal species(especiallybeaver)that are considered harmful to the environment,the general public and/or the watershed.Beaver can disrupt the flow of storm water,cause flooding, and need to be removed. 4. The City of Edina will continue to work closely with the Minnesota Department of Natural Resources Fisheries Division to enhance shoreline fishing opportunities for the public,which includes stocking of game fish,improving habitat and water quality for game fish,offering Minnesota DNR shoreline fishing programs and supporting educational opportunities for the public to learn more aboutfishing. • Walking and Biking Trails Pathways Plan Background The 2006 Community Attitude and Interest Citizen Survey clearly showed that the most important amenity requested by residents is walking/biking trails. One question in the survey asked; "Which Parks and Recreation Services Do You Think Should Receive the Most Attention from City of Edina Officials over the Next TWO Years?" The results were: _____ 54% Maintenance of Edina parks 53% Number of walking/biking trails 16% Number of nature conservation areas 14% The City youth programs 13% Number of Edina parks 12% Quality of outdoor athletic fields 9% Quality of indoor athletic fields 8% Quality of outdoor swimming pools 8% Availability of info about Edina programs/facilities 8% Quality of programs/facilities for adults age 55+6% The City adult programs 6% Fees charged for recreation programs Residents were also asked to identify their top three choices that they are most willing to fund with additional tax dollars; and the results were: 66% develop walking and biking trails 42% develop a new indoor recreation center 21%develop outdoor athletic fields for sports 21% aggressively remove buckthorn from city parks 19%develop new indoor sports facility for 15 • games,etc. 17% develop a new outdoor dog exercise park 13% develop new outdoor artificial hockey rink 5% other The survey also asked for reasons that residents would use walking and biking trails in the City of Edina. The results were: 84% for exercise and fitness 84% for enjoying outdoors/nature 25% for transportation 7% would not use trails Goals 1. Maintain existing walking/biking trails. 2. Develop additional walking/biking trails within each of Edina's parks wherever appropriate and desired and maintain existing trails at a level that meets or exceeds residents'expectations. 3. Create connectivity between Edina's individual interior trails and regional trails that connect Edina's parks to neighboring community trails and particularlytrails that are part of the greater regional trail system. Policies 1. With extensive input from residents,review each park for potential development of new walking/biking trails within the park. 2. Continue to work with the Bike Edina Taskforce and Public Works staff to implement the new bike . pathway master plan for the City of Edina.The objective is to identify the best routes for connecting existing and future internal park trail systems, as well as to identify the most appropriate routes for links to regional trails that will connect to neighboring community trails. 3. Continue to work closely with Three Rivers Park District and neighboring communities to develop a comprehensive trail system that connects to the greater regional trail system. 4. Acquire easements and purchase property where needed and available to develop future greenways that connect Edina's parks and connect to neighboring community trails and ultimately the greater regional trail system,such as the Southwest LRT and the Minneapolis Grand Round. 5. Do not sell any park and/or open space property currently owned by the City of Edina.An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. 6. Study parking needs and feasibility as part of the development of a comprehensive trail system. 7. Add new internal park walking/biking trails to the park system as funding becomes available under the capital improvement plan. 8. Maintain existing trails on a regular basis to keep them safe and userfriendly Park Maintenance and Aging Infrastructure Renovation and Replacement flan Background The Community Needs Assessment showed that,of all park and recreation services,residents want "Maintenance of Edina Parks"to receive the most attention from the City.77 percent of respondents are either very satisfied or somewhat satisfied with the overall value their household receives from the parks and recreation services in Edina.The national benchmark average is 57 percent that are either very satisfied or somewhat satisfied.Even with those high marks,residents recognize the importance of 16 • maintaining existing infrastructure to maintain the value of recreation services. Maintaining parks was the most important tax supported function even over the second most important expenditure,the development of new walking/biking trails (54 percent vs. 53 percent). Of the 26 different parks and recreation facilities to choose from, survey respondents rated playground equipment as the fourth most important recreation facility needed/desired(24 percent). The top three were: 1. Walking and biking trails(64 percent). 2. Natural areas and wildlife habitats (30 percent). 3. 18 and 9 hole golf courses(27 percent). Resources to maintain park lands and facilities will be an ongoing challenge as facilities continue to age and will require either renovation or replacement. Twelve of the 27 park buildings currently maintained by the Edina Park Maintenance Department are 25 to 100 years old or even older. 1. Arden Park Shelter Building 2. Bredesen Park Comfort Station 3. Cahill School Historical Building 4. Countryside Park Shelter Building 5. Creek Valley Park Shelter Building 6. Grange Hall Historical Building 7. Highlands Park Shelter Building • 8. Lewis Park Shelter Building 9. Normandale Park Shelter Building 10.Pamela Park Shelter Building 11.Strachauer Park Shelter Building 12.Utley Park Comfort Station The two historical buildings at Tupa Park are maintained and valued as historically and culturally significant buildings.The other ten aged buildings are approaching the end of their life span and will be In need of either major renovation or total replacement within the next 20 years.In determining renovation vs.replacement,each building's function needs to be analyzed as to whether or not it serves the current needs and desires of park users. In some cases,the current architecture and design of a building may meet residents' expectations.In other cases,the building may no longer meet residents' expectations. The four newest park shelter buildings in the park system were built in 1997 as part of a successful general obligation bond. Those buildings were built at: 1. Cornelia School Park 2. Todd Park 3. Walnut Ridge Park 4. Weber Park These newer facilities can accommodate social gatherings, meetings,classes,recreation programs.They also serve as a warming house to change skates and warm up during the winter skating season.The older shelter buildings serve primarily as a place in which to change skates during the winter skating • season but are not used for other purposes during the non-winter seasons other than for their restroom 17 • facilities. Goals 1. Continue to provide a high level of park maintenance services that meets or exceeds residents'expectations. 