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HomeMy WebLinkAbout2017-10-10 Parks & Rec Comm PacketDraft Minutes☒ Approved Minutes☐ Approved Date: Click here to enter a date. Minutes City Of Edina, Minnesota Parks & Recreation Commission Edina City Hall, Council Chambers September 12, 2017, 7 p.m. I. Call To Order Chair McCormick called the meeting to order at 7:04 p.m. II. Roll Call Answering roll call were Commissioners Miller, Nelson, Good, McCormick, Strother, Gieseke, Burke, Dahlien and student members Kiely and Schieffert. Absent were: Commissioners McAwley and Willette Commissioner Miller arrived at 7:06 p.m. Staff present: Park Board Staff Liaison Ann Kattreh, Assistant Parks & Recreation Director Susan Faus, Administrative Coordinator Janet Canton. III. Approval Of Meeting Agenda Chair McCormick indicated that the Tupa Park Renaming Proposal has been removed from the agenda. Motion made by Good to approve the amended meeting agenda. Motion seconded by Strother. Motion carried. IV. Approval Of Meeting Minutes Motion made by Gieseke to approve the Aug. 8, 2017 Parks & Recreation Commission minutes. Motion seconded by Dahlien. Motion carried. V. Special Recognitions and Presentations A. Introduction Of The New Parks & Recreation Student Commissioners The two new student commissioners, Brendan Kiely and Ava Schieffert, each gave brief introductions of themselves to the Parks & Recreation Commission. B. Grandview Green Presentation Katie Clark Sieben, Economic Development Project Consultant, gave a presentation on the Grandview Green project. She noted it is in the concept stage and that she will be visiting all of the commissions with the concept and would like to receive feedback, thoughts, ideas, etc., to explore more as they move forward. Commissioners asked questions as well as gave their thoughts and suggestions. VI. Community Comment None Draft Minutes☒ Approved Minutes☐ Approved Date: Click here to enter a date. VII. Reports/Recommendations A. Braemar Park Master Plan Update – 8:08 p.m. started Ken Grieshaber from SRF presented some preliminary findings and concepts to the Parks & Recreation Commission as well as went through the project schedule for the Braemar Park Master Plan. Commissioners asked questions and made suggestions. Commissioner Burke left the meeting at 9:01 p.m. B. Comprehensive Plan Committee Staff Liaison Kattreh informed the commission that the comprehensive plan is on the 2018 Parks & Recreation Commission Work Plan. She feels a good approach would be to get a few Parks & Recreation Commissioners to work on the Comprehensive Plan and report back to the Parks & Recreation Commission as a whole. She went through the different items that are going to need to be looked at as part of the Comprehensive Plan. Commissioners Good, McCormick, McAwley and Nelson volunteered to be on the Comprehensive Plan Committee for the Parks & Recreation Commission. C. 2018 Parks & Recreation Commission Work Plan Chair McCormick indicated that Commissioner Good and herself will be presenting the 2018 Parks & Recreation Commission Work Plan to the City Council on Oct. 3. Chair McCormick asked for an update on each of the initiatives. Commissioners Miller and Gieseke went over the Funding Options Initiative. Commissioners Strother, Dahlien and Nelson went over the Marketing and Communications Initiative. Commissioner Good went over the Field Capacity and Utilization Initiative. He commented they feel Val Burke would be a good addition to their team as the School Board liaison as well as Matt Dahlien because of his ties to the associations. Commissioner Dahlien indicated he would gladly join. Chair McCormick informed the commissioners if they would like to part of any of the initiatives to let her know because there is still time. VIII. City Council Updates and Correspondence A. City Council Updates Aug. 15 and Sept. 6, 2017 Chair McCormick acknowledged the receipt of the City Council updates. B. Correspondence Received through Oct. 5, 2017 Chair McCormick acknowledged the receipt of correspondence received through Oct. 5, 2017. Draft Minutes☒ Approved Minutes☐ Approved Date: Click here to enter a date. IX. Chair And Member Comments • Commissioner McCormick thanked Administrative Coordinator Canton for all of her work in putting the letters together from the commissioners for their park assignments with regards to the Adopt-a-Park Program; she asked that the letters be signed and given back to Administrative Coordinator Canton to get mailed tomorrow. • Commissioner Nelson asked Assistant Parks & Recreation Director Faus on the signage timeline; Assistant Parks & Recreation Director Faus replied the installation is scheduled for the end of October. • Commissioner Dahlien recognized Chelsea Korsh who was a wonderful volunteer to Parks & Recreation who recently passed away she will be missed. X. Staff Comments Staff Liaison Kattreh gave the following updates: • The golf course construction continues to move along and construction is anticipated to finish in mid-October. • The dome installation will start in mid-October; they hope to have it up and running by the end of October. • The tennis courts at Todd Park and Normandale Park as well as the basketball court at Strachauer Park are currently under construction; they hope to redo the tennis courts at Pamela Park later this fall. • The shelter buildings from the 1997 Park Bond Referendum have been receiving some updates; re-roofing, new carpeting, exterior siding maintenance and painting. XI. Adjournment Motion made by Gieseke to adjourn the September 12, 2017 meeting at 9:49 p.m. Motion seconded by Good. Motion carried. 2018 Comprehensive Commission To Kits Pian Update TOOL K CONTENTS 1. Work Objectives 2. Instructions and Timeline 3. Chapter Summary or Summaries Electronic versions available 4. 2008 Comprehensive Plan Chapter or Chapters Electronic versions available 5. Chapter Assessment Tool Electronic version available 6. Goal and Policy Development Example 7. Vision Edina Big Ideas Report Electronic version available 8. Big Ideas Report Electronic version available 9. Met Council 2015 System Statement Electronic version available 10. Supporting Documents WORK OBJECTIVES Commissions are being asked to: 1. Review and analyze policies and goals outlined in the 2008 Comprehensive Plan to determine their current relevancy 2. Identify which existing 2008 policies and goals should be: a. eliminated or retained b. retained and modified c. completely re-written or d. created for inclusion in a current chapter and/or new chapter 3. Engage with other commissions a. identify overlapping topics/issues b. work together to determine relevancy of each other goals and policies c. assist with writing additional goals and policies 4. Make recommendations to policies, goals and/or the addition of content Objective 1 Objective 1 INSTRUCTIONS & TIMELINE October A 2008 Comprehensive Plan chapter(s) will be given to the 2017 Commission whose work is most closely related. For example, members of the Edina Transportation Commission will receive the Transportation Chapter from the 2008 Comprehensive Plan. November Commissions will discuss their chapter(s), giving attention to goals 2017 and policies at the conclusion of each chapter to determine their current relevancy. It is anticipated that the discussions will include critical evaluations of the goals and policies using the following considerations and documents: Itt Changes that have taken place since the 2008 Comprehensive Plan Examples of changes include: Economy, Environment, Demographics, Housing, etc. ft Vision Edina 2015 and Big Ideas Report (2017) Commissions should review chapters through the eight Vision Edina strategic focus area lenses. ft Additional Edina Guiding Documents Chamber of Commerce — Economic Development/Stakeholder Engagement Analysis (January 2017) Quality of Life Survey (August 2017) Living Streets Plan (2015) Affordable Housing Policy (2015) Parks, Recreation and Trails Strategic Plan (2015) Metropolitan Council System Statement for the City of Edina (2015) November 2017 tt Determine if the goals and policies outlined in 2008's ComprehensivePlan should be: eliminated or retained retained and modified completely re-written or created for inclusion in a current chapter and/or new chapter Objective 2 Dec 2017/ Engage with other to discuss overlapping issues and assist Objective 3 Jan 2018 with writing appropriate goals and policies. Complete work objectives Objective 1,2,3 Make recommendations to policies, goals and/or the addition of content Commissions will present recommendations to the Planning Commission at March work sessions. Objective 4 CHAPTER SUMMARIES Each chapter of the 2008 comprehensive plan has been summarized to provide an overview of the chapter. The summaries include excerpts from Vision Edina, the Big Ideas Workshop, MSP Thrive 2040 and the Edina's 2015 System Statement. MSP Thrive 2040 and Edina's 2015 system Statement were developed by the Metropolitan Council to provide guidance to communities in the region as they prepare their 2018 comprehensive plans. The following summaries are available: • Community Facilities Economic Competitiveness • Health Historic Preservation Housing Lane Use • Parks, Open Spaces, and Natural Resources • Sustainability, Energy and Environment • Transportation • Water Resources Management When reviewing chapter content do not use the summary document alone, but use the actual chapter from the 2008 comprehensive plan. The summaries will be most helpful to commissions who are not primarily responsible for the chapter but will help identify overlapping themes. Parks, Open Space, and Natural Resources Edina Comprehensive Plan Task Force September 2017 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 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 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: n Individual sites exhibiting naturalresources., n 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). n 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 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. Earl Address SiLt Ouadrant Birchcrest 6016 Hansen Rd. NW 1.61 Acres 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./Mtn Street 2.69 Acres NE Lake Edina /1100 Parklawn Ave. 3.10 Acres SE McGuire W. 69m & 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. Park Address ize 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 Noiniandale 6501 Warren Ave. 10.06 Acres SW Strachauer 6200 Beard Ave. 4.50 Acres NE Utley 50m & 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. Earl Address S..1E Quadrant Creek Valley W. 64m & Gleason Road 10.00 Acres SW Garden 5520 Hansen Road 18.74 Acres NW Highlands 5200 Doncaster Way 11 .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 /14.24 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 Braemar Centennial Lakes Kenneth Rosland Edinborough Address SW Corner of Edina 7495 France Avenue 4300 West 66111 Street 7700 York Avenue South ize 500.00 Acres 25.00 Acres 22.05 Acres 2.00 Acres Quadrant SW SE SE SE Special Purpose Parks - The special purpose park Park Arneson Acres Bredesen Richards Golf Course Southdale Gateway Tupa Williams Grandview Square/ Senior Citizen Center 7 Parks - 277.11 Acres provides a single or specific form of recreation. Address 4711 West 70t11 street Vernon Ave. & Olinger Blvd. 7640 Parklawn Ave. SE Corner of Edina 4918 Eden Avenue West 50111 & Browndale 5280 Grandview Square Service Area is city-wide Sizt Quadrant 15.00 Acres SE 206.00 Acres NW 39.65 Acres SE 9.97 Acres SE 1.00 Acre NE .34 Acre NE 5.15 Acres NW Inventory Summary PARK TYPE Natural Resource Areas (19 areas) Mini-Parks (12) Neighborhood Parks ( 12) Community Playfields ( 8) Community Parks (4) Special Purpose Parks (7) Total Parklands & Natural Resource Areas ACRES 352.13 21.12 112.85 253.68 549.05 277.11 1,565.94 OTHER MAINTAINED GRASS AREAS Plazas, Triangles, and circles Storm Water and Drainage Areas Parklands and Natural Resource Areas Total Parks, Natural Resource & Other Areas Parkland and Natural Resource Areas Acreage Summary The following are parkland acreage totals per park classification: 5.00 60.00 1,565.94 1,630.94 COMPONENT Natural Resource Areas Mini-Parks Neighborhood Parks Community Playfields Community Parks Special Purpose Parks CHARACTER Vary in size Less than 2 acres Serve children ages 6-14 Serve recreational needs of young people and adults Large parks in excess 100 acres. Serve pre- school -adult active and passive recreational pursuits Provide a special foini of recreation # OF TOTAL SVC AREA PARKS ACREAGE Varies 19 352.13 1/4 sq.mi. 12 21.12 1 sq.mi. 11 78.88 9-16 sq.mi. 9 287.65 4-16 sq.mi. 4 549.05 City Wide 7 277.11 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. 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. Environmental Trends: n Disappearing resources — significant open spaces and natural habitats, original landscapes, wetlands and natural drainages, ancient forests, water and energy resources, remnant landscapes. n Reduction of pollution and waste; recycling. n Environmentally sensitive lifestyles — low impact, non-consumptive use (walking, bicycling) and increased aesthetic appreciation. n More environmentally sound practices and habits — reduced and modified use of pesticides and herbicides. n NIMBY and no growth attitudes — "not in my back yard" resistance to change, growth, development. n Natural areas management — maintaining and reclaiming natural values and open spaces. n The Greenhouse effect — may disrupt some regional economies within 10-20 years. n Federal water quality mandates — natural drainage systems become more important as urban waterways and wetlands are protected. Social Trends: n Increased crime and violence — domestic violence, gangs, violence in schools and other public places, drugs, vandalism, racial tension. n Increased numbers of children at risk — child abuse and neglect, teen pregnancies, suicides, family instability, loneliness, alienation, rebelliousness, substance abuse. n Change-related stress — economic, social and technological change continues in 21st Century, at rates creating stress. n People empowerment — opportunities for building community and social bonding, neighborhood watch, community policing. n Citizen participation — involvement of "stakeholders" in public planning and decision-making; planning with, not for people. n Social service networking — organizing community resources to attack complex social problems. n Increasing concerns for personal and family safety. n Major public health issue — continuing AIDS epidemic, STDs, etc. n Increased importance of wellness activities. n Desire to preserve and maintain cultural heritages. n Volunteerism — making more effective and efficient use of volunteers Economic Trends: n Reduced discretionary or leisure spending. n Increasing public costs — associated with health, social services, environmental protection and clean-up, aging infrastructure. n Increasing labor and energy costs — consuming higher percent of budgets. n Tax limitation measures — reduction in and/or caps on revenue traditionally used to support public programs (education, recreation, etc.). n Increase in national poverty rate. n Leisure services provided by multiple providers — private and non-private sectors. n More partnerships — doing more with less in conjunction with others. n Recognition of economic value of parks, open spaces, and amenities in infrastructure. Technological Trends: n Technological change — rapid pace will continue. n Easing of the effects of aging. n Advances in information technology — making products, services and information more accessible and targeted. n Increased contact with computers. n Information technology will blur distinction between work and home. n Increased media maladies — information overload, privacy, objectionable material, distorted reality. n More public meetings aired on public/access cable television — more education on issues and services. n Greater energy costs shaping technology — smaller cars and multi-modal transportation systems, more efficient buildings. Trends in Urban Patterns: n Increased urban sprawl — located primarily along major transportation corridors and mass transit routes. n Greater "in-fill" development — lands considered marginal will be upgraded for new development, increasing density in the urban core. n Revitalizing and retrofitting downtowns, industrial plants and commercial centers — amenities included to make them more marketable — mixed use development n Increasing importance of amenities — recognized as essential for maintaining competitiveness. n Historic preservation — valuing heritage resources as treasures. n Continued gentrification — caused by increasing land values in central city areas. n Affordable housing — community mandates and improved technology. n Increased traffic congestion — placing more emphasis on mass transit and transportation options using existing open space. n More political pressure for urban growth management — balancing sustainable future. n 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: n Greater focus on benefits-driven needs assessments which link planning decisions more directly to community values and goals. n Greater emphasis on comprehensive open space planning and preservation, including broader definitions of open space and green space. n 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. n More protective measures for wetlands, waterways and uplands in natural resource planning. n Increasing importance of recreation and open space contributing to more walkable, livable and sustainable communities. n Merging of recreation, open space and transportation goals, especially multi- modal systems. n 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. n The legitimization of parks and open spaces as part of the urban land use planning and development process. n Greenspaces contributing to downtown and neighborhood revitalization. n More collaboration between parks and schools through joint acquisition, development and use of lands, and joint construction and use of facilities. • 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. 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 Snace 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. 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. 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 annualbasis. 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 thecommunity. 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. 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 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 Renlacement 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 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 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. 2008 COMPREHENSIVE PLAN CHAPTERS A Commission will be provided a chapter(s) as the lead reviewer. This does not mean Commission's cannot provide input on other chapters AND there may be cases when a Commission creates content that might be better served by its own chapter. The 2008 chapters includes: a Land use Transportation • Housing • Water Resources • Parks Health Heritage Preservation Sustainability Community Facilities and Services 3 Implementation Chapter Responsibility Chart: We will look to Commissions for input on chapters most closely related to the goals and missions of the Commission. The chart designates the chapter or chapters your commission will be asked to focus on. Chapter Title Commission(s) Community Profile Human Rights and Relations Commission, Community Health Commission Landuse & Community Design Planning Commission Housing Human Rights and Relations Commission Heritage Preservation Heritage Preservation Commission Transportation Transportation Commission Water Resources Management Energy and Environment Commission Parks, Open Space and Natural Resources Parks and Recreation Commission Energy, Environment, and Resilience* Energy and Environment Commission Community Services and Facilities Parks and Recreation Commission, Community Health Commission, Human Rights and Relations Commission (49tik„\___ ...for living, learning, raising families & doing business E/ A Chapter 9: Parks, Open Space, and Natural Resources 9.1 Introduction 9.2 Current Conditions 9.3 Trends and Challenges 9.4 Goals and Policies: Parks, Open Space, and Natural Resources 9.5 Implementation 9.1 INTRODUCTION Edina residents value and are very passionate about their park lands, facilities and programs. Residents are always willing to volunteer to serve the public to provide the best parks and recreation programs, services and facilities. Edina's volunteers are a critical and extremely valuable resource in the delivery of park and recreation programs and services. The City relies heavily on Edina's volunteers to provide a comprehensive and quality recreation program. As Edina plans for the next 20 years, the plan is to be mindful of energy efficiencies. In addition, our focus will also be mindful of the preservation of natural resources and, where appropriate, restoration of natural resources to create an environment that promotes sustainable natural resources. There is a strong interest among residents and staff in improving water quality. The City will be working to ensure compliance with the established "Surface Water Quality Plan." The City will also continue to work closely with the Nine Mile Creek Watershed District and the Minnehaha Creek Watershed District to coordinate and support future 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. This Comprehensive Plan also addresses the community's strong desire to create more greenways to tie park system components together to form a more cohesive park environment. The-City, with the help of volunteers, will respond to a growing trend of childhood obesity by creating and administering new and innovative programs, facilities and services that address this important issue. The City Council adopted a resolution to support a Minnesota State initiative called "Get Fit" in an effort to heighten awareness of the growing epidemic of childhood obesity and show a commitment to do its part. Edina Comp Plan Update 2008 — 9-1 Chapter 9: Parks, Open Space, and Natural Resources 2008 Comprehensive Plan ATIA. 4 ROI ...for living, learning, raising families & doing business \) El 2008 Comprehensive Plan) The Edina Park and Recreation Department recognizes the importance of establishing a common vision that leads to a preferred future. This common vision positions us to proactively address future trends, meet the needs of a rapidly changing society, and place parks and recreation at the table when critical issues are framed and decisions are made. The Park and Recreation Department's Vision Statement is; "We Create Community through People, Parks and Programs." In a sense, this vision is a perpetual action plan and will be the cornerstone of future strategic planning efforts. The benefits of parks and recreation are endless. The core mission of Edina's Park and Recreation Department is diverse, meaningful and comprehensive. The community will continue to have ever changing needs. It will be the City's challenge to adapt to these inevitable ever changing needs through facilities, programs and services and be mindful of existing facilities, programs and services offered in nearby surrounding communities so as not to create duplication. See Figure 9.1 Parks and Open Space Map (at end of this chapter) 9.2 CURRENT CONDITIONS: PARKS, OPEN SPACES, AND NATURAL RESOURCES Edina Comp Plan Update 2008— 9-2 Chapter 9: Parks, Open Space, and Natural Resources (C)( ( ...for living, learning, raising families & doing business ..1/2. 2008 Comprehensive Plan ) Park, Recreation, Open Space and Greenway Classification In 1995, the National Recreation and Park Association (NRPA) and the Academy of Park and Recreation Administration revised the suggested classifications for parks, recreation areas and open spaces. The key changes were the inclusion of park-school sites, athletic fields, private park/recreation facilities, natural resource areas/preserves and greenway classifications. This new classification system states that there are essentially two types of park and recreation land: 1. Publicly owned land. 2. Privately owned land that contributes to the public's park and recreation system. Examples of privately owned land that contribute to the public's park and recreation system would include: • Edina Country Club • Interlachen Country Club • Church-owned properties • Southdale YMCA • The meadows in White Oaks neighborhood • Power line easements • Other miscellaneous privately owned vacant space These privately owned spaces and facilities provide the public with valued park and recreation services and benefits. 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 33 acres per 1,000 residents (based on the 2000 census population of 47,425). Edina Comp Plan Update 2008 — 9-3 Chapter 9: Parks, Open Space, and Natural Resources ( ...for living, learning, raising families & doing business 2008 Comprehensive Plan) 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 and 2030 Regional Parks Policy Plan There are currently no county, state or federal park lands in Edina. 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 proposed development of two regional trails: South Hennepin Regional Trail-West — This is a proposed regional trail that would follow an existing north-south railroad grade owned by Canadian Pacific Railroad in the City of Edina. It would connect to Hyland-Bush-Anderson Park Reserve on the south and the Cedar Lake LRT Regional Trail north of the Edina city limits. The railroads are still in active use so planning for the conversion to a regional trail requires joint use of the Edina Comp Plan Update 2008— 9-4 Chapter 9: Parks, Open Space, and Natural Resources ...for living, learning, raising families & doing business 1, 2008 Comprehensive Plan ) Right-of-Way. The proposed trail alignment as shown in Figure 9.2 is the preferred route. Nine Mile Creek Regional Trail — This is a proposed regional trail that would be an east- west connecting trail in Edina. The City of Edina has been working closely with Three Rivers Park District and others to identify the most appropriate alignment of this east- west regional corridor. The general alignment is shown in Figure 9.2. Other than the two proposed regional trails mentioned above, there are no plans within the 2030 Regional Parks Policy Plan that involve any property in Edina. Natural Resource Open Space Areas The National Recreation and Park Association 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: n Individual sites exhibiting natural resources. n 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). n 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 Edina Comp Plan Update 2008 — 9-5 Chapter 9: Parks, Open Space, and Natural Resources ...for living, learning, raising families & doing business ( ;,.) OM z_4",ii 2008 Comprehensive Plan) (0 Q, 1.. 