2. Continue this level of service on a daily basis as well as maintain or replace existing park infrastructure in a timely manner that meets or exceeds residents' expectations. Policies 1. Through an aggressive Capital Improvement Plan and annual operating budget, maintain park infrastructure in a timely manner that meets or exceeds residents' expectations. 2. Continue to fund and employ an appropriate number of full-time professional park maintenance staff and part-time seasonal staff to perform all dailymaintenancefunctions needed to maintain Edina parks at a premier standard.As more infrastructure is added to the park system,more professional staff and equipment will be needed to maintain parks at a premier standard. 3. Do not rely on voter approved general obligation bonds to replace worn infrastructure 4. Do not sell any park and/or open space property currently owned by the City of Edina.An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. • • 18 i 19 • From Vision Edina Strategic Vision and Framework (2015), Vision Edina Community Engagement Report (2015), and Mapping Edina's Big Ideas (2017): The Vision Edina plans (and subsequent Big Ideas follow-up work)did not choose to focus on public • health issues as a major focus area.However,health is a core value in Edina, as evidenced in the overall City of Edina mission statement cited in the Vision Edina report: "Our mission is to provide effective and valued public services,maintain a sound public infrastructure, offer premier public facilities and guide the development and redevelopment of lands, all in a manner that sustains and improves the health and uncommonly high quality of life enjoyed by our residents and businesses."(emphasis added) Work completed in 2015 in Vision Edina affirmed the importance of`place.' The notion of vibrant, diverse,and ecologically sustainable places was reaffirmed in the BIG IDEAS workshop in May 2016 where community members ranked the following as top priority, strategic focus areas: ■ Environmental Stewardship • Transportation Options • Education Focus • Commercial Development Mix • Residential Development Mix • Regional Leadership • Population Mix ■ Live and Work Policies addressed by the Planning Commission for inclusion in the comprehensive plan should fall under these broad headings. Additionally important is the position taken by the Planning Commission that none of these strategic focus areas exists in a vacuum. Instead,each is interrelated with others,and in order to truly become the • 20 • exceptional community Planning Commissioners want Edina to be,policies guiding the city's future should,where appropriate and feasible,be holistic and include input and ideas from a broad base of knowledge,interests, and expertise. Therefore,policy formulation activities should endeavor to include health-related policies with other policies where the relationship to health is not immediately obvious. A timeline/schedule for the policy development work is outlined below and on the following page. 1. September: Determine which of the city's commissions(and other municipal entities)is best suited to lead the investigation,discussion,and development of policies for each of the identified focus areas. Strategic Focus Area City Commissions and Institutions Environmental Stewardship Energy and Environment Commission Transportation Options Transportation Commission Arts and Culture Commission Heritage Preservation Commission Education FocusStudent Commission Parks and Recreation Commission Community Health Commission Commercial Development Mix Planning Commission Economic Development Residential Development Mix -+ ► Planning Commission Transportation Commission Regional Leadership All Commissions and Institutions Human Rights Commission Population Mix "410.111111.1.110" Race and Equity Services Working Group Live and Work 401111110., Planning Commission Transportation Commission • 21 • • 2. September: Planning Commissioners engage staff liaisons in a discussion about the need to implement a process where the city's commissions work together,across disciplines,to develop holistic policies for inclusion in the comprehensive plan. The mission and goal statements of each commission are distributed to others to ensure cross-discipline understanding of each commissions focus and interests. 3. September: Planning Commission develops a framework for distribution to the city's commissions and institutions. The framework is built on the matrix that was developed for the Boards and Commissions Workshop, held in April 2017. Each commission and institution completes the framework,listing its own policy focus including future,concept-level policies for inclusion in the comprehensive plan and additional conceptual policies where there is overlap with other commissions and institutions. 4. September: The completed framework is submitted to the Planning Commission for review and analysis. The analysis will identify areas of overlap,determine where cross discipline integration is feasible and help determine which Planning Commissioner is best suited to take major responsibility for a particular policy's refinement and development. 5. October—December: Planning Commissioners,working with their commissions(and others where there are integrated policies),conduct research on concept policies to gather facts,review experiences from other communities,review precedents,hold discussions,and parse language. Refine concept-level policies and produce draft policies. 6. January: • Draft policies are presented to the Planning Commission for approval. Members of the city's commissions and institutions participate in the presentations. Once approved,the policies are further refined for inclusion in the comprehensive plan. • 22 • p• CO C c t E • o c E o. n E C a p C v u *5 n Cr C w C o� o N � .X u C. Ct Ct V) z C 0 E s ca V = � c Q � - Ud _ • JC a41 0 a w F- Q C Lu 3 . 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