3 -/ 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 Cahill School Backlot NE of High School & S of Crosstown Dewey Hill Ponds Limerick Dr. (dead end W of RR) 9.75 11.05 37.29 48.00 3.90 SOUTHEAST QUADRANT Bristol & Mavelle 1.01 Total Natural Resource Acres 352.13 City Parks The following are individual park locations and acreage totals: Mini-Parks - 12 Parks — 21.12 Acres 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 Size Quadrant 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 Edina Comp Plan Update 2008 — 9-6 Chapter 9: Parks, Open Space, and Natural Resources ..for living, learning, raising families & doing business VA 2008 Comprehensive Plan N `17.1 • 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. Park Address Size Quadrant 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. 50th & Wooddale Ave. 4.70 Acres NE Yorktown W. 73rd & York Ave. 3.42 Acres SE Todd Park 4429 Vandervork Ave. 33.97 Acres NW Edina Comp Plan Update 2008 — 9-7 Chapter 9: Parks, Open Space, and Natural Resources I ...for living, learning, raising families & doing business o0\- /5fr 2008 Comprehensive Plane 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. Park Address Size Quadrant Creek Valley W.W. 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 Edina Comp Plan Update 2008 — 9-8 Chapter 9: Parks, Open Space, and Natural Resources ...for living, learning, raising families & doing business \c.:6 ,c-t= ° 2008 Comprehensive Plan) • Edina Comp Plan Update 2008 — 9-9 Chapter 9: Parks, Open Space, and Natural Resources -- (is:1' fisA. .7- o ( ...for living, learning, raising families & doing business k) 2008 Comprehensive Plan 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 Size Quadrant Braemar SW Corner of Edina 500.00 Acres SW 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. Park Address Size Quadrant 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 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 Edina Comp Plan Update 2008 — 9-10 Chapter 9: Parks, Open Space, and Natural Resources I ...for living, learning, raising families & doing business 2008 Comprehensive Plan) OTHER MAINTAINED GRASS AREAS Plazas, Triangles, and circles Storm Water and Drainage Areas Parklands and Natural Resource Areas Total Parks, Natural Resource & Other Areas 5.00 60.00 1,565.94 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 ages 6-14 1 sq.mi. 11 78.88 Community Playfields Serve recreational needs of young people and adults 9-16 sq.mi. 9 287.65 Community Parks Large parks in excess 100 acres. 4-16 sq.mi. 4 549.05 Serve pre-school -adult active and passive recreational pursuits Special Purpose Parks Provide a special form of recreation City Wide 7 277.11 Total Parkland & Natural Resource Areas 62 1,565.94 Edina Comp Plan Update 2008 — 9-11 Chapter 9: Parks, Open Space, and Natural Resources /-` ( ...for living, learning, raising families & doing business \ -,, 2008 Comprehensive Plan) 9.3 TRENDS AND CHALLENGES 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. 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 Edina Comp Plan Update 2008 — 9-12 Chapter 9: Parks, Open Space, and Natural Resources ...for living, learning, raising families & doing business 2008 Comprehensive Plan 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. Edina Comp Plan Update 2008 — 9-13 Chapter 9: Parks, Open Space, and Natural Resources 2008 Comprehensive Plan) ,-• ...for living, learning, raising families & doing business Environmental Trends: n Disappearing resources — significant open spaces and natural habitats, original landscapes, wetlands and natural drainages, ancient forests, water and energy resources, remnant landscapes. n Reduction of pollution and waste; recycling. n Environmentally sensitive lifestyles — low impact, non-consumptive use (walking, bicycling) and increased aesthetic appreciation. n More environmentally sound practices and habits — reduced and modified use of pesticides and herbicides. n NIMBY and no growth attitudes — "not in my back yard" resistance to change, growth, development. n Natural areas management — maintaining and reclaiming natural values and open spaces. n The Greenhouse effect — may disrupt some regional economies within 10-20 years. n Federal water quality mandates — natural drainage systems become more important as urban waterways and wetlands are protected. Social Trends: n Increased crime and violence — domestic violence, gangs, violence in schools and other public places, drugs, vandalism, racial tension. n Increased numbers of children at risk — child abuse and neglect, teen pregnancies, suicides, family instability, loneliness, alienation, rebelliousness, substance abuse. n Change-related stress — economic, social and technological change continues in 21st Century, at rates creating stress. n People empowerment — opportunities for building community and social bonding, neighborhood watch, community policing. n Citizen participation — involvement of "stakeholders" in public planning and decision-making; planning with, not for people. n Social service networking — organizing community resources to attack complex social problems. n Increasing concerns for personal and family safety. n Major public health issue — continuing AIDS epidemic, STDs, etc. n Increased importance of wellness activities. n Desire to preserve and maintain cultural heritages. n Volunteerism — making more effective and efficient use of volunteers. Edina Comp Plan Update 2008— 9-14 Chapter 9: Parks, Open Space, and Natural Resources if isly,;; (...for living, learning, raising families & doing business 2008 Comprehensive Plan) A • Economic Trends: n 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. n Tax limitation measures — reduction in and/or caps on revenue traditionally used to support public programs (education, recreation, etc.). n Increase in national poverty rate. • Leisure services provided by multiple providers — private and non-private sectors. n 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 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. Edina Comp Plan Update 2008 — 9-15 Chapter 9: Parks, Open Space, and Natural Resources 2008 Comprehensive Plan ...for living, learning, raising families & doing business n Increasing importance of amenities — recognized as essential for maintaining competitiveness. n Historic preservation — valuing heritage resources as treasures. n Continued gentrification — caused by increasing land values in central city areas. n Affordable housing — community mandates and improved technology. n Increased traffic congestion — placing more emphasis on mass transit and transportation options using existing open space. n More political pressure for urban growth management — balancing sustainable future. n 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: n Greater focus on benefits-driven needs assessments which link planning decisions more directly to community values and goals. n Greater emphasis on comprehensive open space planning and preservation, including broader definitions of open space and green space. n 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. Edina Comp Plan Update 2008— 9-16 Chapter 9: Parks, Open Space, and Natural Resources ,----- 7-1,9 o 00 , . I ...for living, learning, raising families & doing business t Fa im- \ .;-.....,,v-:-..„ 2008 Comprehensive n ) • 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. • 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. 9.4 GOALS AND POLICIES Overall Goal and Goals and Policies for Programmatic Areas 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. Goals and Policies for Programmatic Areas The following Goals and Policies are intended to serve as a guide for future decisions pertaining to Edina's park and recreation areas for the next twenty years. These goals reflect the results of the Community Attitude and Interest Survey conducted in 2006. However, the goals are not intended to appear in order of priority. These goals also Edina Comp Plan Update 2008 — 9-17 Chapter 9: Parks, Open Space, and Natural Resources ((,),:(9. ( ...for living, learning, raising families & doing business I:76 cau at; ° 2008 Comprehensive Plan znir ' • • reflect the input from the community received during the comprehensive planning process. 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 doing business. 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. Edina Comp Plan Update 2008— 9-18 Chapter 9: Parks, Open Space, and Natural Resources I \,..,. ...for living, learning, raising families & doing business I.' 2008 Comprehensive Plan 1 .. ,,,o _I ::::.:-wa--_,,,, 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. 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. Edina Comp Plan Update 2008— 9-19 Chapter 9: Parks, Open Space, and Natural Resources ( ...for living, learning, raising families & doing business \,..._ -j5) 2008 Comprehensive Plan /] 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. 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 to the 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. Edina Comp Plan Update 2008 — 9-20 Chapter 9: Parks, Open Space, and Natural Resources (i) ( ...for living, learning, raising families & doing business )1 2008 Comprehensive Plan i ni 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. 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. 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 Edina Comp Plan Update 2008 — 9-21 Chapter 9: Parks, Open Space, and Natural Resources CI \ ( ...for living, learning, raising families & doing business j,19 2008 Comprehensive Plan) „., 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 Edina Comp Plan Update 2008— 9-22 Chapter 9: Parks, Open Space, and Natural Resources 0 .1 .. for living, learning, raising families & doing business n 4. 2008 Comprehensive Planl 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. 3. Continue to improve shoreline fishing opportunities for the public. 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 (especially beaver) 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 about fishing. Walking and Biking Trails Pathways Plan Edina Comp Plan Update 2008 — 9-23 Chapter 9: Parks, Open Space, and Natural Resources (- u, f, ... or living, learning, raising families & doing business ED P4 \ • 2008 Comprehensive 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 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 Edina Comp Plan Update 2008 — 9-24 Chapter 9: Parks, Open Space, and Natural Resources 2008 Comprehensive Plar;) ...for living, learning, raising families & doing business The survey results clearly indicate that residents desire and support more park trail opportunities in their local park to use for fitness and enjoying nature and the out of doors more so than for transportation purposes. To create more recreational trail opportunities for residents to enjoy nature and the out of doors, the City is working closely with Three Rivers Park District to develop regional trails to create connections to neighboring community trail systems that are subsequently connected to the greater regional trail system. Three Rivers Park District maintains the popular 27-mile trail formerly known as the Southwest Regional LRT Trail. The corridor between Hopkins and Victoria is named the Cedar Lake LRT Regional Trail and the corridor between Hopkins and Chanhassen is named the Minnesota Bluffs LRT Regional Trail. With grades of five percent or less, the 10-foot wide crushed limestone trail is ideal for biking, walking or running. The trail is two-way and includes wooden bridges and several road crossings. The corridors were acquired by the Hennepin County Regional Railroad Authority (HCRRA) for future light rail transit use. A cooperative agreement between HCRRA and Three Rivers Park District allows the corridors to be used for interim recreational purposes. As stated below, it is the City's goal to find strategic trail connections for Edina residents to have access to this popular regional trail, which will require a connection on the north side of Edina. The long-range plan is to have this trail also make connection with Bloomington and/or Eden Prairie in the future to complete a north/south corridor. It is also recognized that children need safe trails/sidewalks to walk and bike to schools and libraries. Therefore, where trails are needed within parks to create safe passage for youth to walk and bike to schools, those trails will take high priority. The greater Edina Comp Plan Update 2008— 9-25 Chapter 9: Parks, Open Space, and Natural Resources h..for living, learning, raising families & doing business Pi 2008 Comprehensive Plan) • • issue of safe sidewalks for children to get to schools is addressed in the Transportation Plan Chapter of the Comprehensive Plan. 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 particularly trails 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 user friendly. Edina Comp Plan Update 2008 — 9-26 Chapter 9: Parks, Open Space, and Natural Resources I', ...for living, learning, raising families & doing business 2008 Comprehensive Plan) Park Maintenance and Aging 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 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 Edina Comp Plan Update 2008 — 9-27 Chapter 9: Parks, Open Space, and Natural Resources (...for living, learning, raising families & doing business 2008 Comprehensive Plan 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 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 maintenance Edina Comp Plan Update 2008— 9-28 Chapter 9: Parks, Open Space, and Natural Resources 'Nita§ itiq ...for living, learning, raising families & doing business VO E.4 4-5) 2008 Comprehensive Plan functions 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. Athletic Fields and Facilities Plan Background The nation-wide trend in youth athletics is that there are more outdoor athletic field programs offered to more youth each year. More and more program offerings are extended to children at younger ages and both sexes each year. There are well established and emerging sports that compete for the same fields, such as, soccer, rugby, football, lacrosse and ultimate Frisbee. It is not uncommon for youth athletic associations to offer athletic field programs to youth who are pre-kindergarten age. The Needs Assessment Survey results state that 66 percent of households are either somewhat supportive (43percent) or very supportive (23percent) of developing outdoor athletic fields for sports, which ranked third highest (21%) of what residents are most willing to fund with additional tax dollars. Developing walking and hiking trails was first (66percent) and developing a new indoor recreation center was second (42 percent). There is simply more demand than supply of outdoor athletic fields to accommodate the ideal schedule for all youth sports. When asked in the survey what they think should receive the most attention from City of Edina officials over the next two years, only 4 percent stated that "number of city soccer fields" should receive the most attention. Therefore, survey results state that residents are supportive of developing outdoor athletic fields for sports; however, residents prefer that, within the next two years, resources should first be spent developing walking and biking trails before developing more outdoor athletic fields for sports. Given the demographics of Edina, the large senior population understandably has little or no interest in developing outdoor athletic fields. There are very few remaining park lands that could be developed into scheduled Edina Comp Plan Update 2008 — 9-29 Chapter 9: Parks, Open Space, and Natural Resources c cfor living, learning, raising families & doing business 2008 Comprehensive Plan') jam .„/ outdoor athletic field space. There is also a problem of over-scheduled fields which demands artificial turf to withstand the heavy use. Survey results also showed that the quality of outdoor athletic fields ranked much higher than the number of City soccer fields. 58 percent of respondents stated that they would support partnering with surrounding communities to develop sports facilities in communities within 1-5 miles of Edina. There is an emerging trend that youth athletic associations and families are reluctant to accept youth athletic program offerings during the weekday and weekend times. The window of acceptable days and times of the day have shrunk, thus putting more pressure on demand for more facilities to accommodate the ideal schedule for families, especially for dual working parents and single-parent families. Goals 1. Develop and maintain additional multi-purpose athletic fields where possible and reasonable within Edina's forty parks to help meet the demand for outdoor athletic fields. 2. Explore partnership or ownership opportunities within five miles of Edina to develop and/or secure additional outdoor athletic fields. 3. Expand program offerings to weekday and weekend times to maximize availability of existing facilities. Policies 1. Explore the feasibility of developing existing park lands into more outdoor athletic fields at parks such as Walnut Ridge Park, Pamela Park and Lake Edina Park. 2. Explore athletic field development and partnership opportunities with the Edina School District. 3. Explore the feasibility of converting one or more athletic fields into artificial turf surfaces. 4. Explore alternative scheduling opportunities such as Friday evenings and weekend events plus scheduled events during the working day. 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. Edina Comp Plan Update 2008 — 9-30 Chapter 9: Parks, Open Space, and Natural Resources ( ...for living, learning, raising families & doing business 2008 Comprehensive Plan ) Collaborations and Partnerships Plan Background The Edina Park and Recreation Department has entered into several collaborations and partnerships as an efficient and effective method of providing recreation programs and facilities. Examples include the successful collaborative with the cities of Richfield and Bloomington and the Southdale YMCA to develop and operate the YMCA Tri-City Skate Park. Another good example is the Adaptive Recreation/Learning Exchange (ARLE) four-city partnership to provide adaptive recreation programs and services for residents with disabilities. Adaptive Recreation: The cities of Bloomington, Eden Prairie, Edina and Richfield each have programs that are specifically designed for people with disabilities of all ages. These programs include: softball, bowling, swimming lessons, fitness programs, skiing/snowboarding, basketball, as well as a number of social activities for both youths and adults. Learning Exchange: The school districts of Bloomington, Edina, Eden Prairie and Richfield Community Education Adults with Disabilities programs are working together to offer customized classes for adults with developmental and/or physical disabilities. Classes include cooking, independent living skills, health & fitness and other leisure learning activities. The collaborative effort between the City and Hennepin County Library resulted in a very successful new Senior Citizen Center with a new 18,000 square foot library building on the second level. The City of Edina is also exploring a partnership opportunity with the cities of St. Louis Park and Minneapolis to provide another off-leash dog park location in Edina. The property, which is located just west of France Avenue in Edina and St. Louis Park, is owned by the City of Minneapolis. The City of Minneapolis is still undecided of its long-term need for that property and they are aware of the two cities' interest in using the property as an off-leash dog park. The City of Edina entered into a lease agreement with a private company that originally built and operated what is now the Braemar Golf Dome. Other public/private partnerships have been studied in the past. Edina Comp Plan Update 2008 — 9-31 Chapter 9: Parks, Open Space, and Natural Resources ...for living, learning, raising families & doing business 2008 Comprehensive Plan I Kral L GRAND OPENING ELEBRATION The Edina Park and Recreation Department also works closely with County and State levels of government to offer park and recreation services and facilities. The City of Edina is working closely with Three Rivers Park District to construct a regional trail or two in Edina to connect with the greater regional trail system. The Edina Park and Recreation Department also works closely with the Minnesota Department of Natural Resources in efforts to provide quality shore line fishing opportunities. There are numerous other examples; however, the point is that partnerships and collaborations should continue to be a viable option when considering new park and recreation services and/or facilities. Goal 1. When considering options to provide new services and/or facilities, consider and assess the use of partnerships as a cost-effective and efficient option. Policies 1. When considering new recreation program services, explore partnership opportunities that may be the most cost-effective and efficient means of providing the new recreation program experience. 2. When considering development of new recreation facilities, explore partnership opportunities (public/private and public/public ventures) as a potential method of offering recreational facilities on a cost-effective and efficient basis that is in the best interest of the community. Edina Comp Plan Update 2008— 9-32 Chapter 9: Parks, Open Space, and Natural Resources 4 Ft )1T') tr) ° 2008 Comprehensive Plan j living, learning, raising families & doing business 3. 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. Use of Volunteers Plan Background One of Edina's greatest assets is its volunteers. Without volunteers, the Edina Park and Recreation Department would not be able to provide the extensive recreation programs and services available today. The Edina Park and Recreation Department also relies heavily on volunteers (those appointed and managed by the City as well as independent volunteer groups and individuals) to provide a number of services, only some of which include to: • Provide comprehensive historical services (archival services, historical museum, historical artifact preservation, etc.) through the Edina Historical Society. n Provide gardening opportunities and services throughout Edina's parks via the Edina Garden Council. • Provide comprehensive youth athletic program services for a wide variety of different sport opportunities via Edina's 12 independently incorporated youth athletic associations and its two sport clubs (swimming and figure skating). • Provide sound and informed advice to the City Council on important policies and other park and recreation matters via the Edina Park Board. • Provide sound and informed advice to the City Council on important visual arts policies and matters via the Edina Art Center Board. • Provide quality band concert music free to residents on a year around basis via the John Phillip Sousa Memorial Band. • Provide advice to the staff at the Edina Senior Center via the Edina Senior Center Advisory Committee. • Provide extensive clerical and light duty services to the Edina Senior Center. • Provide numerous park improvement projects via Eagle Scout candidates. • Provide extensive park clean-up twice a year at each park via the Adopt-A- Park program. • Provide valuable input and feedback to the staff at Braemar Golf Course via the Braemar Golf Course Greens Committee. n Provide assistance to golfers, downhill ski enthusiasts, and other recreation program registrants who have developmental disabilities. Edina Comp Plan Update 2008— 9-33 Chapter 9: Parks, Open Space, and Natural Resources e _ ( ...for living, learning, raising families & doing business 2008 Comprehensive Plan 1 The point is that the Edina Park and Recreation Department relies heavily on volunteers who donate thousands of hours of selfless service each year to help others and further the mission of the Edina Park and Recreation Department. Goals 1. Recruit, utilize and empower Edina's volunteers to provide a wide variety of important services to help serve the mission of the Edina Park and Recreation Department. 2. Thank and properly recognize volunteers for their valuable and self-less services to the City of Edina. Policies 1. Rely on, support and empower volunteers to provide recreation services as a cost effective method of provide recreation services to residents. 2. Recruit, train and supervise volunteers where needed to provide recreation services at minimal cost to residents. 3. Recognize (via the Annual Volunteer Awards Reception and Annual Board and Commission Reception) outstanding volunteers and the value they bring to the City of Edina. Indoor Fitness and Exercise Facilities Plan Background Edina Comp Plan Update 2008— 9-34 Chapter 9: Parks, Open Space, and Natural Resources /01' for t ...for living, learning, raising families & doing business El v !6) 2008 Comprehensive Plan ii The results of the 2006 Needs Assessment Survey show that 75 percent of respondents are either very supportive (44 percent) or somewhat supportive (31 percent) of developing a new indoor recreation center in Edina. Results showed that a new indoor recreation center was the second most important new facility of respondents' choice. Developing walking and biking trails was first place at 89 percent,with respondents either very supportive (65 percent) or somewhat supportive (24 percent). When asked what they would be most willing to fund with additional tax dollars, respondents clearly stated that developing a new indoor recreation center (42 percent) was again second to developing walking and biking trails (66 percent). Developing outdoor athletic fields for sports finished third at 21 percent. When asked how they would allocate $100 in extra funds if made available for the City of Edina, the response was: • $29 for improvements and maintenance of existing parks and recreation facilities. • $26 for new walking and biking trails. • $15 for a new indoor recreation center. • $9 for removal of buckthorn. • $7 for new outdoor and indoor sports facilities. • $6 for a new indoor nature center. • $4 for a new artificially refrigerated outdoor hockey rink. • $4 other. The survey asked respondents to choose from a list of 15 potential indoor programming spaces the ones that they and members of their household would use if they were developed in an indoor community center. Walking and jogging track (58 percent) was the indoor programming space that the highest percentage of respondent households would use. Other indoor programming spaces that at least 30 percent of respondents would use include: weight room/cardiovascular equipment (40 percent), aerobics/fitness/dance class space (40 percent), leisure pool (35 percent), and lanes for lap swimming (30 percent). Clearly the majority of respondents desire more indoor recreation space venue opportunities for exercise and fitness purposes. Edina Comp Plan Update 2008 — 9-35 Chapter 9: Parks, Open Space, and Natural Resources 2008 Comprehensive Plan—) living, learning, raising families & doing business Developing indoor fitness opportunities seems to be a priority for residents that should be addressed. Goals 1. Explore and study opportunities to provide indoor exercise and fitness opportunities for Edina residents. This desired facility may best be provided solely by the private or quasi-public sector such as the Southdale YMCA and/or Lifetime Fitness and/or public/private partnership. Policies 1. Actively seek a location and funding source to provide more indoor exercise facilities within the next five to ten years. 2. Actively support the development of an indoor exercise facility in Edina, whether it is a public, private or partnership venture. 3. Explore a potential partnership opportunities. 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. Outdoor Hockey and General Skating Rink Plan Background Edina Comp Plan Update 2008 — 9-36 Chapter 9: Parks, Open Space, and Natural Resources 2008 Comprehensive Plan I, ...for living, learning, raising families & doing business Due to the trend of warmer winter seasons , the Edina Park Maintenance Department finds it more challenging each year to provide and maintain quality outdoor skating ice for longer than six to eight weeks. There was a time when outdoor ice was easily attainable by December 20. Outdoor ice was not attainable for skaters until after the first of the year for the 2006-2007 outdoor skating season. There is little debate that winters are getting warmer and outdoor ice is becoming more difficult to develop early and late in the season. This trend may very well suggest that communities need to consider a form of artificial refrigeration to ensure quality outdoor ice for skating during the winter months. Most neighborhoods desire a hockey rink in the park nearest their home. The Edina Hockey Association desires outdoor hockey rinks for many of their games and practices during the winter months. If winter weather continues to be warmer each year, then communities will be faced with exploring other best practices to cost effectively provide and maintain quality ice during the winter season. These best practices may include artificial refrigeration systems, high molecular density plastic rinks, covered ice rinks (large roof structures or shade materials), ice resurfacing machines and/or other creative methods to build and maintain quality outdoor ice. The Needs Assessment Survey results indicate very little community-wide support to fund a new outdoor uncovered artificially refrigerated hockey rink. The following are the results of "what respondents are most willing to fund with additional tax dollars:" Edina Comp Plan Update 2008— 9-37 Chapter 9: Parks, Open Space, and Natural Resources 2008 Comprehensive Plan) `...for living, learning, raising families & doing business Develop Walking and Biking Trails 66% Develop a New Indoor Recreation Center 42% Develop Outdoor Athletic Fields for Sports 21% Aggressively Removing Buckthorn from City Parks 21% Develop a New Indoor Nature Center 19% Develop New Indoor Sports Facility for Games 19% Develop a New Outdoor Dog Exercise Park 17% Develop New Outdoor Artificial Ice Hockey Rink 13% Other 5% Even though there is not strong community-wide support for artificially refrigerated outdoor hockey rinks, there may be interest in pursuing the concept with donated funds. Goals 1. Continually explore best practices to provide and maintain quality outdoor ice hockey rinks in an effective and energy efficient manner. 2. Continually monitor the demand for outdoor hockey rinks for scheduled play (games and practices) for the Edina Hockey Association, adult athletics (such as broomball and 4-man hockey) as well as the general public's demand/desire for recreational hockey. Policies 1. Actively pursue best practices to develop and maintain quality outdoor ice hockey rinks during the winter skating season. 2. Continue to provide a manageable (ability to maintain quality outdoor ice with given manpower and equipment resources) number of outdoor hockey rinks that meets the demand for both scheduled hockey rink play as well as general hockey rink play. Recreation Programs and Services Plan Background Edina Comp Plan Update 2008 — 9-38 Chapter 9: Parks, Open Space, and Natural Resources , .-- Fs - O -....\ i ...for living, learning, raising families & doing business ... 2008 Comprehensive Plan 1 1 N......ace:,..,/ Edina offers a wide variety of recreation programs and services for all residents, toddlers through senior citizens. The Park and Recreation professional staff and volunteers seek to offer programs and services that meet the physical, intellectual, emotional and social needs of all residents. Recreation programs are offered year round. Adaptive Recreation The City of Edina made a commitment to individuals with disabilities before it was required by the Americans with Disabilities Act. Edina is a part of a partnership that includes four cities and four school districts to offer a variety of recreation opportunities specifically designed for individuals with disabilities ages 3 and older. Edina Adaptive Recreation is also responsible for providing inclusion services to provide a successful opportunity for individuals with disabilities who choose to participate in general recreation programs. General Recreation Programs The Park and Recreation Department offers a wide variety of year round opportunities for residents of all ages. Youth For youth ages 4-14 the Recreation Department offers programs at neighborhood parks during the summer months. From "Fab 4 & 5" to "You're Not Too Old for this..." there is something for everyone. During the winter a few special programs are also offered for our residents from "Tea for Two" to "Drive in Movies." Residents can register for these family friendly activities. Adults A variety of adult athletic programs is also offered throughout the year. From Broomball to Kickball residents have the opportunity to register teams at all ability. levels. Tennis For youth and adults ages 5 and older Edina offers tennis lessons at all ability levels. Shoreline Fishing Opportunities The Edina Park and Recreation Department has long promoted and supported efforts to offer shoreline fishing opportunities in Edina's parks. Through a successful partnership with the Minnesota Department of Natural Resources, the City of Edina has improved shoreline fishing opportunities at Rosland Park and Centennial Lakes Park. The Edina Comp Plan Update 2008— 9-39 Chapter 9: Parks, Open Space, and Natural Resources e 4 .1. in ...for living, learning, raising families & doing business A'.0 2008 Comprehensive Plan) Minnesota Department of Natural Resources provided the City of Edina a grant to purchase and install a fishing pier at Rosland Park on Lake Cornelia. The Park and Recreation Department also supports fishing clinics and programs sponsored by the Minnesota DNR at Centennial Lakes Park. We continue to work with the professionals at the Minnesota DNR to improve habitat for fishing, educate youth about the sport of fishing and nature, and promote water quality. Youth Athletic Associations Edina Athletic Associations and Clubs currently offer athletic opportunities to over 9,000 youth of all abilities through fourteen clubs and associations. The independently incorporated youth athletic associations and clubs are run by volunteers with the help of a professional recreation staff liaison. In 2006, the City of Edina appointed a Youth Sports Task Force to address the current issues related to athletic opportunities available to youth in Edina. The outcome of this task force is as follows: 1. Updated relationship agreement 2. Updated priority use of outdoor facilities 3. Formal grievance process to be followed which supersedes existing association grievance processes 4. Resolution of Youth Sports Core Values and Community Strategy 5. Uniform Code of Conduct Enterprise Facilities The Enterprise Facilities within the Edina Parks and Recreation Department offer a comprehensive variety of programs and services in unique environments. The Edina Art Center offers a variety of programs for all ages to meet the creative visual arts needs of our residents. The Edina Art Center contracts with specialists to implement a variety of course offerings ranging from pottery to photography. Braemar Ice Arena is home to the Edina Hockey Association and Braemar City of Lakes Figure Skating Club. Braemar also internally offers skating lessons and open skating to meet the recreational ice skating needs of residents. For golf enthusiasts, Braemar Golf Course offers lessons to youth ages 11 and older and adults. Braemar employs golf professionals to offer beginning through advanced lessons in group settings or one to one. Braemar also offers tee times for 36 holes of golf. The Edina Senior Center currently has over 1,500 members ages 55+ seeking a variety of program offerings. Programs are created and implemented by staff and volunteer Edina Comp Plan Update 2008— 9-40 Chapter 9: Parks, Open Space, and Natural Resources 0.1ri ...for living, learning, raising families & doing business 2008 Comprehensive Plan) • seniors. The Senior Center is home to over 40 programs, from bridge to softball, to meet the needs of all members. Centennial Lakes is a beautiful setting in the southeast quadrant of the City. During the winter months Centennial Lakes offers skate rental and open skating for residents to enjoy the 10 acres of carefully maintained ice. During the summer residents are welcome to golf on the natural 18 hole grass putting course. Also available are free outdoor concerts, a croquet field, and 1.5 miles of pathways. Edinborough Park currently offers five special events per year for residents to enjoy the Park. Adventure Peak is a recently added but more importantly frequently updated, play structure that attracts youth up to age 12 from all over the metro area. The Edina Aquatic Center offers waterslides, a zero depth pool with a play structure, diving boards, a cable ride, and a themed dry play area for patrons to enjoy. For patrons who seek to improve their swimming skills, the Aquatic Center contracts with Foss Swim School to offer lessons for youth ages three and older and adults. Goals 1. As residents enter retirement, the Edina Park and Recreation Department will follow the trends and offer diverse opportunities for seniors. What used to be softball and bridge is soon to be volunteering and rock climbing. The retired seniors of tomorrow will be looking for recreation opportunities outside of the traditional senior center environment. Edina Comp Plan Update 2008 — 9-41 Chapter 9: Parks, Open Space, and Natural Resources A. ii-seet. ( ...for living, learning, raising families & doing business 4 2008 Comprehensive Plan I 2. Youth obesity is now considered an epidemic. Today's children are the first generation in which their life expectancy will be lower than that of their parents. The Park and Recreation Department has an opportunity to tackle this epidemic head on by providing recreation opportunities that lure children away from the TV and out into the parks. 3. Residents of all ages need not only programs but also opportunities for unstructured recreation 4. It is the Park and Recreation Department's goal to continue to support improved shoreline fishing opportunities, educate youth about the sport of fishing, and support efforts to improve fish habitat including water quality. Policies 1. The City will continue to add fitness based programs for residents of all ages. 2. The City will explore program opportunities for aging adults. 3. The City will explore options to provide safe opportunities for children to play at their local park in an unstructured environment. 4. The City will continue to work closely with the Minnesota DNR to promote and support improved shoreline fishing opportunities in Edina, improve fish habitat, water quality and educate youth about the sport of fishing. 5. It shall be the policy of the City of Edina to 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. Enterprise Facilities Plan Background The City of Edina owns and operates six different enterprise facilities within the Park and Recreation Department: 1. Edina Art Center 2. Braemar Golf Course and Fred Richards Golf Course 3. Braemar Golf Dome 4. Edina Aquatic Center 5. Edinborough/Centennial Lakes Park 6. Braemar Arena Edina Comp Plan Update 2008 — 9-42 Chapter 9: Parks, Open Space, and Natural Resources ...for living, learning, raising families & doing business I) 2008 Comprehensive Plan Each enterprise facility has its own mission statement: EDINA ART CENTER The mission of the Edina Art Center is to provide facilities, faculty programs and services that meet and reflect the needs of its residents and neighbors for participation, education and enjoyment in the arts with emphasis on fine arts. BRAEMAR AND FRED RICHARDS GOLF COURSES The mission of the Braemar Golf Course and Fred Richards Golf Course is to be a premier golf facility — keeping golf accessible and affordable to our residents, but not exclusive to Edina residents. We strive to be an exceptionally friendly, community based recreation amenity. Meeting our fiscal responsibilities and improving our facility for continued recreational pleasure is essential. Income generation is not our primary goal. BRAEMAR GOLF DOME The mission of the Braemar Golf Dome is to be the leader in the winter golf industry in the Minneapolis/St. Paul metropolitan area by providing: the best quality golf balls and mats, a comfortable environment, and a friendly staff at a reasonable price to encourage repeat visits by customers. EDINA AQUATIC CENTER The mission of the Edina Aquatic Center is to be a premier public aquatic facility and to make swimming accessible and affordable to primarily, but not exclusively, Edina residents and yet remain competitively priced in the Twin Cities area. Edina Comp Plan Update 2008 — 9-43 Chapter 9: Parks, Open Space, and Natural Resources 2 2008 Comprehensive Plan ▪ i I ...for living, learning, raising families & doing business \ EDINBOROUGH AND CENTENNIAL LAKES PARK The mission of Edinborough and Centennial Lakes Park is to serve as a premier gathering spot for social, cultural and recreational opportunities, primarily, but not exclusively for the Edina community. Objectives: • Provide a safe, comfortable and aesthetically pleasing environment for park patrons. • Provide premier recreational opportunities that are unique, inclusive and cost effective. • Provide a diversified level of quality cultural programming that is cost effective and entertaining. • Provide quality rental facilities to meet the needs of the City and community. BRAEMAR ARENA The mission of the Braemar Arena is to be a premier public ice facility and to make skating accessible and affordable to primarily, but not exclusively, Edina residents and yet remain competitively priced in the Twin Cities area. Edina Comp Plan Update 2008— 944 Chapter 9: Parks, Open Space, and Natural Resources ...for living, learning, raising families & doing business 2008 Comprehensive Plan In the 2006 Needs Assessment Survey, residents were asked which Edina Park and Recreation Department facilities they used most the previous year. The results were: 44% - Centennial Lakes Park 28% - Braemar Golf Course 27% - Edinborough Park 27% - Bredesen Walking or Biking Path 24% - Edina Aquatic Center 14% - Braemar Arena 13% - Rosland Park Walking Trail 9% - Fred Richards Golf Course 8% - Edina Art Center 7% - Edina Senior Center 6% - Arneson Acres Park 4% - Van Valkenburg Park Off-Leash Dog Park 10% - Other Edina's enterprise recreation facilities provide a wide variety of popular recreational opportunities to residents and non-residents. Each enterprise facility is operated as a business; however, the mission as stated above (and unlike the private sector) is not to maximize profits but to provide recreational opportunities that are "accessible and affordable to primarily, but not exclusively, Edina residents and yet remain competitively priced in the Twin Cities area." Each enterprise facility has its own unique business plan that is updated approximately every six years. The business plan for each enterprise facility includes a market analysis, competitive analysis, environmental analysis, marketing strategy, financial performance and business strategy. Surveys are conducted within each facility to better understand who uses the facility, what their opinions are about the facility and programs, where they reside and how they hear about the facility. Goals 1. For each of Edina's enterprise facilities, provide recreational opportunities that are accessible and affordable to primarily, but not exclusively, Edina residents and yet remain competitively priced in the Twin Cities area. 2. Provide fee-based revenue generating recreation enterprise facilities that collectively cover all facility and program expenses, including capital improvements, land purchase and all operating expenses. Edina Comp Plan Update 2008 — 9-45 Chapter 9: Parks, Open Space, and Natural Resources 7,14"-- 4....4,.. 40—N4 4 0 El .7- )El..' q 2008 Comprehensive Plan (...for living, learning, raising families & doing business Policies 1. The City will continue to update the business plan for each enterprise recreation facility every six or seven years. 2. The City will conduct surveys on a routine as needed basis to provide critical information in updating the business plan for each enterprise facility 3. The City will annually adjust fees and charges for enterprise facilities in a manner that is in keeping with the goal to provide recreational opportunities that are accessible and affordable to primarily, but not exclusively, Edina residents and yet remain competitively priced in the Twin Cities area. 4. The City will continue to modify each enterprise facility and its services on an as needed basis in a manner that reflects the current identified and validated demand for recreation opportunities. 5. It shall be the policy of the City of Edina to 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. 9.5 IMPLEMENTATION CAPITAL IMPROVEMENT PLANS The following pages show the five-year Capital Improvement Plans (2008-2012) for the Edina Park and Recreation Department. Each enterprise facility also has its own Capital Improvement Plan. The funding for the Capital Improvement Plan is approved on an annual basis by the City Council; however, funding is only approved for the following calendar year. The following four years are shown for planning purposes and are adjusted annually to adapt to changing needs. Funding for the Capital Improvement Plan comes from a variety of sources, such as: n Revenue Bonds n Revolving Funds n General Obligation Bonds n Public Improvement Revolving Bonds n Internal Transfers — Transfer from Reserves Edina Comp Plan Update 2008— 9-46 Chapter 9: Parks, Open Space, and Natural Resources (45( ...for living, learning, raising families & doing business '4) 4 2008 Comprehensive Plan i See the 2008-2012 Capital Improvement Plan on the next page. Edina Comp Plan Update 2008 — 947 Chapter 9: Parks, Open Space, and Natural Resources ti .for living, learning, raising families & doing business .s n 2008 Comprehensive Plan Edina Parks and Recreation Department Capital Improvement Plan for 2008-2012 2008 2009 2010 2011 2012 Pathway Repairs/Additions: Arneson Acres 45,000 Parking Lot: Weber Park 38,800 Playground: McGuire Park 120,000 Playground: Pamela Park 150,000 Renovate softball field: Todd Park 91,000 Renovate W. baseball field: Countryside Park 138,000 Renovate pathway: Todd Park 45,000 Playground: Chowen Park 120,000 Playground: York Park 120,000 Batting/Pitching Cage: Pamela Park 30,000 Hockey Rink Relocation: Walnut Ridge Park 90,000 Off-Leash Dog Park: France Avenue Site 40,000 Replace Playground equip.: Countryside Pk 110,000 Window Replacement: Arneson Acres Pk 10,000 New Athletic Field w. lights: Pamela Park 400,000 Neighborhood Park: Van Valkenburg Park 600,000 Replace Light Fixtures/Poles: Pamela Park 80,000 Pathway Plan Completion: Garden Park 90,000 Softball Field Lighting: Pamela Park 250,000 Softball Field Fencing: Pamela Park 30,000 30,000 Concrete Maintenance Apron: Pamela Park 11,000 TOTALS 489,800 555,000 554,000 440,000 600,000 Edina Comp Plan Update 2008 — 9-48 Chapter 9: Parks, Open Space, and Natural Resources I ...for living, learning, raising families & doing business 2008 Comprehensive Plan 0 r e 1"..132AVNAVE C.Wraaat ,t11‘115'D' Bloomington 7171,1, ---- Vat Interlachen Boulevard Pathway Ir na rata tvilluar 165 oa meow 67110 It Ital lata rat . !I...v. ., CP.'. 1:2Z. *-- - - O Nia Proposed Nine Mile Creek Regional Trail as t rc newel Legend Proposed Trails OM Open Space Park Cedar Lake LRT Regional Trail Hopkins Saint Louis Park 1, tamest 77. :4a ater ea 3 Fauna rat ad Gaf tta••• CAN., fatal ,47,,warar. City of Edina 2008 Comprehensive Plan Update 17 1V-4--E 0 0.5 1 Miles Figure 9.1 Parks & Open Space October. zooa Edina Comp Plan Update 2008— 9-49 Chapter 9: Parks, Open Space, and Natural Resources • 0000000000.00 000.<.....-Cedar Lake LAT e Regional Trail Saint Louis Hopkins I Park --A SMIONEVAAT Interlachen Boulevard Pathway Proposed South Hennepin Trail West MST. 4SMI Sr IV —fit. 0 o. Proposed Nine Mile Creek Regional Trail "FFATT Rill RD l-111 SSW • RARM-SMIST --,msrw AAA ,-.1-vA • Bloomington = 2008 Comprehensive Plan) ...for living, learning, raising families & doing business City of Edina 2008 Comprehensive Plan Update LE 0 0.5 1 Miles Figure 9.2 Trails October. 2008 Edina Comp Plan Update 2008 — 9-50 Chapter 9: Parks, Open Space, and Natural Resources ( ...for living, learning, raising families & doing business 2008 Comprehensive Plan I Chapter 11: Community Services and Facilities 11.1 Introduction 11.2 Public Safety: Police Protection 11.3 Public Safety: Fire Protection 11.4 Environmental Health / Public Health 11.5 Educational Facilities: Schools 11.6 Educational Facilities: Libraries 11.7 Information Technology 11.8 Communications and Marketing 11.1 INTRODUCTION Community Services and Facilities are the resources that help make lives safer, healthier, :and more enjoyable, as well as enhance skills and abilities to enable residents to lead productive lives. Based upon the growth forecasts for the City, and upon the changing demographic profile which points to Edina having a much larger proportion of residents over the age of 65 than today, the demand for these resources will not only increase in the future, but will also alter in nature. The purpose of this chapter is to inventory and examine existing services and facilities, identify future needs, and determine the requirements to maintain and enhance these services and facilities to meet Edina's growing and changing population. This chapter addresses the following: • Public Safety: Police Protection • Public Safety: Fire Protection • Environmental Health / Public Health • Educational Facilities: Schools and Libraries • Information Technology n Communications and Marketing 11.2 PUBLIC SAFETY: POLICE PROTECTION Introduction The mission of the Edina Police Department is to protect and serve the community with the highest quality of law enforcement services, and to improve Edina Comp Plan Update 2008 — 11-1 Chapter 11: Community Services and Facilities ...for living, learning, raising families & doing business 2008 Comprehensive Plan) the quality of life through eradication of criminal activity and conditions that have a detrimental impact on public safety. Current Conditions The Edina Police Department consists of 67 full-time employees, part-time staff, and community service officers. In 2004, the Police Department took a major step forward into the future with the completion of a new building for administrative and operational headquarters. After researching various options over several years, the City decided that the most cost effective and practical solution would be to build an entirely new building that would house the City Hall and Police Department, to be built on the same parcel of land as the existing building. The Police Department headquarters was increased from 5,000 square feet to 25,000 square feet. A state-of-the-art 911 communications center, utilizing an 800-megahertz radio= system, was built. Before the move, Edina had been one of the last departments in the state that booked prisoners in a city jail without a secure transport garage. The new building has a full detention center with a two-car secure garage within the detention area. Trends and Challenges The Police Department is called upon to perform many emergency and public service tasks. In 2006, the department responded to over 26,337 calls for service which involved medical emergencies, fires, accidents, thefts, damage to property, suspicious persons and vehicles, alarm responses, as well as public service and educational activities. Approximately 30 percent of these calls require multiple officer responses, which equals over 35,000 officer responses. Edina Comp Plan Update 2008 — 11-2 Chapter 11: Community Services and Facilities ..for living, learning, raising families & doing business 2008 Comprehensive Plan In 2006 the City reported 1,064 major Part I crimes such as burglary, robbery, assault, and theft, with an additional 873 Part II or lesser crimes. This was a four percent.decrease compared to 2005. The crime statistics for 2006 show an upward trend of robberies, disorderly conduct, and assaults. Police respond to emergency calls within five minutes and to non-emergency calls within ten minutes under normal conditions. The Edina Police Department operates a 24-hour Communications Center, which handles 911 calls and dispatches the appropriate Police, Fire, and Emergency Medical Services (EMS) units. The Police Department is also responsible for educating the public in crime prevention techniques, as well as investigating all felony crimes against persons and, where warranted, other crimes as well. The Edina Police Department has full-time officers assigned to the Southwest Hennepin County Narcotics Task Force, the Minnesota Financial Crimes Task Force, and to Southdale Center. Over 80 percent of the Police Department budget is directly or indirectly spent on labor. The Police Department operates 1,095 shifts, seven days a week, 24 hours per day, and maintains an average patrol strength of 5.2 officers at any given time. The Police Department also supervises a Reserve Program comprised of the Senior Police Reserve (7 members), Explorer Post 925 (20 members), and the Edina Police Reserve (19 volunteer members). Explorer Post 925 contributes approximately 700 hours of public services to various community events and programs. This is a result of career orientation and training provided by the Police Department. The Edina Police Reserve serves the community in excess of 4,500 hours annually. It performs work during special events and provide non- emergency services work and patrol. Tornadoes, floods, blizzards, and other natural disasters can affect the City. In addition, major disasters such as train wrecks, plane crashes, explosions, and accidental releases of hazardous materials pose a potential threat to safety in Edina. The tragedy of September 11, 2001 and the anthrax outbreaks that followed called increased attention to the critical role of local agencies in Homeland Security. More recently the threat of pandemic flu has emerged. Edina Comp Plan Update 2008 — 11-3 Chapter 11: Community Services and Facilities ...for living, learning, raising families & doing business ,64 c: 0 r..5, 2008 Comprehensive Plan The City has an Emergency Operation Plan which follows an all-hazards approach to preparing for and responding to large-scale emergencies. The purpose of the plan is to ensure the effective, coordinated use of its resources to maximize the protection of life and property, ensure the continuity of government, sustain survivors and repair essential facilities and utilities. The Civil Defense Program prepares the community for disasters or emergencies, natural or man-made. This is accomplished by compliance with Federal, State and County guidelines for emergency preparedness planning. The City of Edina also partners with the cities of Bloomington, Eden Prairie, and the Minneapolis-St. Paul Airport Police Department to operate the South Metro Public Safety Training Facility, which provides a variety of police and fire training opportunities in a two-building campus that opened in 2003. This facility is located in Braemar Park at 7525 Braemar Blvd. in Edina. Goals and Policies 1. Maintain or improve police service levels, in both response and prevention activities. Projected increases in multiple occupancy housing and population, especially in the 65+ age category, are anticipated to result in an increase in calls for service and may affect the number of officers necessary to provide the highest quality law enforcement services. A senior population is associated with higher numbers! of medical calls for service. All Edina patrol officers are certified as Emergency Medical Technicians and are first responders on medical emergencies. Seniors have increasingly become a target for criminal and financial exploitation. The department has assigned an officer to vulnerable adult investigations on a near full-time basis due to the increase in these types of crimes. If the trend continues additional resources may have to be devoted to this area. Policies and strategies for action include: • Utilize new technology to analyze call patterns to plan for and allocate resources and maintain rapid response times. • Expand crime prevention services to reach a larger resident base, with emphasis on the expanding senior population. 2. Promote traffic safety through enforcement and education. Edina Comp Plan Update 2008— 11-4 Chapter 11: Community Services and Facilities i (....:for living, learning, raising families & doing businesst 2008 Comprehensive Plan) Traffic enforcement is a top priority for the Edina Police Department. In addition to the traffic safety benefits of enforcement, it also serves as a crime prevention and interdiction tool. The majority of criminal activity is being committed by people coming into the City via our roadways. With projected population increases, three major highways running through the City and a lack of capacity on our roads, congestion and cut through traffic will continue to be problematic. Requests for increased traffic enforcement have consistently been the top request to the Police Department over the last 20+ years. A continued strong enforcement presence will be needed to keep Edina one of the safest areas in the metropolitan area. Policies and strategies include: • Provide an unmistakable presence and visibility on the roadways • Utilize educational tools such as the radar trailer and digital display signs to increase driver awareness. • Take advantage of statewide partnerships, e.g. Safe & Sober Communities, to increase funding and education efforts. 3. Make cost-effective use of technology to meet public safety goals. One of the more daunting challenges ahead is the use and attendant cost of technology. In 2007 the Edina Police Department made a significant investment in a new computer information system. It is difficult to project its expected life span due to the rate of change in computer technology. Although the previous system served for 16 years, the new system is estimated to have a ten-year life span. The Police Department will have to carefully monitor and plan for upgrades and eventual replacement. The complexity of new systems, along with the push for information sharing among all criminal justice agencies, places greater demands upon staff. Law enforcement has greatly benefited from improving technology, but has also seen an explosion in the use of technology by the criminal element. Internet pornography and child exploitation, cyber stalking, "phishing" and identity theft are examples of crimes that have dramatically increased in the last five years. These types of crime create a need for officers who have the knowledge and state of the art equipment to properly investigate the digital crimes that are constantly evolving. Policies and strategies include: Edina Comp Plan Update 2008 — 11-5 Chapter 11: Community Services and Facilities 2008 Comprehensive Plan) for living, learning, raising families & doing business Monitor technological advances relating to law enforcement and evaluate applicability to our department. n Maintain workforce digital skills to address the rapidly changing challenges. n Participate in joint task forces or use consultants in areas that call for specialized or unique skills. 4. Ensure that the community is prepared to effectively mitigate and respond to disasters. The importance of local level planning and response has been highlighted with concerns about terrorism, pandemic flu and recent disasters. Depending on the scale of the emergency, assistance from outside agencies may not be available for an extended time. Policies and strategies to prepare for a disaster include: n Educate and involve the community in preparedness activities. n Update the Emergency Operations Plan regularly to stay current with evolving threats or hazards. n. Build collaborative efforts with State and County agencies to maximize funding, training and information sharing opportunities. The Edina Police Department has a strong tradition of planning for the future. The one thing we can plan on for the future is change. Our primary strategy to prepare for the future is to maintain a well trained, equipped, and highly motivated staff with the flexibility to address the challenges ahead. 11.3 PUBLIC SAFETY: FIRE PROTECTION Introduction The mission of the Edina Fire Department is to serve the community by protecting lives, property and the environment in a safe, efficient, and professional manner. Edina Comp Plan Update 2008 — 11-6 Chapter 11: Community Services and Facilities E0 (..for living, learning, raising families & doing business - 2008 Comprehensive Plan ,j The Edina Fire Department is responsible for extinguishing fires, providing paramedic advanced life support medical service, fire prevention, and the maintenance of firefighting equipment and fire department facilities. In addition, the Department enforces laws and ordinances pertaining to fire safety; it also provides public safety information. Current Conditions The Edina Fire Department consists of 3lfull-time firefighter/paramedics, one full- time administrative person, and half-time administrative person, and 10-15 (paid on-call) volunteers. The fire department operates out of two fire stations: fire station #1 is located at 6250 Tracy Avenue which is also the department headquarters; fire station #2 is located at 7335 York Avenue. Trends and Challenges The primary purpose of fire suppression and special operations is to provide an immediate response to protect lives, property ($8.7 billion), and the environment from exposure to natural, industrial and environmental hazards. Response should place a fire or emergency unit on the scene within eight minutes at least 90 percent of the time. Typical actions are search, rescue, and removal of Edina Comp Plan Update 2008 — 11-7 Chapter 11: Community Services and Facilities ( ...for living, learning, raising families & doing business I? 2008 Comprehensive Plan persons in immediate danger, interior fire attack to stop the fire development, exterior fire streams to prevent fire extension, fire extinguishment and control. Also necessary are actions and measures to minimize property damage by smoke, water, weather and release of hazardous or toxic materials. Equipment consists of three pumpers, one aerial tower, one heavy rescue and various support vehicles. In 2006, 963 fire responses included fires, rescues, hazardous conditions, and public service emergency calls. Our Special Operations Team (SOT) is also a State of Minnesota Structural Collapse Rescue Team and responds State-wide to structural collapse and other unusual rescues. The purpose of Emergency Medical Services (EMS) is to provide immediate and advanced life support actions to meet the community's emergency medical needs. Response should place an ambulance on the scene within six minutes at least 90 percent of the time. Equipment consists of three Advanced Life Support (ALS) paramedic ambulances and one ALS equipped pumper. Services provide both immediate emergency care and transportation to metro-area hospitals. Paramedics are cross-trained as firefighters, and all firefighters are cross-trained to emergency medical technician level. Emergency medical services also include public information activities to prevent and best prepare citizens for emergency medical situations. In 2006, medical calls totaled 3,470. The fire department ambulance service generated revenues in excess of $1.4 million in 2006. Edina's City-wide average response time to all emergencies is four minutes and 20 seconds. Goals and Policies The goals of fire prevention activities are threefold: 1. Prevent fire ignition whenever possible. 2. When fires do occur, minimize fire impact on lives and property. 3. Perform pro-active information management, to allow the City to forecast needs in the areas of building fire protection systems, operational support and program development. Policies and strategies for action include: n fire detection, automatic suppression, structural compartmentalization, building access and site controls; Edina Comp Plan Update 2008 — 11-8 Chapter 11: Community Services and Facilities 1.14A,aki. rirti ...for living, learning, raising families & doing business 0 In 4 2008 Comprehensive Plan) -.., prevention information to emphasize citizen survival by teaching proven fire safety techniques; n public information programs (In 2006, the fire department visited over 100 classrooms and events to promote fire prevention and personal safety); n smoke detector installation; n building inspection activities (Fire inspectors typically make the specialized permit and approval inspections). Meeting these goals and implementing these strategies will mean that the Emergency Medical Services (EMS) operations will expand. The fire department has seen a continuous upward trend in emergency medical call requests. From 1997 to 2p07, there has been a 26 percent increase in the emergency call volume. Operations are expected to expand primarily out of fire station #2 which is located in the SE quadrant 'of the City. The SE quadrant has seen the largest increase in call volume 'in the last 20 years; in 2006, the SE quadrant represented 59 percent of all EMS call volume. The vision of the fire suppression operations is that the fire suppression activities should slowly be reduced due to fire prevention measures. It is projected that special rescue and operation activities will increase due to a state-wide increase in call volume and an increase in awareness that the special operations team exists. Fire prevention and education undertakings will increase due to the cost effectiveness and the dramatic reduction in loss of life, injuries, and property which is directly related to fire prevention measures. To accommodate expanded fire department operation, fire station #1 has been rebuilt and enlarged to accommodate the increase in equipment and staffing needed for current and future operations. Fire station #1 is centrally located in the City. In addition, fire station #2 may need future remodeling and renovation to meet the EMS operational demands of the SE quadrant (26 percent increase in the last ten years). If a third fire station were built in the future, based on current projections, it is recommended that it be built in the area of 50th Street and TH 100. That area has good access to primary routes and would improve response times in that area of the City. Future staffing of the fire department will continue to develop and expand as EMS operations continue to grow to meet the increase in demand for services: Edina Comp Plan Update 2008— 11-9 Chapter 11: Community Services and Facilities (...for living, learning, raising families & doing business '6 2008 Comprehensive Plan 1t4 ENVIRONMENTAL HEALTH / PUBLIC HEALTH Introduction The mission of the Edina Health Department is to protect the health and promote the general well being and welfare of the City's residents, and prevent disease and illness in the community. On July 5, 2006, Edina adopted Resolution 2006- 70 affirming activity-friendly communities and applied for the Governor's "Fit City" Program designation. On July 11, 2006, the application was approved. Current Conditions Environmental health services consist of 2.75 full-time employees, and part-time help. The Health Department contracts with the City of Bloomington for community and public health services (public health nursing, public health emergency preparedness). The Health Department holds a delegation agreement with the Minnesota Department of Health to license and inspect food, beverage and lodging establishments, institutions such as schools and day cares, and public swimming pools. The Health Department also participates in special community events, such as the Edina Art Fair, and community walks and runs, to provide health education. Responsibilities also include the investigation of food complaints, reports of food and waterborne illnesses, and planned response to disasters such as fires and floods, and other environmental health emergencies. The Department completes food establishment plan reviews and construction inspections to assure compliance with codes. In addition, the Health Department responds to general complaints, public health nuisance complaints and housing code violations, and acts as a resource for private wells and a variety of health issues such as mold, radon, noise, asbestos and second-hand smoke (Minnesota Clean Indoor Air Act). The Department takes necessary enforcement actions to resolve code violations and health problems within the community. In 2006, the Department conducted over 300 food establishment inspections, 45 special event food inspections, six lodging inspections, nearly 350 swimming pool inspections and 31 carbon monoxide inspections. Twenty reports of food- borne illness were investigated in addition to 17 general food complaints. Plan reviews for 21 food establishments and 12 private swimming pools were completed. In addition, hundreds of recycling inquiries and approximately 230 Edina Comp Plan Update 2008 — 11-10 Chapter 11: Community Services and Facilities ...for living, learning, raising families & doing business fni ,,Py 2008 Comprehensive Plan I complaint's including general nuisances, public health nuisances and housing issues were addressed. The Depa'rtment contracts for community health services such as health education and promotion, communicable disease programs, public health nursing services, and health assessments. The public health nursing contract provides maternal and child health services, women, infant, and child nutritional services, child and youth clinic services, disease prevention and control services, and health promotion services. A contract is also awarded for public health emergency preparedness and Cities Readiness Initiative in response to bioterrorism, infectious diseases, and threats to public health. Special planning and staff training is underway for community awareness and response to pandemic influenza. Health Department staff provides support for the Edina Community Health Committee and the Energy and Environment Commission. It administers the refuse collection and recycling contracts for the City, and serves as a resource for occupational health and safety for City employees. Private Health Services and Facilities Fairview Southdale Hospital Located at 6401 France Avenue South (just south of the France Avenue — TH 62 interchange), Fairview Southdale Hospital opened in 1965. Fairview Southdale Hospital serves the Edina community, as well as the communities of Bloomington, Richfield, Southwest Minneapolis, Minnetonka, Eden Prairie and more. Fairview Southdale Hospital is a full-service, 390-bed acute care center, specializing in maternal and newborn care, cardiac care, oncology, mental health treatment, eye care, vascular, spine, neurology, neurosurgery, urology and orthopedic surgery and joint replacement. Fairview Southdale also provides complete outpatient care with a comprehensive 24-hour emergency department, urgent care for evenings and weekends, diagnostic radiology and imaging, and a same day surgery center. Fairview Southdale also offers a wide selection of health education and wellness programs. Edina Comp Plan Update 2008 — 11-11 Chapter 11: Community Services and Facilities L.--m ...for living, learning, raising families & doing business ,1 E F.1 -.. ce' \,.._ _.,.' 2008 Comprehensive Plan) The hospital's emergency room serves more than 40,000 patients per year. Annually, more than 3,200 children are born in Fairview's maternity ward. Fairview Southdale Hospital has a staff of 1,000 physicians, 2,200 health professionals, and 500 volunteers. Trends and Challenges There is increasing evidence that to effectively combat current health problems The City must not only focus on changing individual behavior. Broader health determinants that affect groups and the larger population must also be addressed. The City needs community health programs that focus on improving living and working conditions across the lifespan, so that healthy and active lifestyles are more attractive and more easily achieved. Goals and Policies 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: n 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 Edina Comp Plan Update 2008 — 11-12 Chapter 11: Community Services and Facilities F- — 4 D -"N (...for living, learning, raising families & doing business ,. a n/•° 2008 Comprehensive Plan) ( Al lin -- • 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: n 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; n 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: • 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; Edina Comp Plan Update 2008 — 11-13 Chapter 11: Community Services and Facilities (...for living, learning, raising families & doing business 2008 Comprehensive Plan n Supporting active participation in one's community through meaningf9I activity; and n 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: n Enforcing federal, state, and local standards by inspections and investigations; n Evaluating potential health-threatening environmental conditions; n Minimizing and controlling risks from exposure to environmental health hazards; n 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: n Developing, maintaining, and exercising a public health emergency preparedness plan, including a continuity of operations plan; n Stockpiling personal protective equipment; n Training employees on National Incident Management System (NIMS); Edina Comp Plan Update 2008 — 11-14 Chapter 11: Community Services and Facilities .for living, learning, raising families & doing business 2008 Comprehensive Plan n Promoting family and business emergency preparedness Plan for distribution of Strategic National Stockpile (SNS). 11.5 Educational Facilities: Schools Edina is served primarily by Independent School District 273; portions of Edina are included in five other public school districts. There are several private schools located in Edina. The main purpose of this section of the Community Services and Facilities chapter is to provide an overview of ISO 273, identify and comment on issues and challenges facing the District over the next 10 years, and outline goals, objectives, and strategies adopted by ISD 273 to provide it with the policy framework to accomplish its mission. This chapter also identifies the other public school districts whose jurisdiction covers small portions of Edina, mainly on its borders with other municipalities, and provides some basic statistics regarding the educational offerings of the private schools in the City. Edina Public Schools (ISD 273) Introduction The mission of the Edina Public Schools, working in partnership with the family and the community, is to educate all individuals to be responsible, lifelong learners who possess the skills, knowledge, creativity, sense of self-worth, and ethical values necessary to thrive in a rapidly changing, culturally diverse, global society. Current Conditions In District 273 there are approximately 7,700 students, K-12, served by 1153 teachers and support staff in six elementary schools (Grades K-5), two middle schools (Grades 6-9) and one senior high school (Grades 10-12). Also, there is Special Education-Non-Public School (Grades K-8) which has five students. Community Education Services provides learning opportunities for all ages. School Choices Parents have three elementary (K-5) program choices: n Neighborhood Program which serves 70 percent of students. n Continuous Progress in which teachers work with students more than one year in multiage groups. Edina Comp Plan Update 2008 — 11-15 Chapter 11: Community Services and Facilities I:A ...for living, learning, raising families & doing business .s.) 2008 Comprehensive Plan-) n French Immersion which students enter in kindergarten. The elementary schools are: n Concord Elementary School, 5900 Concord Avenue S. (605 students) n Cornelia Elementary School, 7000 Cornelia Drive (517 students) n Countryside Elementary School, 5701 Benton Avenue S. (524 students) n Creek Valley Elementary School, 6401 Gleason Road (550 students) n Normandale Elementary School, 5701 Normandale Road (605 students) n Highlands Elementary School, 5505 Doncaster Way, (500 students) There are two middle schools (6-9) serving students based on geographical boundaries: n South View Middle School, 4725 South View Lane (1124 students) n Valley View Middle School, 6750 Valley View Road (1175 students) There is one high school: n Edina Senior High School, 6754 Valley View Road (1658 students) Enrollment Edina Public Schools has had a steady 1% to 2% increase in enrollment over the past five years. The 2007-2008 K-12 enrollment in September 2007 was 7,660 students. This pattern of enrollment growth is projected to continue based on the demographic study completed by Hazel Reinhardt in 2002. The district will be Edina Comp Plan Update 2008 — 11-16 Chapter 11: Community Services and Facilities (..for living, learning, raising families & doing business wa 2008 Comprehensive Plan I updating the demographic study in late 2007 and early 2008. The enrollment projections are as follows: School Year K-12 Growth 2007-2008 to 2008-2009 158 2008-2009 to 2009-2010 118 2009-2010 to 2010-2011 198 2011-2012 to 2011-2012 112 The school district's enrollment has benefited from open enrollment students entering the district. The district open enrollment at each level is as follows: 2005-2006 2006-2007 2007- 2008 Elementary 449 462 521 Middle School 332 332 389 High School 278 296 283 Total 1059 1090 1193 The students enter the district from over 25 school districts, with the majority coming from Minneapolis, Hopkins and Richfield. Open enrollment access is based on available classroom space and school capacity. The school district has resident students attending other schools. Annually, approximately 1100 students attend nonpublic schools, approximately 150 students attend other public schools and approximately 15 attend charter schools. Class Size Edina Public Schools seeks to maintain low student-to-teacher class size ratios while providing extensive course and program options for students at all grade levels. The district has historically maintained average class sizes of: Kindergarten: 18-21 Grades 4-5: 24-27 Grades 10-12: 29-32 Grades 1-3: 21-24 Grades 6-9: 25-28 Graduates Ninety-seven percent of seniors go to college. Eighty-six percent finish in five years. A recent survey conducted ten years after graduation showed that 45 percent of Edina graduates completed graduate school degrees or were pursuing graduate degrees. Edina Comp Plan Update 2008 — 11-17 Chapter 11: Community Services and Facilities ...for living, learning, raising families & doing business 2008 Comprehensive Plan) Arts A full range of art learning opportunities is offered in both courses and co- curricular activities. Theatre productions, and fine arts events and courses are offered each year. There is a rich tradition of excellence in the arts; opportunities include the high school literary magazine (Images), the student newspaper (Zephyrus), the student yearbook (Windigo), high school concert choir, the concert band, and a music education program that brought Edina High School recognition as a GRAMMY Foundation. Signature School in 2004-05. Special Programs Special Education. Ten and half percent of students are served each year by Special Education in the areas of learning disabilities, mental handicaps, physical impairment, hearing and vision impairments, emotional/behavioral disorders, communication disorders, and autism spectrum disorders. English as a Second Language. The English as a Second Language Program is growing and serves students speaking 39 languages. Gifted Education. Gifted Education provides a comprehensive K-12 program for gifted students, offering support in classroom activities and the additional support needed to keep high achievers and extraordinary students challenged. Values and Service 2006 marked the 17th anniversary of the district's Ethical Values Program which focuses on six values: Integrity, Courage, Commitment, Compassion, Appreciation of Diversity, and Responsibility. The values were selected by the community and are incorporated into the learning program. All schools do service projects helping people locally and globally. High school students are expected to complete at least 10 hours of community service by graduation. Athletics and Extracurricular Athletes. Edina athletes have won a total of 122 state championships, making Edina Schools number one among the 500 members of the Minnesota State High School League. There are 12 sports for boys and 17 for girls offered at the high school level, with 10 sports offered in the middle schools. Extracurricular. Edina Public Schools offers 41 non-athletic, extracurricular activities in fine arts, academics and social service. Ninety percent of high school students participate in one or more extracurricular activities, winning local, state and national recognition for their work and commitment Edina Comp Plan Update 2008 — 11-18 Chapter 11: Community Services and Facilities (.....for living, learning, raising families & doing business 2008 Comprehensive Plan Community Education The goal of Edina Community Education Services is to support lifelong learning to meet the needs of the community. It has seven program areas: n Adult Enrichment provides a wide variety of quality day, evening, and weekend classes. n Learning Exchange offers a wide variety of customized classes for adults with disabilities. n Youth Development/Youth Services actively engages youth and adult members of the community to work together in a variety of projects. n Edina KIDS Club offers childcare and enrichment programs before and after school, and during the summer for K-8 students. n "K-Plus" (All Day Kindergarten) provides a full-day experience aligned with current classroom curriculum for kindergarten. n Edina Family Center offers Early Childhood Family Education (ECFE), parenting classes, resources, and preschool classes. n Curricular Resources and Programs provides curriculum enrichment programs upon teacher request. n Edina Resource Center connects people to community services and resources. n Business/Education Partnership promotes the exchange of resources between business and education for mutual benefit. Facilities Edina Public Schools completed a major remodeling and renovation of the district's facilities, supported by a $85.8 million bond referendum. The improvements included: n Twelve new science and technology lab classrooms n New theaters at the high school and middle schools n Remodeled elementary auditorium space at Normandale Elementary School n Remodeled world language classrooms and labs n Weight and fitness rooms at the high school n Two extended-use athletic fields n Upgrades to comply with current building codes • n Improvements for handicap accessibility in restrooms and throughout the buildings n Paving repairs, additional parking, and better separation of vehicles and pedestrians from buses Edina Comp Plan Update 2008 — 11-19 Chapter 11: Community Services and Facilities ...for living, learning, raising families & doing business 2008 Comprehensive Plan) A facility study will be completed in late 2007 and early 2008 to address the future needs of the district. The study will address future classroom needs as well as program growth areas in early childhood education, kindergarten and technology. Finances Edina Public Schools has received the Minnesota Department of Education's School Finance Award for the past five years. The district's bond rating is the highest in the state. The district's 2007-2008 budget breakdown is as follows: Area Total General $70,220,000 Capital $ 4,185,000 Community Services $ 6,540,000 Food Service $ 2;860,000 Debt Service $ 9,570,000 TOTAL $93,375,000 The district's general fund revenue sources are 2.6% federal, 74.6% state and 22.8% local. The general fund expenditure breakdown is 85% salaries and benefits, 5.1% utilities/maintenance, 6.4% purchased services and 3.5% supplies/other. The school district seeks to maintain an ongoing fund balance between 6-12%. Trends and Challenges Demographic changes in Edina are projected to have dramatic effects on future school enrollment. While the total number of Edina residents will not change much in the next 20 years, the change in the age of Edina residents may be substantial. The 65+ age group is projected to increase by 102.5 percent, while the under-20 age group may only increase by 1.3 percent. The housing market for single-family homes and for family-centered multi-family developments may continue to work against housing affordability for families with children. Unless measures are taken to create more affordable units, school enrollment may decrease as young families are priced out of the housing market. This issue is discussed in more depth in the Housing chapter. Edina Comp Plan Update 2008 — 1 1 -2 0 Chapter 11: Community Services and Facilities , 4(e (h...for living, learning, raising families & doing business Cis g: ly 2008 Comprehensive PI Goals and Policies These strategic directions are the identified focus areas shaping the yearly improvement goals and guiding the district's educational programs, services and applied resources. 1. We will maximize the achievement of all students by developing and implementing coordinated plans for personalized learning for each student. The district is committed to improving student achievement by providing a personalized approach to learning for all students. The district will enhance the academic, social, emotional and guidance resources for all students through program initiatives, use of educational data and staff training. 2. We will work in partnership with the community to create a safe, inspiring and welcoming learning environment. The district places high value on ensuring that schools are safe and positive places to learn and work. The district will work with the community to implement initiatives expanding school security, easing transitions between the schools for families, and improving the learning culture within the school community. 3. We will work in partnership with the community to develop all students as responsible citizens and leaders. The district recognizes the importance of developing student skills through service learning and leadership. The district will work with the community to increase student service learning options, student leadership training and student activities to enhance their ability to be successful citizens for today and tomorrow. 4. We will work in partnership with the community to provide learning opportunities beyond the classroom through innovation and creativity. The district finds value in creating learning opportunities outside the regular classroom and school day. The district will expand educational program opportunities through technology, mentorship, and other innovative approaches to learning. Edina Comp Plan Update 2008 — 11-21 Chapter 11: Community Services and Facilities 4 2008 Comprehensive Plan) N.....4%vivo> %VIA. Ar< 11)-41-1 In ...for living, learning, raising families & doing business 5. We will expand leadership expectations for all members of the school district. The district sees the power of teamwork — community, families, staff and students — and the importance of everyone working for a common educational purpose. The district will implement policies and provide training that encourages and defines leadership expectations for everyone. 6. We will expand and maximize the district's resources of time, talent, and finances. The district realizes that the resources of time, talent, and finances must be aligned to the mission and strategic directions of the district. The district will implement practices and procedures that seek to maximize each of these resources. Other Public School Districts Serving Edina Bloomington School District ISD 271 Hopkins School District ISD 270 Eden Prairie School District ISD 272 Richfield School District ISD 280 St. Louis Park School District ISD 283 Private Schools Edina is served by seven private schools: Calvin Christian School, 4015 Inglewood Avenue S. (Grades K-8, 555 students) Edina Montessori School, 6133 Kellogg Avenue (Grades PK-K, 30 students) Golden Years Montessori, 4100 West 42nd Street (Grades PK-3, 80 students) Our Lady of Grace School, 5051 Eden Avenue (Grades K-8, 666 students) St. Peter Lutheran School, 5421 France Avenue (Grades PK-8, 219 students) Sobriety High School, 5250 West 73rd Street, Ste A (Grades 9-12, 38 students) Step By Step Montessori, 6519 Barrie Road (Grades PK-K, 143 students) 11.6 Educational Facilities: Libraries Edina is served by two libraries in the Hennepin County Library System: Edina Comp Plan Update 2008 — 11-22 Chapter 11: Community Services and Facilities 2008 Comprehensive Plar) ...for living, learning, raising families & doing business 43 n Edina Library, 5280 Grandview Square, which has assistive technology, 28 computer workstations, 6 word processing workstations, a meeting room with a capacity of 75, and language collections. Southdale Library, 7001 York Avenue South, which has assistive technology, a computer lab and 127 workstations, 38 word processing workstations, a meeting room with a capacity of 200, government documents, and language collections. 11.7 information Technology Introduction The primary objective of the City of Edina's Information Technology Department is to provide the highest level of service in implementing, supporting, and maintaining the City's information technology infrastructure. This includes computer hardware, software, servers, networking equipment, phone systems, and connectivity to external agencies and organizations. The City of Edina Information Technology Department consists of three full-time employees. Trends and Challenges With information technology becoming a prevalent and critical resource in all aspects of the City's operations and services, it is imperative that the information technology systems which our staff and citizens rely on experience the highest level of "system uptime", as well as the ability to embrace, adapt to, and improve with the continuous advancement of technology. Edina Comp Plan Update 2008 — 11-23 Chapter 11: Community Services and Facilities ( ...for living, learning, raising families & doing business 2008 Comprehensive Plan) The City's I.T. department supports and maintains the technology used by city staff, public safety officials, and by our citizens and visitors in numerous enterprise facilities, which include municipal golf courses, liquor stores, and parks. As the Information Technology industry advances, so must Edina. One of the primary focuses of the city's I.T. department is to stay informed of and proficient in the latest advancements in technology, and to assess and implement ways for the City and its citizens to benefit from such advancements. The City's information technology systems also need to stay consistent with these advancements in order to maintain efficient collaboration and communication with other external organizations. Many cities are exploring various approaches to bringing high-speed internet service City-wide, including fiber-optic cable and wireless fidelity (wi-fi). As data security and privacy is becoming an increasing global concern, the city's I.T. staff must remain ever vigilant in protecting such data from exploitation, while ensuring that individuals who require information have readily-available access to it. Goals and Policies 1. Continue the expansion of Edina's fiber-optic network infrastructure, in order to increase data and voice communication speed and reliability throughout the City and its various facilities, as well as with other government organizations. 2. Monitor other cities' efforts to install City-wide internet infrastructure, and explore the creation of a citywide fiber-optic network infrastructure for Edina, or a wi-fi system, that is widely-available, fast, reliable, flexible, durable, and cost-effective. Explore possible public-private partnerships. 3. Keep Edina's information technology systems on par with technology industry standards to ensure the greatest level of compatibility and efficiency in the services provided. Edina Comp Plan Update 2008 — 1 1 -24 Chapter 11: Community Services and Facilities (...for living, learning, raising families & doing business _,---_, / ..,.... .„, , - ,„..--...,;,. ), --, f 2008 Comprehensive Plan 11.8 Communications and Marketing Introduction While communications has always been an integral part of local government, the City of Edina's Communications & Marketing Department was formally established in 2006. The department consists of a full-time Communications & Marketing Director, full-time Communications Coordinator, part-time Communications Intern and eight part-time Cable Production Assistants. Anticipated in 2008 is the addition of a full-time Cable Coordinator. It's the job of the Communications & Marketing Department to help other City departments and facilities identify what information and messages need to be conveyed ta.Edina's diverse audiences and make sure that this is done in the most effective manner possible. It is also the department's responsibility to find opportunities to promote what makes Edina the great community that it is and the successes of City government. Current Conditions In addition to media and public relations, the Communications & Marketing Department is responsible for publication of the City's internal and external newsletters and magazines, maintaining the website, administering Edina Community Channel 16 (EDINA 16), and marketing the City and its enterprise facilities through customer analysis and advertising. Newsletters and magazines currently published include About Town, City Slick, Council Connection and Park & Recreation Insider. The City's website, www.CityofEdina.com, supports 11 distinct sub-sites, including those for enterprise facilities and the Police and Fire departments. In addition, maintenance is provided for web pages created for the Edina Historical Society and July 4 Parade. Programming on EDINA 16 currently includes a video bulletin board, meetings of the City Council, Park Board, Planning Commission and Transportation Commission; a monthly half-hour talk show, "In Edina," public service announcements; and coverage of special events and community forums. In addition, all programming is streamed over the internet. Edina Comp Plan Update 2008 — 11-25 Chapter 11: Community Services and Facilities C...for living, learning, raising families & doing business E/111 3 to 2008 Comprehensive Pla) Trends & Challenges Over the past several years, the Communications & Marketing Department has witnessed a significant shift in the way residents and businesses prefer to receive their communication from the government. More and more people prefer to • receive information electronically, via the website or e-mail in particular. A decade ago, the only way to learn about what happened at a City Council meeting was to attend the meeting, read about part of it in the following week's issue of the Sun-Current or wait until meeting minutes were approved. Now, in addition, the City Council has its own newsletter, meetings are broadcast on cable and streamed over the internet, and people who have signed up for a free "City Extra" e-mail subscription receive regular updates. As information technology advances, so must the way the City delivers information to its residents and businesses. Edina must continually examine communication tools in order to reach the broadest audience. EDINA 16 was established in 2004, in conjunction with the construction of City Hall. Broadcasting meetings of City Council and some advisory boards and commissions has made the government process even more transparent and there is high viewership on the government-access channel. High viewership has led to increased demands for programming both of meetings and community events. Print media is becoming less of a norm. AboutBusiness, a publication for Edina's business community, was discontinued in the fall of 2007. Fewer copies of the City's employee newsletter, City Slick, will be printed in 2008. Instead, the publication will be distributed via email with a limited number of printed copies made available for those who prefer to read it on paper. Goals & Policies 1. Match communications initiatives to needs and desires of residents and businesses. The Communications- & Marketing Department must work to match its communications initiatives with the needs and desires of residents and businesses for both the type of information delivered and the way in which it is delivered. Edina Comp Plan Update 2008 — 1 1 -26 Chapter 11: Community Services and Facilities iN Din t„ ..for living, learning, raising families & doing business 4n sp; 2008 Comprehensive Plan) 2. Redesign City's website every five years. The City's website and its sub-sites will continue to be redesigned approximately every five years. (The last redesigns were completed in 2001 and 2006.) More interactive offerings and multi-media presentations will be incorporated into the sites. 3. Develop a plan for programming on EDINA 16. The department will work to develop a plan for increasing programming on EDINA 16. Such a plan could include the televising of community concerts at Centennial Lakes and Edinborough parks. If the school district or local athletic associations are interested, the Communications & Marketing Department could outsource its services for televising sporting events and other extra-curricular activities. 4. Expand neighborhood block captain program. The department's neighborhood block captain program will be expanded to allow for more and improved two-way communication between the City and residents. 5. Enhance Edina's community vision. As always, the Communications & Marketing Department will work to enhance Edina's community vision as "the premier place for living, learning, raising families and doing business." Edina Comp Plan Update 2008 — 1 1 -27 Chapter 11: Community Services and Facilities CHAPTER ASSESSMENT TOOL In order to ensure consistency, consider formatting your work items using a chart to identify the relevancy of goals and policies, what should happen to them and the addition of any new gdals and policies. The City has created an electronic excel document for commissions to utilize as well. Comprehensive Plan: Chapter Assessment Tool Chapter Title: xxxx Commission Name: xxxxx Still Relevant, Still Relevant, but Current Goals Eliminate from 2018 plan Include in 2018 plan should be updated 1 2 3 4 5 New Goals 1 3 4 Current Policies 1 2 3 New Policies 1 2 3 GOAL AND POLICY DEVELOPMENT EXAMPLE The example goal and policy included in this tool kit was taken from the Parks, Open Space and Natural Resources Chapter of the 2008 Comprehensive Plan._Each chapter in the 2008 Comprehensive Plan concludes with goals and policies that: B discuss aspirations, a vision, and steps the city will take establish parameters and define overall approaches and directions the city willfollow The chapter on Parks, Open Space, and Natural Resources provides a particularly useful example for Commissions on how these might be written for inclusion in the 2018 comprehensive plan update. Setting the stage for a successful physical plan are policies that are outlined in the plan. 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. Provided below (for your consideration as you review, analyze, and document goals and policies) are excerpts from the 2008 Comprehensive Plan's Parks, Open Space, and Natural Resources Chapter. EXAMPLE BELOW: 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. 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 to the 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 Depai luient 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 culturalvalues. 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 weedcontrol. 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 managementplans. 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 withinEdina. 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- tem]. vitality and viability of this integral part of Edina's overall identity and attractiveness. VISION EDINA REPORT The Vision Edina report lists eight strategic focus areas that are identified in Edina's vision for the future. It will be particularly important, when critiquing the 2008 goals and objectives, to measure and evaluate them against the eight strategic focus areas, as these articulate community-endorsed directions for the city over the coming years. The eight strategic focus areas are: n Environmental Stewardship n Transportation Options n Education Focus n Commercial Development Mix n Residential Development Mix n Regional Leadership n Population Mix n Live and Work =77-VISION EDINA :fig- CITY OF EDINA STRATEGIC VISION and FRAMEWORK cv i fa -..• . • ..IMEMOI. 111 dir 1 If -er iilmt S. ir This vision and framework is an outcome of the broad-based community engagement and visioning process, conducted between September and December 2014 future->161 PARTNERS CITY OF EDINA STRATEGIC VISION AND FRAMEWORK VISION EDINA This vision and framework is an outcome of the broad-based community engagement and visioning process, conducted between September and December 2014. May 2015 futureiGl PARTNERS BALANCING EDINA'S REDEVELOPMENT VISION EDINA Vision Edina represents a fresh look at the future for the City of Edina. This work builds on the previous Edina Vision 20/20 planning work that was undertaken 15 years ago. Since that time, the world has changed. We are subject to stronger external trends and forces, and we face renewed pressures with increasing population and developmental pressure. The future we face is one filled with greater uncertainty, more rapid pace of change and emerging new opportunities. Vision Edina allows us to step back and look again at the big picture, and decide how we continue to evolve to remain a relevant, competitive and progressive city. Vision Edina is a long-term strategic framework that helps our community understand and guide the important decision-making that will impact Edina's future. This framework lays out the key issues identified by our community, which we need to be focusing our attention and resources on, over the coming years. The Vision Edina work and publications have been developed through a broad-based and inclusive community visioning process conducted in 2014. It is proposed that the current City of Edina mission statement remain largely unchanged. This is a potent and relevant mission statement that has, and continues to, serve the City well. "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 residerlits and businesses." Vision Edina — Strategic Vision Framework — May 2015 3 EDINA'S VISION STATEMENT Edina holds a well-earned reputation as a city of choice. It is the model of a successful, mature, and progressive urban community, that strives to lead in a modern and evolving world. We maintain our heritage and attractiveness, and afford our residents the highest quality of life, while actively embracing the future. The features that define our future community include: Inclusive and Connected • Our community embraces diversity and cherishes the contributions of all residents and stakeholders. • Our community offers an enticing mix of residential development that retains and builds upon our strong foundation of single-family housing, but also includes a dimension of higher density multi- family options, especially for the young and the old. • We strive to promote a healthy demographic mix that builds on the tradition of multi-generational families, and also provides entry opportunities for new people seeking to raise families, start businesses, and join our quality community. • Our residents enjoy a wide range of transportation options that foster mobility and interconnectedness. • Our cohesive neighborhoods are able to retain their unique individual character, while being linked seamlessly together into the broader fabric of our city. • Our residents benefit from close access to parks and other gathering spaces where they can regenerate, connect with community members and enjoy nature. Built-to-Scale Development • Our community has worked hard to create an innovative and long-term comprehensive development policy that strikes the right balance between renewal and progress, and protection and preservation. • Our development policy promotes partnerships between developers and community members and encourages innovative ideas. • Our community's commercial and retail base has been significantly enhanced through the creation of more mixed-use locations, carefully woven throughout our neighborhoods. • We have proactively developed planning procedures and policies that allow the character of our neighborhoods to be preserved and enhanced. Local development reflects the aspirations of both neighborhood residents and the community as a whole. 4 Vision Edina — Strategic Vision Framework — May 2015 EDINA'S VISION STATEMENT Sustainable Environment • Edina has focused and invested in world-class citywide resource management systems, built around the leading principles of environmental sustainability. • We have substantially reduced our overall environmental impact and significantly increased our resource use efficiency. • Our planning has integrated the best-proven standards of sustainable building and environmental stewardship into all aspects of our city planning and building codes. • Our community continues to treasure and protect our public spaces and parks. We have enhanced our biodiversity and natural ecosystems, which in turn support and purify our natural environment. A Community of Learning • Edina has continued to evolve as a highly engaged community, where residents share the responsibility for decision making and working collectively toward the common vision. • We recognize and appreciate the significant value of our education system, and we continue to work and invest to strengthen and grow this key community asset. • As technology and society have evolved, so has our prized education system. We have a high quality, future- oriented education system, which undeniably prepares our students to thrive in an increasingly competitive and globalized world. • As residents, we never tire in our pursuit of knowledge and understanding. We collectively promote the value of engagement and education, and we ensure that we have the capacity as a community to understand and remain agile in a fast changing and complex world. Future-Oriented • As a community, we continually look forward and are always working to remain competitive, relevant and innovative. We stand on the foundation of our traditions, but are not afraid to adapt and change as the city evolves. • Our city leaders and organizations are actively engaged in regional leadership and in ensuring the interests of Edina are represented at the level of the Twin Cities metropolis, but also beyond. • Edina is willing to use its resources and expertise to apply new ideas and technology, and we actively invest ourselves in finding and creating innovative solutions to the emerging challenges of living in a major city. Vision Edina - Strategic Vision Framework - May 2015 5 STRATEGIC FOCUS AREA, ISSUES AND ACTIONS STRATEGIC FOCUS AREA, ISSUES AND ACTIONS Eight key strategic focus areas have emerged through the Vision Edina process. These areas are built from the key drivers and issues identified early in the Vision Edina process, and have carried through the extensive community and stakeholder engagement process. These focus areas, and the attendant issues and actions, represent emerging priority areas that can both leverage and guide the future evolution of our city. This is not intended to be an exhaustive list, and in no way displaces the underlying foundational work that continues on our key areas of infrastructure, community services, governance and fiscal management. Rather, these strategic focus areas represent key emerging priorities, and reflect the core drivers of our future that can be summarized in the categories of Balancing Edina's Redevelopment, and Enhancing Our Community Fabric and Character. 6 Vision Edina — Strategic Vision Framework — May 2015 11111111= 1. 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 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. Vision Edina — Strategic Vision Framework — May 2015 7 2. TRANSPORTATION OPTIONS Participants in the Vision Edina process expressed a strong desire to continue to expand a variety of transportation options to both reduce dependency on automobiles and enhance the community's work and life balance, and ease of connectivity. Walking, biking, and transit options represent key amenities that help residents feel connected to their community, and improve the overall quality of life. A diversity of transportation options is also highly preferred among younger residents. However, such options have met resistance in some areas, largely a reflection of a 'not in my back yard' reaction. The larger community sentiment of support should be highlighted to advance policies and developments deemed to be in the larger public good. ISSUES • The community's infrastructure continues to age and be stressed by increasing traffic volume. • The majority of Edina's employed population works outside of the city and is therefore reliant on the connectivity and maintenance of the roadway system for their livelihood. • The community overall is highly supportive of increased diversity and integration of transportation and local access options. STRATEGIC ACTIONS • UndeHke community education and promotion to highlight the broad support and benefits of more diverse transportation options, and particularly to highlight the support expressed across multiple age demographics. • Work to expand transit options to Edina, and ensure that Edina residents do not become further isolated from the larger transit infrastructure. • Develop an integrated long-term plan that lays out a future-oriented and ambitious transportation network that covers multiple modes of transportation, and takes into account potential impacts of future technology on transportation modes and corridors. • Continue to promote and develop the sidewalk, trail and bike networks to improve accessibility and connectivity throughout the city and beyond. 8 Vision Edina — Strategic Vision Framework — May 2015 itiiii'MKTAFalair#,SsitAukv _ . 3. 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 Cr 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. Vision Edina - Strategic Vision Framework - May 2015 9 BALANCING EDINA'S REDEVELOPMENT 4. LIVE AND WORK Edina's community has a large number of high-wage earners, most of whom commute to areas outside the city for work. Therefore, Edina is highly dependent on the vitality of the regional economy to maintain prosperity. At the same time, the community also recognizes a growing desire, especially among young professionals, to both live and work in the same location. There is evidence to suggest this represents part of a larger societal trend, and could have important implications to the future location appeal of Edina. The city currently offers limited opportunities to do so, as a mismatch exists between the wage- earning potential of many of the employment opportunities in the community and the relatively high cost of quality housing. However, the city is very well endowed with recreation facilities, which offers excellent outdoor and sporting amenities. ISSUES • Many of the city's residents commute outside of the city for work. This creates a disincentive to young professionals who may aspire to live and work in Edina. • The community does not possess significant spaces for collaborating, start-ups or telecommuting. • Many people who work in Edina cannot afford to live in the community. STRATEGIC ACTIONS • Edina should support the development of a start-up or entrepreneurial climate in the city, and bring together key stakeholders to develop an integrated economic development strategy. • The community should consider the inclusion of incubators or co-working spaces.,, in any new redevelopment projects and in mixed-use proposals. • The City should promote the development of a mix of commercial amenities, including restaurants and cultural amenities, which are attractive to young families and professionals and can further act as connection points or hubs within the fabric of neighborhoods and development areas. 10 Vision Edina — Strategic Vision Framework — May 2015 1.111111.m_.= API_ w ENHANCING OUR COMMUNITY FABRIC AND CHARACTER 5. EDUCATIONAL FOCUS Edina Public Schools are recognized as one of the principal assets of the community. The school district and its institutions are routinely recognized as among the best in the state and nation. Participants in the Vision Edina process routinely singled out quality education as one of the defining characteristics of their preferred future. However, respondents also expressed a desire for the greater use of technology in the classroom, expansion of cultural and 'globally-focused' learning opportunities and the promotion of lifelong learning. ISSUES • Education policy and funding are largely a state matter, placing the City in an advocacy and partnership role. • Respondents desire an educational system that maintains high quality while 'also embracing new techniques and technologies. A balance needs to be struck. • While Edina Public Schools and other local institutions adeptly provide K-12 education, lifelong learning and other cultural education opportunities requires leadership from a variety of community institutions. STRATEGIC ACTIONS • The community should promote a culture of learning among all of its residents, and continue to find ways to explore, understand and present best practices across a range of topics. In particular, it is important to expand the scope beyond regional expertise and explore best practices and emerging trends on a global scale. • The City should continue to foster its productive working partnership with Edina Public Schools. These two entities represent some of the key leverage points in the city, and combining their influence could accelerate the progress on key initiatives. Similar partnerships should be established with the Richfield and Hopkins school districts. • The City and school district should continue to explore future opportunities for expanded partnerships between the schools and existing employment opportunities within the community, thereby helping develop career paths and local workforce development. Vision Edina — Strategic Vision Framework — May 2015 11 6. POPULATION MIX The demographics of the Twin Cities are constantly changing as new residents are attracted by strong regional employment prospects, economic tailwinds and quality cultural and public amenities. Edina is well positioned to attract many of these new residents because of its high quality of life. Edina's population is also undergoing a generational transformation as its population continues to age, creating a new group of active senior citizens with different housing and amenity needs. Developing an effective balance in each of these areas is critical to ensuring future sustainable growth. ISSUES • The perception of an 'Edina Bubble' carries with it the stigma of being an exclusive and exclusionary community. • The relatively high cost of housing is a barrier to entry into the community, especially for younger families. • The needs of an aging population are often in conflict with the preferences of the younger residents the community seeks to attract. STRATEGIC ACTIONS • The City should expand its work with local school districts to expose students and parents to a variety of cultural experiences. This will serve to foster a global mindset while also cementing the education system as a key population draw. • Edina's civic organizations should promote a welcoming image of the city. These efforts should be equally directed toward new residents and businesses. These organizations should also take a lead role in publicizing the city's cultural amenities. • The City should continue to prioritize amenities that meet the needs of residents of all ages. The City should continue discussions about the effects of an aging population, as referenced in the Vision 20/20 process. Similar efforts should be used to engage young adults, including high school students. 12 Vision Edina — Strategic Vision Framework— May 2015 ENHANCING OUR COMMUNITY FABRIC AND CHARACTER 7. 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 environmentallyfriendly 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 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 responsibilityforenvironmental management, including reducing nutrient loads in run-off, local recycling and efficient resource usage. Vision Edina — Strategic Vision Framework — May 2015 13 d.,\I!Kr 8. REGIONAL LEADERSHIP Edina has long been recognized as one of the premir communities in the Twin Cities. The City has been historically viewed as somewhat progressive in its development policies and practices. The existing phase of redevelopment and the expanding pressures from the surrounding metropolitan area highlights the need and opportunity for Edina to continue as an innovator, seeking and implementing creative solutions to local and regional issues. ISSUES • City leadership has rightfully focused on many local issues, in large part driven by changing community needs and expectations. In recent years, City officials have also been playing an important role in some significant regional discussions. • Edina's size may limit its influence when compared to larger neighboring communities, its popularity with respect to redevelopment has presented a unique set of challenges and the opportunity to lead on some issues previously not encountered in the larger metropolitan area. • The community has regional economic importance, but its cultural importance has been somewhat more limited. However, there is potential for Edina to have some destination value as a regional cultural center. STRATEGIC ACTIONS • City leaders should actively advocate for Edina's interests in the Met Council and other regional bodies. In addition, the City should form particularly close functional connections with the immediately neighboring cities, as they share many aspects and challenges. • City leaders should continue to inform residents on the impact of issues of regional importance and work to better integrate an understanding of the importance of being an active participant, and leader, in the larger regional system • City leaders and residents should collaborate to discover, develop and apply new best practices in environmental sustainability, aging in place, educational quality and other broad areas of consensus. These efforts will ensure that Edina builds the future intelligence capacity to retain a future-focused worldview, and act as an example and role model to other cities in North America. 14 Vision Edina — Strategic Vision Framework — May 2015 CONCLUSION CONCLUSION The Vision Edina process has presented an opportunity for the community to come together and explore the longer-term future. The current period of intense redevelopment, which is occurring within Edina, represents an important juncture in the community's history and evolution. This is coupled with a more gradual generational shift, as the predominant Baby Boom generation moves through the demographic system. The resultant situation is where Edina stands poised before some significant choices about future trajectory and outcomes. This has been well articulated in the Vision Edina process. The community has chosen a path forward that represents some significant change and reinvention, but without losing touch with the important family values and rationale that has always defined Edina as a community. The path ahead is not without its challenges and will require careful balancing of differing priorities, aspirations and desires. The collective decision-making process required to move forward will set Edina apart as an intelligent, engaged, thoughtful and forward-looking city. It will require maturity and patience on behalf of the citizens and leadership, and recognition that the complex resident mix, which makes Edina interesting, also brings with it differing opinions and perspectives. Understanding the importance of the common good over personal self-interests will be critical to build alignment around important future shaping decisions and actions. The population and leadership of Edina possess and exhibit more than sufficient knowledge and experience to guide the City toward the vibrant and balanced future desired by the residents and stakeholders. Vision Edina — Strategic Vision Framework — May 2015 15 FOR MORE INFORMATION VISION EDINA The Vision EcI4 initiative has aimed to define a shared vision for the City of Edina. The vision and strategic framework is the outcome of a broad-based and inclusive community visioning process. The engagement portion of this important planning process ran from September to December 2014, and gathered significant community input. From a strategic planning perspective, Vision Edina examines the issues that have been identified as having the highest priority within the community. The initiative examined future trends in cities across North America and the world, and how generational values are changing. This was also linked to local aspirations, values and desires for the future. This process provides a clearer understanding of what people might be looking for in Edina in 2030 and beyond. Vision Edina has represented an opportunity for all residents to have a say and contribute to creating the shared future vision. Vision Edina is part of the overall community process to update the long-term vision for the City of Edina. Vision Edina will also serve as an important foundation for other strategic efforts, such as the City's Comprehensive Plan and Capital Improvement Plans. The City of Edina partnered with Future iQ Partners, an international consultancy company, to design and facilitate the process. For more information on the Vision Edina project and the City of Edina, please contact: Scott H. Neal, City Manager City of Edina 952-826-0415 SNeal@EdinaMN.gov www.EdinaMN.gov future-1Q PARTNERS BIG IDEAS REPORT The Big Ideas Report was created following the Big Ideas Workshop held in April 2017. The two day workshop was developed to ensure Vision Edina's eight priorities were included in the 2018 comprehensive Plan. moo: ro Reffiu--r: [k\f, _ - - 4 -41111!. 4011It • ..----* _.. . ... .;....r,-*., el. I • ...tell. 1",..„`1 _I.' \•... '_ „......6.- ..--........ - 'Vow, "--.6,. % _ .......'e • OP • -'414 L 7 Mapping Edina's Big Ideas Bridging between Vision and Planning Prepared for: City of Edina, Minnesota 4801 W 50th St, Edina, MN 55424 Prepared by: Biko Associates, Inc. 79 13th Avenue NE Studio 107 Minneapolis, MN 55413 May 24, 2017 EDINA COMPREHENSIVE PLAN I )PDATI Page i EDINA COMPREHENSIVE PLAN I r;1104. Table of Contents Introduction 1 Purpose 1 Background 1 Wednesday, April 19 Big Ideas Workshop 7 Summary of Findings 7 Transportation 8 Environmental Stewardship 8 Education Focus 8 Commercial Development Mix 9 Residential Development Mix 9 Regional Leadership 10 Population Mix 10 Live and Work 11 Saturday, April 22 Mapping Edina's Big Ideas 13 Agenda and Format 13 "Where is Important to me in Edina?" 15 "How do I Travel to Important Places?" 15 "Where Should Big Ideas be Implemented and How are Big Ideas Related 16 Physical Framework for Implementing Big Ideas 16 Edina's Big Ideas by Quadrant 19 Proposed Process for Incorporating Big Ideas in the Comprehensive Plan 21 Page ii EDINA COMPREHENSIVE PLAN Page iii Introduction Purpose This report documents two community-based events held in the City of Edina in April 2017 to provide community members opportunities to collaborate and develop future-oriented Big Ideas that will shape the city's growth and development in extraordinary ways over the next 20 years. The report summarizes outcomes from these two events and identifies a recommended process that will be put in place during a study to prepare the city's 2018 comprehensive plan update to ensure that the Big Ideas will be given consideration in the plan. Background Comprehensive Planning in the Twin Cities Communities in the Twin Cities metropolitan area are required by statute to update their comprehensive plans every ten years. Traditionally, a community's comprehensive plan, based on a shared community vision and goals, outlines growth and development policies and describes what, where, and by how much a community will grow...and, as importantly, where growth will not occur. Local comprehensive plans, which provide communities with a foundation to support defensible land use decision making, land use regulations, and building codes, can also include urban design guidelines to help define the desired design and appearance of districts and new developments. Within the Twin Cities metropolitan area, completed comprehensive plans are approved and adopted by local governments. The plans are also reviewed for adequacy by the Twin Cities Metropolitan Council, the metropolitan area's regional planning agency. As such, the Council is charged with planning and coordinating the growth and development of the seven-county metropolitan area. Its review of local comprehensive Page 1 plans is largely focused on determining how a local community's growth plans will impact regional systems (e.g., transportation, sanitary sewer and water treatment, water systems, and regional parks) and whether a local community's plans are aligned with an overall framework that is provided in regional plans. Thus, comprehensive plans in the metropolitan area have two purposes. They are tools for local governments to use in planning for their communities, and they are tools the Council uses to ensure that regional systems can be provided to communities in the metropolitan area in a planned and cost efficient manner. Without a defined community vision, potential exists that a community's comprehensive plan, while adequately addressing regional concerns, could fail to adequately address its own local concerns. Edina's Current Comprehensive Planning As mentioned, a community's comprehensive plan is fundamentally built on a shared community vision and goals, and initial steps in accepted, comprehensive planning processes include community outreach activities designed to define community members' vision for the future. Thus, it is a community's shared vision and support for the vision that permit a comprehensive plan to assert an overall direction for growth and development. Future iQ's Vision Edina 2015: The City of Edina in 2014 contracted Future iQ to prepare Vision Edina, a series of documents that articulated a vision for the city and outlined a long-term strategic framework that lays out key issues identified by Edina's community members. The visioning process used by Future iQ included extensive community outreach activities (focus group meetings, community-wide surveys, think tank meetings, community meetings, etc.) and demonstrated wide spread community support for the vision and strategic framework. Eight strategic focus areas were identified in Vision Edina: EDINA COMPREHENSIVE PLAN Page 2 n Residential Development Mix n Transportation Options n Commercial Development Mix n Live and Work n Educational Focus n Population Mix n Environmental Stewardship n Regional Leadership Vision Edina established the stakeholders' desire to pursue a preferred future of "Nodes and Modes," an effort to maintain and enhance the characteristics and fabric of Edina while embracing balanced urban renewal. The central part of this preferred future is the focus on unique nodes that represent the character and future goals of each neighborhood with highly connected modes of transportation between them. Biko Associates' 2018 Comprehensive Plan Update: The Biko Associates consultant team was contracted in January 2017 to update the 2008 comprehensive plan. Per instructions in the city's Request for Proposals (RFP), the Biko Associates team submitted a proposal that did not include extensive visioning exercises, because a community-supported vision had already been developed and documented in 2015 by Future iQ. Instead, the team's proposal described steps that would be taken to work with Small Area Plan Work Groups in each of three small areas (44th/France, 50th/France, and .70th/Cahill) to determine how the city-wide vision from 2015 might be applied. Bridging the Vision and Comprehensive Planning With Edina's vision document already two years old, there was a desire to give community members and the comprehensive planning process an opportunity to revisit Vision Edina and provide additional opportunities to define a future vision for the city. EDINA COMPREHENSIVE PLAN Page 3 LAEJ1, UR. -Tri\kiF0P-PfTlox5 EaA. ampa-n-rmi 5P-ITA61- tR158. 14- OU SW Et. VAIale•S TIVALS lAIATEP- grI;SWW-14 I MpLZA544TRI1W allk V42-2. It was determined by the Edina Council that Vision Edina should be revisited in two workshops in order to ensure a bridge between the city's vision and the 2018 comprehensive plan update. EDINA COMPREHENSIVE PLAN Page 4 Big Ideas Workshop: The purpose of the first workshop, held April 19, 2017 was to encourage new "Big Ideas" and connect them to the eight key strategic focus areas that emerged from Vision Edina with an ultimate goal of propelling Edina toward its "Nodes and Modes" preferred future. Mapping Edina's Big Ideas: The purpose of the second workshop, April 22, was to determine where and how earlier defined "Big Ideas" would be located on the landscape of the city. EDINA COMPREHENSIVE PLAN it] t Page 5 EDINA COMPREHENSIVE PLAN UP WO E Page 6 Wednesday, April 19 Big Ideas Workshop Summary of Findings The workshop began with a review of major conclusions reached in Vision Edina 2015. Participants were asked to rank which major strategic focus areas should be a priority for innovation in Edina over the next 5 years. The participants ranked Environmental Stewardship (25%) and Transportation Options (25%) as the top two innovation priority areas, followed by Education Focus (18%), Commercial Development Mix (11%), Residential Development Mix (9%), Regional Leadership (6%), Population Mix (4%), and Live and Work (1%). REGIONAL LEADERSHIP ▪ RESIDENTIAL DEVELOPMENT MIX gi TRANSPORTATION OPTIONS 1. COMMERCIAL DEVELOPMENT MIX 1111 LIVE AND WORK ▪ EDUCATION FOCUS II POPULATION MIX In ENVIRONMENTAL STEWARDSHIP Participants were then asked to identify Big Ideas under each strategic focus area and then rank them. The top Big Ideas with the most votes, under each focus area, are listed on the following pages. A complete list the Big Ideas is presented in Nodes and Modes: Bridging between Vision and Planning, April 19 Big Ideas Workshop, Future iQ., EDINA COMPREHENSIVE PLAN lJP DAT U Page 7 Transportation Grand rounds and Promenade extension I Quiet multi-modal multiple connectors between nodes Less use/no use of car - Ability to get around without a car LRT Streetcar - France Avenue Public transportation Circulator bus future->IQ Environmental Stewardship Community gardens (and farm?) with master gardeners available as 'coaches' or mentors; raise chickens together National leader on sustainable building codes; think materials, sustainability, energy, light pollution ifequired organics and yard waste Start City department of Forestry and Natural Resources Education Focus Multi- Affordable generational advanced learning education opportunities, ex: community gardens All students know coding by age 14 EDINA COMPREHENSIVE PLAN Useable green spaces las much as possible Life-long Learning (ideas center), Art, Culture, and Religion Education everywhere all the time in every aspect of community (mentorship connections) future-)IQ Multi- generational learning from institutions of higher learning futuroiCi Page 8 EDINA COMPREHENSIVE PLAN Commercial Development Mix Mixed use areas, !with neighborhood commercial nodes gathering palaces, art galleries, gardens !cluster big buildings but keep !neighborhood small scale Sustainably repurpose buildings you can walk to for social gatherings and neighborhoods New business green credits/encourage business to build green Bring in more high speed fiber and more cutting edge infrastructure (less financial services, move high Tech) Make commercial development throughout Edina walkable; Destination nodes Residential Development Mix Affordable housing that is really life cycle housing; values behind that are socio economic (equity), balance and diversity future->fQ Neighborhoods all need a node. !Nodes should all be different. Co-operative housing; separate living spaces that include communal areas such as gardens, kitchens, gathering spaces Affordable single family homes Less soccer fields, use less lights that are not suitable for small neighborhoods future-)iQ Page 9 jFI( Quote "To whom much has been given much is expected." - "Create City Regional Leadership Mission" Regional Leadership I Create annual Edina IDEAS Conference Collaborative partnership with neighbors/adjace nt communities Arts: Edina needs a museum, live theatre, and/or other arts destinations Population Mix More collaboration with the cities that border Edina; sharing goals and working on problems Education makes us national leader, not just in our schools - So promote our innovations aggressively and pervasively future-)iQ Increase attractive infrastructure and environment for people 18-29 Affordable housing; revisit density/building height issues Encourage cradle to grave neighborhoods with diverse ethnic backgrounds; Full 'spectrum age and diverse ethnic neighborhoods Re-Prioritize things to make Edina a very 'happy' place to live: National Happiness Index? Report Annually (More diverse housing options within each node Preserve socio- economic balance; no super-wealthy segregation; more racial/ethnic diversity and multicultural celebrations future-)iQ EDINA COMPREHENSIVE PLAN •, Page 10 Live and Work p - Tax relief/Incentives for telecommuters - benefits the community not to be on the roads Wi-Fi (city-wide) Campus grouping and jobs and housing with environmental amenities and attention to Beauty (low-scale residential and business) P Enable live and 'work nodes attractive to emerging technology and medical device companies Independent City news source - electronic version? Newspaper? WI-Fi for City future)IQ EDINA COMPREHENSIVE PLAN Page 11 EDINA COMPREHENSIVE PLAN UPDATI Page 12 Saturday, April 22 Mapping Edina's Big Ideas Agenda and Format The agenda followed for the Saturday morning workshop is presented on the following page. The all-day session was divided into two parts. Part I The first part, an early meeting, was held to map the Big Ideas that had been developed at the April 19 Big Ideas Workshop. Three mapping exercises were completed, and each was followed by a discussion where participants were able to comment on outcomes from the mapping and report on observations. The three mapping exercises were: 1. Where is important to me in Edina? (I.e., identify nodes) 2. How do I travel to important places? (I.e., identify modes) 3. Where Big Ideas should be implemented? (I.e., where are opportunity sites, where are opportunities to link Big Ideas, and does this reinforce Edina's future vision?) The three mapping exercises were completed on a 25 foot-long by 20 foot-wide map of the city that was printed on a durable fabric and taped to the floor in the city's Public Works Department Building. (See the attached hyper-link https://voutu.be/X8hZ8m9m8h4) Part II The second part included a discussion that was held among design and planning professionals, residents, Planning, Commission members, and staff. The planning consultants who have begun preparing the city's 2018 comprehensive plan update requested the post-mapping discussion to help bring clarity to their work tasks and ensure that there would be a physical framework on which Big Ideas could be implemented throughout the city and discussed in the comprehensive plan. EDINA COMPREHENSIVE PLAN I rI Page 13 Mapping Edina's Big Ideas Workshop Agenda Saturday, April 22, 2017 8:00 Doors open, social hour 9:00 Welcome, Introductions, and Purpose Cary Teague, City of Edina and Bill Smith, Biko Associates 9:15 Recap Big Ideas Workshop David Buerle, Future IQ 9:30 Post-It Mapping Exercise 1: Nodes — Where is important to me in Edina? My home Places I haunt (shop, get coffee, meet friends, entertainment) Where I work or attend school Recreational places or systems I use 10:00 Observations on important places 10:20 Yarn Mapping Exercise 2: Modes — How do I travel to important places: Light green for existing walking/running/biking recreational trails Dark green for desired walking/running/biking recreational trails - Light yellow for the existing bike network (on-street or commuter — separate from more exclusively recreational trails) - Orange for desired bike network - Light blue for existing transit - Dark blue for desired transit Black for motor vehicle Pink for sidewalks and pedestrian systems Red for critical gaps in any of the above networks 10:50 Observations on transportation modes 11:10 Post-It Mapping Exercise 3: How should Edina evolve, and how can this evolution incorporate the Big Ideas you explored on Wednesday? White Post-Its with written descriptions: - What are the best opportunities for change? - Where should they be located and why? - How do they reinforce Vision Edina? - Why is this important to Edina's future? 11:40 Observations on the relationships physical nodes and modes and Edina's Big Ideas 12:00 Invitation to return for Pin-Up at 3:00 Cary Teague Policy, Project and Design Discussion 12:00 Lunch break and discussion CPTF, Staff, Urban Design Team - Big Ideas contribution to the Comprehensive Plan update Policies - Projects 1:00 Urban Design Team illustrations 2:45 Prepare for Pin-Up 3:00 Pin-Up presentation 4:00 Adjourn EDINA COMPREHENSIVE PLAN ..; Page 14 "Where is Important to me in Edina?" 1. The majority of nodes are located in the eastern quadrants of the city. Fewer are located in the western quadrants. 2. The important places are known activity centers. 3. The most active nodes are five of the six small areas that are being addressed in the comprehensive plan. 70th/Cahill, one of the six small areas, is not widely viewed as a high activity center. 4. The schools are recognized as important places. 5. How does the city's changing demographics impact the identification of important places? 6. Churches (houses of worship) are also important places where people gather. 7. Opportunities to increase the number of live/work uses should be place-based. 8. What are the engines for change in Edina? 9. The northwest quadrant is an area with large lots. Residents in this quadrant cannot walk to many places. Is this the way they want to live....without a node, gathering place, or activity center? "How do I Travel to Important Places?" 1. The major transportation mode is driving. Is this the way we want to be? 2. It's a big city; 4 miles by 4-1/2 miles. Travelling across the city is not easy without a car. 3. How do people travel within the four quadrants? How do people travel across quadrants? 4. Our city has been cut apart by the highways (TH 100 and TH 62). It is not possible to get to other places without travelling (sometimes) out of the way to get to an overpass. 5. There aren't lots of transit routes. Those that the city has are very good at providing transportation service. There should be more routes, however. Page 15 EDINA COMPREHENSIVE PLAN ! 1. 6. The Southwest LRT should have a station at TH 169/Valley View Road. 7. The streets that are county roads are problematic: they function to carry lots of traffic and there isn't much room left over for other functions like bikes. France is an example. 8. There should be more inter-quadrant connectors in Edina. Observations from "Where should Big Ideas be Implemented and How are the Big Ideas Related?" 1. Because of our aging population, the housing needs of the future will change. 2. Health care clinics and child care facilities could be physically combined in community centers. All of these should be accessible to all travel modes. 3. The Promenade should be extended north of TH 62. 4. Grandview should have a freeway lid. 5. The Zoning Code should be modified to allow pocket neighborhoods with several bungalows on a parcel. 6. Each neighborhood should have a community-specific, community defined activity center. 7. A circulator transit service is needed to connect the nodes. 8. Streets should be complete for all types of users. 9. Parks and park buildings could be expanded and redeveloped to meet neighborhood needs. 10. Large buildings should be energy self-sufficient with solar and green roofs. The Physical Framework for Implementing Big Ideas in the Comprehensive Plan Presented on page 18 is a City of Edina aerial base map that shows each of the city's neighborhoods. The map shows that the city is divided into four quadrants that are defined by north/south Trunk Highway (TH) 100 and east/west TH 62 (aka Crosstown Highway); Quadrant 1— Northwest Page 16 Edina, Quadrant 2 — Northeast Edina, Quadrant 3 -- Southeast Edina, and Quadrant 4 — Southwest Edina. The map identifies the following physical features that form a framework for incorporating Big Ideas in the comprehensive plan. n Six existing small areas (activity centers/nodes): - 44th/France - 50th/France - Grandview - Wooddale/Valley View - 70th/Cahill - Southdale n Three potential small areas for future consideration: - Lincoln/169/near Eden Prairie - Expanded 70th/Cahill - Pentagon Park n Parks and Nine Mile Creek n Golf courses n Recreation destinations n Canadian Pacific Rail alignment n Southwest LRT alignment n TH 100 and TH 62 with adjacent pedestrian and bicycle paths n Pedestrian and bicycle lids over TH 100 and TH 62 to re-connect the city's four quadrants n Conceptual parkway (Edina Grand Rounds) alignment that forms a ring around the city and a ring within each quadrant In support of the fundamental element of Edina's future development, e existing and potential future small areas and recreation destinations (nodes) are linked by the parkway system (pedestrian, bicycle, and transit modes). Page 17 HWY WITH POTENTIAL BIKE FACILITY EDINA COMPREHENSIVE PLAN GOLF COURSE LID OVER HIGHWAY COMMERCIAL NODE NEIGHBORHOOD I O I PARKS BOUNDARY NINE MILE CREEK RECREATION/ DESTINATION I POTENTIAL FUTURE SMALL AREA PLAN PARKWAY/ GRAND ROUNDS Page 18 HWY LRT NINE MILE CREEK 114 PIPE CP RAIL LAND USE ANALYSIS DIAGRAM EDINA COMPREHENSIVE PLAN w'021 ICC '44 Edina's Big Ideas by Quadrant (all participants' comments are shown below) n Bike/Ped bridge over TH 169 n Protected bike trail to/from City Hall n Community park, co-op, restaurant, and coffee shop n Pocket neighborhoods n Access to LRT for bikes/peds n Safe bike paths n Eliminate buckthorn n Parking and dog park for Weber Woods (4) n Live/work at 70th/Cahill n 70th/Cahill redevelopment as activity center n Medium density residential with more activity n 70th/Cahill should be walkable and connected n Variety of housing types (townhomes, duplexes, affordable. n Medium density housing n Start up office space with affordable rents n Access to LRT and Methodist Hosp on intra-city transit line (CP Rail) n Trail around circumference of Braemar n Nine Mile Creek trail should be developed n Mixed use ground floor commercial and retail; second and third story residential n "Maker space" and incubator uses n Wellness clinic at 44th/France , 50th/France, and Wooddale/ Valley View n Gateway into Wooddale/Valley View n Coffee shop and neighborhood gathering centers at Wooddale/Valley View n Freeway lid over TH 100 at Grandview n No "un-used" city land at Grandview n Improve Valley View Parkway linkage to Rosland Park n No more six story mixed use buildings n North/south bike corridor that avoids France, from 50th to Centennial Lakes n Technology center campus uses with hotel n High tech, innovation sub-divided for small tenants n Events facilities for conferences n Education-focused uses n Full, safe bike/ped access to/from and within Southdale n Extend Promenade to Strachauer Park n East and west promenades n Low scale townhomes/duplexes n Affordable housing n Integrated node: Southdale, Pentagon Park, and Fred Richards n Communities center with YMCA n Break up Southdale into parcels where affordable housing can be constructed n Break up Southdale to allow small retail shops and housing n Artist destinations and arts focus n Regional leadership Page 19 EDINA COMPREHENSIVE PLAN • VG.0.1 IT.N4 Edina's City-Wide Big Ideas (all participants' comments are shown below) n All neighborhood parks should have community centers n A Grand Rounds should be developed to allow people to walk and bike around the city n A transit circulator that links nodes should be implemented n Access guards for children walking/biking to school n Educational activities should be everywhere for all ages, including elementary, high school, post-secondary n Nature parks with educational focus should be developed along a Grand Rounds n Wellness centers should be developed throughout the city that provide services including daycare, early childhood education, eldercare, and primary health care n Housing diversity to allow wider diversity in the city's population mix n Community meeting facilities are needed Page 20 Proposed Process for Incorporating Bo g Ideas hii the Comprehensive Plan Community Engagement Community engagement activities will be conducted throughout the comprehensive planning process. These events can be divided into two categories -- 1) events that will take place during three small area planning studies and 2) events that will take place as the city-wide comprehensive plan update is being prepared. Small Area Planning Engagement Activities: Each of the three small area planning processes will include direct and close involvement with a Work Group and three community meetings. Findings from Edina's 2015 vision study will be reviewed for each small area with Work Group members and community members at community meetings. Community members will be asked to provide input on how the city-wide vision applies to their particular small area. In addition, the Big Ideas workshop activities will be explained, and community members will be asked to contribute additional Big Ideas, which will be added to the already existing list (see pages 15 through 20). The three small area planning processes are anticipated to extend from mid-May 2017 to mid-May 2018. City-Wide Comprehensive Planning Update: Work on the city-wide comprehensive plan update has already begun with the consultant team working to update chapters of the 2008 plan in areas where outreach and engagement are not required. For example, the demographic analyses, which will be included in the Community Character Chapter of the plan, have already been completed. Outreach and engagement activities will begin in earnest in the spring of 2018. These activities will include pop-up events at locations where community members gather; e.g., shopping venues and community EDINA COMPREHENSIVE PLAN Page 21 festivals. Opportunities will be provided for community members to contribute to the list of Big Ideas at these events. Comprehensive Plan Task Force and Commissions All information learned by the consulting team during its community engagement activities will be brought to the Comprehensive Plan Task Force (CPTF). In activities that are focused on an evaluation against preliminary screening criteria , the CPTF will determine which of the Big Ideas should be eliminated from further discussion and which should be retained. Big Ideas that are retained will be defined and categorized to match chapters of the comprehensive plan and brought to the attention of the city's respective commissions at their monthly meetings. It is proposed that the CPTF members will then share information about the list of retained Big Ideas with their respective commissions and conduct a second screening (with their commissions) to determine how the retained Big Ideas measure against established evaluation criteria. Based on their performance, the commissions will help CPTF members by letting them know which Big Ideas they can support as candidates for inclusion in the comprehensive plan. Following their meetings with their respective commissions, CPTF members will participate in larger discussions at their monthly workshop meeting with the comprehensive plan consultants. It is proposed that, at this level, the CPTF members will jointly agree on the Big Ideas that should be included in the plan. The evaluation criteria for the preliminary evaluation should be taken from the city's mission and vision statements, city adopted goals, and the strategic focus areas outlined in Vision Edina. The evaluation criteria for the second evaluation should be taken from goals that have already been developed by the commissions to guide and direct their work. EDINA COMPREHENSIVE PLAN Page 22 The final discussion and decision to include or not include a Big Idea in the comprehensive plan should consider a number of evaluation criteria, including: • Affordability • Costs and benefits • Opportunity costs • Environmental consequences and impacts • Implementation feasibility • Public acceptance EDINA COMPREHENSIVE PLAN I Page 23 MET COUNCIL 2015 SYSTEM STATEMENT System statements are created by Metropolitan Council. They are intended to help communities prepare or update their comprehensive plan. This system statement will include information that is specific to Edina. 201 F STAr7 'City of Edina System-StateTent Issue Date: September 17, 2015 METROPOLITAN COUNCIL 2015 SYSTEM STATEMENT FOR CITY OF EDINA September 17, 2015 Regional Development Plan Adoption In May 2014, the Metropolitan Council adopted Thrive MSP 2040. Following adoption of Thrive, the Council adopted the 2040 Transportation Policy Plan, the 2040 Regional Parks Policy Plan, the 2040 Water Resources Policy Plan, and the 2040 Housing Policy Plan. The Metropolitan Council is now issuing system statements pursuant to State statute. Receipt of this system statement and the metropolitan system plans triggers a community's obligation to review and, as necessary, amend its comprehensive plan within the next three years, by the end of 2018. The complete text of Thrive MSP 2040 as well as complete copies of the recently adopted metropolitan system and policy plans are available for viewing and downloading at http://www.metrocouncil.orq/Communities/Planninq.aspx. Paper copies are available by calling the Council's Data Center at 651-602-1140. System Statement Definition Metropolitan system plans are long-range comprehensive plans for the regional systems — transit, highways, and airports; wastewater services; and parks and open space — along with the capital budgets for metropolitan wastewater services, transportation, and regional recreation open space. System statements explain the implications of metropolitan system plans for each individual community in the metropolitan area. They are intended to help communities prepare or update their comprehensive plan, as required by the Metropolitan Land Planning Act: Within nine months after receiving a system statement for an amendment to a metropolitan system plan, and within three years after receiving a system statement issued in conjunction with the decennial review required under section 473.864, subdivision 2, each affected local governmental unit shall review its comprehensive plan to determine if an amendment is necessary to ensure continued conformity with metropolitan system plans. If an amendment is necessary, the governmental unit shall prepare the amendment and submit it to the council for review. Local comprehensive plans, and amendments thereto, will be reviewed by the Council for conformance to metropolitan system plans, consistency with Council policies, and compatibility with adjacent and affected governmental units. Updated local comprehensive plans are due to the Council for review by December 31, 2018. What is in this System Statement The system statement includes information specific to your community, including: • your community designation or designation(s); • forecasted population, households, and employment through the year 2040; • guidance on appropriate densities to ensure that regional services and costly regional infrastructure can be provided as efficiently as possible. • affordable housing need allocation; Page - 1 I 2015 SYSTEM STATEMENT — EDINA INTRODUCTION In the following sections, this system statement contains an overview of each of the system plan updates and specific system changes that affect your community. The sections are: • Transportation, including metropolitan highways, aviation, and transit • Water Resources,;including wastewater, surface water, and water supply planning • Regional parks and /trails Dispute Process If your community disagrees with elements of this system statement, or has any questions about this system statement, please 'contact your Sector Representative, Michael Larson, at 651-602-1407, to review and discuss potential issues or concerns. The Council and local government units and districts have usually resolved issues relating to the system statement through discussion. Request for Hearing If a local governmental unit and the Council are unable to resolve disagreements over the content of a system statement, the unit or district may, by resolution, request that a hearing be conducted by the Council's Land Use Advisory Committee or by the State Office of Administrative Hearings for the purpose of considering amendments to the system statement. According to Minnesota Statutes section 473.857, the request shall be made by the local governmental unit or school district within 60 days after receipt of the system statement. If no request for a hearing is received by the Council within 60 days, the statement becomes final. Page - 2 12015 SYSTEM STATEMENT — EDINA INTRODUCTION 20 _ 40 Thrive MSP Regional Development Guide The Council adopted Thrive MSP 2040 as the new regional development guide on May 28, 2014. Thrive identifies five outcomes that set the policy direction for the region's system and policy plans. Building on our region's history of effective stewardship of our resources, Thrive envisions a prosperous, equitable, and livable region that is sustainable for today and generations to come. The Council is directing its operations, plans, policies, programs, and resources toward achieving this shared long-term vision. Three principles define the Council's approach to implementing regional policy: integration, collaboration, and accountability. These principles reflect the Council's roles in integrating policy areas, supporting local governments and regional partners, and promoting and implementing the regional vision. The principles define the Council's approach to policy implementation and set expectations for how the Council interacts with local governments. Thrive also outlines seven land use policies and community designations important for local comprehensive planning updates. The land use policies establish a series of commitments from the Council for local governments and uses community designations to shape development policies for communities. Community designations group jurisdictions with similar characteristics based on Urban or Rural character for the application of regional policies. Together, the land use policies and community designations help to implement the region's vision by setting expectations for development density and the character of development throughout the region. Community Designation Community designations group jurisdictions with similar characteristics for the application of regional policies. The Council uses community designations to guide regional growth and development; establish land use expectations including overall development densities and patterns; and outline the respective roles of the Council and individual communities, along with strategies for planning for forecasted growth. If there are discrepancies between the Thrive MSP 2040 Community Designations Map and the Community Designation map contained herein because of adjustments and refinements that occurred subsequent to the adoption of Thrive, communities should follow the specific guidance contained in this System Statement. Thrive identifies Edina with the community designation of Urban (Figure 1). Urban communities experienced rapid development during the post-World War II era, and exhibit the transition toward the development stage dominated by the influence of the automobile. Urban communities are expected to plan for forecasted population and household growth at average densities of at least 10 units per acre for new development and redevelopment. In addition, Urban communities are expected to target opportunities for more intensive development near regional transit investments at densities and in a manner articulated in the 2040 Transportation Policy Plan. Specific strategies for Urban communities can be found on Edina's Community Page in the Local Planning Handbook. Forecasts The Council uses the forecasts developed as part of Thrive to plan for regional systems. Communities should base their planning work on these forecasts. Given the nature of long-range forecasts and the planning timeline undertaken by most communities, the Council will maintain on-going dialogue with Page - 3 12015 SYSTEM STATEMENT — EDINA INTRODUCTION communities to consider any changes in growth trends or community expectations about growth that may have an impact on regional systems. The Thrive forecasts for population, households, and employment for your community are: 2010 (actual) 2014 (est.) 2020 2030 2040 Population 47,941 50,261 49,800 52,500 53,000 Households 20,672 21,645 22,000 23,800 24,500 Employment 47,457 49,082 51,800 54,000 56,100 Housing Policy The Council adopted the Housing Policy Plan on December 10, 2014, and amended the plan on July 8, 2015. The purpose of the plan is to provide leadership and guidance on regional housing needs and challenges and to support Thrive MSP 2040. The Housing Policy Plan provides an integrated policy framework to address housing challenges greater than any one city or county can tackle alone. Consistent with state statute (Minn. Stat. 473.859, subd. 2(c) and subd. 4), communities must include a housing element and implementation program in their local comprehensive plans that address existing and projected housing needs. The Council has also determined the regional need for low and moderate income housing for the decade of 2021-2030 (see Part III and Appendix B in the Housing Policy Plan). Edina's share of the region's need for low and moderate income housing is 878 new units affordable to households earning 80% of area median income (AMI) or below. Of these new units, the need is for 365 affordable to households earning at or below 30% of AMI, 234 affordable to households earning 31% to 50% of AMI, and 279 affordable to households earning 51% to 80% of AMI. Affordable Housing Need Allocation for Edina At or below 30% AMI 365 31 to 50% AMI 234 51 to 80% AMI 279 Total Units 878 Specific requirements for the housing element and housing implementation programs of local comprehensive plans can be found in the Local Planning Handbook. Page - 4 12015 SYSTEM STATEMENT — EDINA INTRODUCTION Waqata ---Golden -Valley --I 1_ '1, Hopkins ;_._-, I I 11 Edina Minneapolis Richfield ti Fort Snelling (dnorg.) Eden Prairie Minnetonka Bloomington St. Louis Park Figure 1. Edina Community Designation ANOKA • " I • \ • - f -I-IENNEPJN .= I ) I. I 4 L. WASHINGTON II. I ? rtcotr I Community Designations Outside Council planning authority Emerging Suburban Edge •( 11 Agricultural Suburban Edge Rural Residential Suburban Diversified Rural Urban Rural Center Urban Center r""-.1 County Boundaries City and Township Boundaries Lakes and Major Rivers Page - 5 12015 SYSTEM STATEMENT— EDINA INTRODUCTION TRANSPORTATION SYSTEM STATEMENT City of Edina The 2040 Transportation Policy Plan (TPP) is the metropolitan system plan for highways, transit, and aviation to which local comprehensive plans must conform. This system statement summarizes significant changes to these three systems, as well as other changes made to the Transportation Policy Plan since the last 2030 TPP was adopted in 2010, and highlights those elements of the system plan that apply specifically to your community. The TPP incorporates the policy direction and the new 2040 socio economic forecasts adopted by the Metropolitan Council in the Thrive MSP 2040, and extends the planning horizon from 2030 to 2040. Federal Requirements The TPP must respond to requirements outlined in state statute, as well as federal law, such as some new requirements included in the federal law known as the Moving Ahead for Progress in the 21st Century Act (MAP-21). For instance, metropolitan transportation plans must now be performance based, so the TPP now includes goals, objectives, and strategies outlined in chapter 2. In previous versions of the TPP the strategies were known as policies; while some are new, the wording of many strategies are similar to the wording of policies in previous plans. Performance measurements for this plan are also discussed in Chapter 12, Federal Requirements. Federal law requires the long range plan to identify regionally significant transportation investments expected to be made over the next two decades, and to demonstrate that these planned investments can be afforded under the plan's financial assumptions. Both costs and available revenues have changed since the last plan was adopted in 2010, resulting in many changes in the plan. Federal law does allow the plan to provide a vision for how an increased level of transportation revenue might be spent if more resources become available, but the programs or projects identified in this scenario are not considered part of the approved plan. The TPP includes two funding scenarios for the metropolitan highway and transit systems: the "Current Revenue Scenario" and the "Increased Revenue Scenario." • The Current Revenue Scenario represents the fiscally constrained regional transportation plan, which assumes revenues that the region can reasonably expect to be available based on past experience and current laws and allocation formulas. • The Increased Revenue Scenario represents an illustration of what be achieved with a reasonable increase in revenues for transportation. Under the Metropolitan Land Planning Act, local comprehensive plans are expected to conform to the Current Revenue Scenario, which is the official metropolitan system plan. Potential improvements in the Increased Revenue Scenario can be identified separately in local plans as unfunded proposals. A more detailed description of how to handle the various improvements in this category is included under Other Plan Considerations. In addition to reviewing this system statement, your community should consult the entire 2040 Transportation Policy Plan to ensure that your community's local comprehensive plan and plan amendments conform to the metropolitan transportation system plan. Chapter 3, Land Use and Local Planning, has been expanded and all communities should carefully review this chapter. A PDF file of Page - 6 12015 SYSTEM STATEMENT — EDINA TRANSPORTATION the entire 2040 Transportation Policy Plan can be found at the Metropolitan Council's website: http://www.metrocouncil.orqirransportation/Planninq-2/Kev-Transportation-Planninq- Documents/Transportation-Policv-Plan-(1)/The-Adopted-2040-TPP-(1).aspx. The format of the plan is slightly different than past Transportation Policy Plans. An introductory Overview, Chapter 1: Existing System and Chapter 10: Equity and Environmental Justice have been added to this version of the TPP, in additibn to the changes noted in the first paragraph. Please note some modifications have been made to the appendices as well. Key Changes in the 2040 Transportation Policy Plan Adopted by the Metropolitan Council in January 2015, the revised 2040 Transportation Policy Plan incorporates the following changes: Metropolitan Highway System - Chapter 5 The Metropolitan Highway System is made up of principal arterials, shown in Fig 1-1 of the TPP and also attached to this system statement. Although no new highways have been added to this system in the 2040 TPP, the last incomplete segment of this system, TH 610, is now under construction in Maple Grove. • The TPP acknowledges that congestion cannot be eliminated or greatly reduced. The region's mobility efforts will need to focus on managing congestion and working to provide alternatives. The majority of resources available between now and 2040 will be needed for preservation, management and operation of the existing highway system. • Due to increased costs and decreased revenue expectations, many long-planned major projects to add general purpose highway lanes are not in this fiscally constrained plan. While the preservation, safety, and mobility needs of these corridors are recognized, investments in these corridors will be focused on implementing traffic management strategies, lower cost-high benefit spot mobility improvements, and implementing MnPASS lanes. Some specific projects have been identified in this plan, but funding has primarily been allocated into various investment categories rather than specific projects. The highway projects specifically identified in the Current Revenue Scenario are shown in Figure 5-8 of the TPP which is also attached to this system statement. • Modifications were made to Appendix D - Functional Classification Criteria, and Appendix F — Highway Interchange Requests. Appendix C — Project List is new and contains all of the transit and highway projects that have been identified between 2014 and 2023. Transit System - Chapter 6 The transit system plan provides an overview of the basic components of transit planning, including demographic factors, transit route and network design factors and urban design factors that support transit usage. Local governments have the primary responsibility for planning transit-supportive land use, through their comprehensive planning, and subdivision and zoning ordinances. • The TPP includes updated Transit Market Areas (shown in TPP Figure 6-3, also attached) which reflect 2010 Census information and an updated methodology that better aligns types and levels of transit service to expected demand. These market areas identify the types of transit services that are provided within each area. • The TPP includes limited capital funding for transit expansion and modernization. Opportunities primarily exist through competitive grant programs such as the regional solicitation for US DOT Page - 7 I 2015 SYSTEM STATEMENT — EDINA TRANSPORTATION funding. These opportunities are guided by the strategies in the TPP and the various elements of the Transit Investment Plan. • The TPP includes an updated transitway system plan that rpore clearly articulates which projects can be funded within reasonable revenue expectations through year 2040 (Current Revenue Scenario as shown in TPP Figure 6-8, which is also attached). The plan includes five new or expanded METRO lines, three new arterial bus rapid transit lines, and three corridors under study for mode and alignment but identified in the Counties Transit Improvement Board's (CTIB) Phase I Program of Projects. This system was developed in collaboration with CTIB, a major partner in regional transitway expansion. • The TPP does not include operating funding for transit service expansion beyond the existing network of regular route bus, general public dial-a-ride, and Metro Vanpool. • The Increased Revenue Scenario (shown TPP Figure 6-9, which is also attached) illustrates the level of expansion for the bus and support system and transitway system that might be reasonable if additional revenues were made available to accelerate construction of the transitway vision for the region. • The plan includes updated requirements and considerations for land use planning around the region's transit system. This includes new residential density standards for areas near major regional transit investments and an increased emphasis on proactive land use planning in coordination with the planning of the transit system. Aviation System - Chapter 9 The Metropolitan Aviation System is comprised of nine airports (shown in Figure 1-9 of the TPP and also attached to this system statement) and off-airport navigational aids. There are no new airports or navigational aids that have been added to the system in the 2040 TPP. • The TPP discusses the regional airport classification system as well as providing an overview of roles and responsibilities in aviation for our regional and national partners. The investment plan in includes an overview of funding sources for projects, and an overview of projects proposed for the local airports that will maintain and enhance the regional airport system. • Modifications were made to Appendix I — Regional Airspace, Appendix J— Metropolitan Airports Commission Capital Investment Review Process, Appendix K — Airport Long Term Comprehensive Plans and Appendix L — Aviation Land Use Compatibility. Other Plan Changes Regional Bicycle Transportation Network - Chapter 7 The 2040 TPP encourages the use of bicycles as a mode of transportation. To that end, the TPP establishes for the first time a Regional Bicycle Transportation Network (RBTN). The goal of the RBTN is to establish an integrated seamless network of on-street bikeways and off-road trails that complement each other to most effectively improve conditions for bicycle transportation at the regional level. Cities, counties, and parks agencies are encouraged to plan for and implement future bikeways within and along these designated corridors and alignments to support the RBTN vision. Page - 8 12015 SYSTEM STATEMENT — EDINA TRANSPORTATION Freight - Chapter 8 Most aspects of freight movement are controlled by the private sector, so unlike other sections of the TPP, there is not a specific plan adopted for future public sector investment in freight facilities. However, the discussion of the need for a safe and efficient multimodal freight system has been updated and expanded in the TPP to recognize challenges and opportunities for freight movement as well as the future direction of freight by mode. It acknowledges the closure of the Minneapolis Upper Harbor in 2015, leaving St Paul and Shakopee as the region's major barge terminal areas in the future. The plan also acknowledges the increase of trains since 2010 carrying oil from North Dakota on BNSF and CP rail tracks, which is expected to continue into the future. Although railroad trackage in the region was significantly decreased over the last 20 years to "right size" the system after federal deregulation, communities should not expect much additional rail abandonment. Many tracks that appear to be seldom used are owned by the smaller Class III railroads that serve local businesses by providing direct rail connections from manufacturing and warehousing/distribution facilities to the major national railroads. The major Class I railroads are approaching capacity and actually adding tracks in some locations. System Plan Considerations Affecting Your Community Edina should consult the complete 2040 Transportation Policy Plan in preparing its local comprehensive plan. In addition, Edina should consult Thrive MSP 2040 and the current version of the Metropolitan Council's Local Planning Handbook for specific information needed in its comprehensive plan. Specific system plan considerations affecting Edina are detailed below. Metropolitan Highways There are several principal arterials located within Edina: 1-494, TH 169, TH 100, and TH 62. The TPP does not identify any specific regional mobility improvements on these highways, although maintenance and preservation investments will be made on all highways. Transit System Edina includes the following Transit Market Areas: Transit Market Market Area Description and Typical Transit Services Area Market Area II Market Area III Transit Market Area II has high to moderately high population and employment densities and typically has a traditional street grid comparable to Market Area I. Much of Market Area II is also categorized as an Urban Center and it can support many of the same types of fixed-route transit as Market Area I, although usually at lower frequencies or shorter service spans. Transit Market Area Ill has moderate density but tends to have a less traditional street grid that can limit the effectiveness of transit. It is typically Urban with large portions of Suburban and Suburban Edge communities. Transit service in this area is primarily commuter express bus service with some fixed-route local service providing basic coverage. General public dial-a-ride services are available where fixed-route service is not viable. Edina should identify and map existing transit services and facilities in the local comprehensive plan. Edina should also work with transit providers serving their community to identify potential future transit service options and facilities that are consistent with the TPP and the applicable Transit Market Areas. Communities can find further maps and guidance for transit planning in the Transportation section of the Local Planning Handbook. Page - 9 12015 SYSTEM STATEMENT — EDINA TRANSPORTATION Transitways. Current Revenue Scenario Transitways Edina should acknowledge in your local comprehensive plan the transitway investments planned for your community in the Current Revenue Scenario (TPP Figure 6-8) as the community may be impacted by the Green Line Extensipn with a mode and alignment adopted in the TPP. Edina should also identify 'potential stations along planned transitways (once identified) and adopt guiding land use policies, station-area plans, and associated zoning, infrastructure, and implementation tools that support future growth around transit stations consistent with Chapter 3 - Land Use and Local Planning from the TPP and consistent with the project phase of development. Communities can find further guidance for station-area planning in the Transportation section of the Local Planning Handbook and the Transit Oriented Development Guide. The Transportation section of the Local Planning Handbook also includes a map of existing, planned, and proposed transitway stations throughout the region and the planning status of these stations that should be reflected in Comprehensive Plans. Increased Revenue Scenario Transitways The TPP Increased Revenue Scenario shows additional transitway corridors beyond the scope of the plan's adopted and fiscally constrained Transit Investment Plan (the Current Revenue Scenario). These corridors are listed on page 6.63 of the TPP, and TPP Figure 6-9, which is attached, shows the complete transitway vision for the region. If Edina believes it might be directly impacted by transitways in the Increased Revenue Scenario (for example, because they are participating in transitway corridor studies or feasibility analyses), the transitways may be acknowledged in the Comprehensive Plan. These additional corridors are or will be under study for mode and alignment recommendations, but they are not included in fiscally constrained plan. However, they should be clearly identified as not funded within the currently expected resources for transitways. The Council recognizes the important planning work that goes into a corridor prior to it becoming part of the region's Transit Investment Plan, especially if increased revenues were to become available. Similar to Current Revenue Scenario Transitways, communities should identify known potential stations along planned transitways and consider guiding land use policies, station area plans, and associated zoning, infrastructure, and implementation tools that support future growth around transit stations. These policies can also influence station siting in initial planning phases of transitway corridors and influence the competitiveness of a transitway for funding. Communities can find further guidance for station area planning in the Transportation section of the Local Planning Handbook and the Transit Oriented Development Guide. Aviation All communities must include an aviation element in the transportation sections of their comprehensive plans. The degree of aviation planning and development considerations that need to be included in the comprehensive plan varies by community. Even those communities not impacted directly by an airport have a responsibility to include airspace protection in their comprehensive plan. The protection element should include potential hazards to air navigation including electronic interference. Edina is within the influence area of Minneapolis-St. Paul International Airport. The long term comprehensive plan (LTCP) for this airport shown in Appendix K of the 2040 TPP has not changed from the LTCP included in the 2030 TPP adopted by the Metropolitan Council in 2010. However, updated LTCP's are anticipated prior to 2018. Communities influenced by this airport should review the LTCP to assure that the updated comprehensive plan developed by the community remains consistent Page - 10 12015 SYSTEM STATEMENT — EDINA TRANSPORTATION with the airport plans. Consult the Local Planning Handbook for specific comprehensive planning requirements and considerations such as airport zoning, noise and other environmental mitigation, airport development and economic impacts, ground access needs, infrastructure requirements, and general land use compatibility. Other Plan Considerations Regional Bicycle Transportation Network TPP Figure 7-1 shows the RBTN as established for the first time in the 2040 TPP. The network consists of a series of prioritized Tier 1 and Tier 2 corridors and dedicated alignments (routes). The process used to develop the RBTN, as well as the general principles and analysis factors used in its development, can be found in the Bicycle and Pedestrian Chapter of the TPP. The RBTN corridors and alignments make up the "trunk arterials" of the overall system of bikeways that connect to regional employment and activity centers. These are not intended to be the only bicycle facilities in the region, and local units should also consider planning for any additional bike facilities desired by their communities. RBTN corridors are shown where more specific alignments within those corridors have not yet been designated, so local governments are encouraged to use their comprehensive planning process to identify suitable alignments within the RBTN corridors for future incorporation into the TPP. In addition, agencies should plan their local on and off-road bikeway networks to connect to the designated Tier 1 and Tier 2 alignments, as well as any new network alignments within RBTN corridors to be proposed in local comprehensive plans. Bikeway projects that complete segments of, or connect to, the RBTN are given priority for federal transportation funds through the Transportation Advisory Board's biannual regional solicitation. Figure 7-1 shows that your community currently has one or more RBTN corridors and alignments within its jurisdiction. The Council encourages local governments to incorporate the RBTN map within their local bicycle plan maps to show how the local and regional systems are planned to work together. An on-line interactive RBTN map, which allows communities to view the RBTN links in their community at a much more detailed scale than Figure 7-1, can be found in the Transportation section of the Local Planning Handbook. The handbook also includes best practices, references, and guidance for all local bicycle planning. A Minor System / Functional Classification The TPP has always recognized the A minor arterial system as an important supplement to the regional highway system, and the Transportation Advisory Board (TAB) continues to maintain the official regional map of these roads. The 2040 TPP does include an updated functional classification map (Fig. 1-2 in Chapter 1) and a modified Appendix D - Functional Classification Criteria. Communities should consult the Local Plan Handbook for more information on functional classification, how to reflect the A minor arterial system in their plan, and how to request functional classification changes if necessary. Freight The Council encourages all local governments to plan for freight movement in their communities. Trucks are the major mode of freight movement in the region and across the nation to distribute consumer goods as well as move manufactured goods and commodities, and they operate in every community. Communities with special freight facilities shown on TPP Figure 8-1, Metropolitan Freight System, (attached) should also include those additional modes and facilities in their local plan, and plan for compatible adjacent land uses. Page - 11 12015 SYSTEM STATEMENT — EDINA TRANSPORTATION Principal Arterials Principal Arterial - Existing i,Pi Principal Arterial - Under Construction Reference Items Lakes and Rivers City Boundary rgli County Boundary MUSA 2040 MPO Area Figure 1-1 of the TPP 2040 TRANSPORTATION POLICY PLAN J METROPOLITAN COUNCIL Figure 1-1 METROPOLITAN COUNCIL Page - 12 12015 SYSTEM STATEMENT — EDINA TRANSPORTATION Nov 2014 0 5 10 20 .Miles I I I 1[1111 Reference Items Lakes and Rivers City Boundary County' Boundary PrincipalArteriel Roads li t io ricisk l . giou Imo" I I pi iri VII ._ lift • • II ' I _ MUM/Irak .11 I IIIIP.Pall;;;;:11,1=-7.1iill 1.111111lisq111111.11---1!lifm'ill=in ' . Mar "I/ -.."-- .- 11'7 11 I! MY Mal 11111.1 M I II 1111 1.1.1!Sliet ;MN' '11.1::Aldri ._1":...illiril 11111;11:1ti .";:111. ligroilkililli.17.04kvleil s,,.., IMPA,--- mil -Arompirmini. grip , -. . '14114.6 1 liver zu• MUSA 2040 MPO Area Figure 1-2 of the TPP Functional Class Roads Existing ON,sp Principal Arterial 0."\,,.0 A-Minor Augmentor A-Minor Reliever A-Minor Expander PN,..0 A-Minor Connectbr Other Minor Arterial Planned „np Principal Arterial "s"N„.„.• A-Minor Augmentor A-Minor Reliever A-Minor Expander A-Minor Connector Other Minor Arterial Thrive Planning Areas Urban Core & Urban & Suburban Suburban Edge & Emerging Suburban Edge Rural Service Areas MPO Area outside the Seven County Area Page - 13 12015 SYSTEM STATEMENT — EDINA TRANSPORTATION Reference Itern Principal Arterial Highways Other Trunk Highways Miters • City Boundary County Boundary 2040 Urban Service Area MPO Area *Not intended to represent all projects until 2040. Includes only those projects identified by May 2014. Subject to change and amendment. 5 10 I Figure 5-8 of the TPP Identified Projects* in Highway Current Revenue Scenario Sherburne 0%0 Strategic Capacity Roadside Infrastructure ON.,, Roadside Infrastructure / Safety 2015-2018 TIP Pavement 4,‘„,• 2019 - 2024 Pavement Projects op 2015 - 2018 Pavement / MnPass 'Ns 2015 - 2018 Pavement / Safety Tier 1 MnPASS Expansion 2015-2018 TIP Bridges 2019 - 2024 Bridges Page - 14 12015 SYSTEM STATEMENT — EDINA TRANSPORTATION Figure 6-3 of the TPP Transit Market Areas Sherburne Anoka Market Area I Market Area II Emerging Market Area II Market Area III di Emerging Market Area III Market Area IV Market Area V • Freestanding Town Center Page - 15 I 2015 SYSTEM STATEMENT - EDINA TRANSPORTATION Nov 2014 0 5 10 20 Miles I I Sherburne Wright Reference Items Principal Arterial Highways Other Trunk Highw.ays Lakes and Rivers City Boundary County Boundary 2040 Urban Service Area MPO Area Carver Scott Figure 6-8 of the TPP Current Revenue Scenario Transitways and CTIB Phase I Program of Projects Northstar Line 0%0 Red Line "% Arterial BRT 0114610 Blue Line Orange Line 4.1° •._ Phase I Program of Projects under study mode and alignment not yet specified 40.460 Green Line Gold Line * Regional Multimodal Hub Page - 16 I 2015 SYSTEM STATEMENT — EDINA TRANSPORTATION 1. Fenn Ai; CtScagtiErne:rs. - Frenta: J. .est Brtadv,-4 Alve C ate St 3. AA:WE va 6. Hennria 2040 Urban Serrlde Area MPO Area Hwy 36 I N Sherburne. Ano Vkiright Reference Items sc, Principal Arterial HigWaye Other. Trunk Highways Lakes and Rlyere City Boundary t: County Boundary Hennepin Ramsey Fait 7th !I, rP 00+ fl i IL 5 10 20 Miles I r r I Nov 2014 -.***Northstar Line 0%0 Blue Line 01„.• Green Line 0%0 Red Line Orange Line Gold Line Accelerated Arterial BRT Accelerated Transitways under study mode and alignment not yet specified * Regional Multimodal Hub Increased Revenue Scenario would also include at least 1% average annual bus expansion. Page - 17 12015 SYSTEM STATEMENT — EDINA TRANSPORTATION Figure 6-9 of the TPP Increased Revenue Scenario Transitways Building an Accelerated Transitway Vision or, 20 Miles i I 0 5 10 I I I I Sherburne Anoka Wright Reference Items Principal Arterial Roads Lakes and Rivers City Boundary County Boundary 2040 Urban Service Area MPO Area Carver Scott Dakota Nov 2014 Figure 7-1 of the TPP Regional Bicycle Transportation Network Vision Regional Destinations Metropolitan Job Centers Regional Job Centers Subregional Job Centers Large High Schools Colleges & Universities Highly Visited Regional Parks Major Sport & Entertainment Centers Other Trail SyStems Regional Trails (Regional. Parks Policy Plan) Mississippi River Trail (US Route 45) "--\_./ State Trails (DNR) RBTN Alignments Tier 1 Alignments • Tier 2 Alignments 0 • RBTN Corridors (Alignments Undefined) • Tier 1 Priority Regional Bicycle • Transportation Corridor lier 2 Regional Bicycle • Transportation Corridors • Page - 18 12015 SYSTEM STATEMENT— EDINA TRANSPORTATION Figure 8-1 of the TPP Metropolitan Freight System Sherburne Reference Items Lakes and Rivers City Boundary ) J1 County Boundary 2040 Urban Service Area MPO Area Nov 2014 Dakota 0 5 10 20 MiliNs I I I I t I "-N..... Principal Arterial Highways +4+4 Railroads (Functional and Abandoned) Freight Terminals II Air / Truck n Barge / Truck In Rail / Truck St. Paul Inset Page - 19 12015 SYSTEM STATEMENT - EDINA TRANSPORTATION O— W 4-6 'fit i eV Figure 9-1 of the TPP Airport Service Areas 1 C ISA'ITI SHERBURN {'!3 I 14,1 es Vi ANOA FOR 87§ ANE Vi? :4:4 Z5r•-t--TS I • 4,101 E. NEP N. ft; .!ray 'ELM- R/AM_SEy • • S 1 . S a1, 0 IX —1,ar SII —/ D T AAKO 0 DHUE SUEUIR rq 5 10 t~STC LE 's, 1 IJ 'll. il: 11-',.....il 1. . s, -A 1 1 ". triy:sgs* CARVER—I 1.-. •---, -'-''—‘gft„----- ,1 di 7, -.,- :-F„.,, +.• rs 0 / ..... ._-.,--r- ;) --cs_l r' ____151a _____11a0 r> —tot +a, r1 .a7 1 pC-' 1 7 f ' SCOTT 1 1 I • gh . — La-1/41 I ,F CM RICE ,..g iMSP PL I al Miles X20 • Privately Owned Public Use Airport SFS Surf-Side Seaplane Base (Rice Lake) WPL Wipline Seaplane Base (Miss. River) Public Owned Public Use Airport , Airport Compatibility Area op ,(3 NM's — Noise, Zoning, Infrastructure) X • • (6 NM's— Lanais, Wind Towers) MSP Minneapolis— St Paul International Airport (Wokl-Chamberfain Field) STP St Paul Downtown Airport (Holman Field) ANE Anoka County — Blaine Airport (Janes Field) O Minneapolis Class-B Airspace Boundary So' Permitted Seaplane Surface Waters (within 7 County Area only) VOR Protection Zone Tall Tower Areas Aviation Facility Located in Community Community Directly Affected by Facility(s) General Airspace Notification/Protection TRANSPORTATION MIC Crystal Airpot SGS South St. Paul Airport (Fleming Field) ELM Lake Elmo Airport LVN Airlake Airport FOR Forest Lake Airport FSM Flying Cloud Airport Page - 20 2015 SYSTEM STATEMENT - EDINA WATER RESOURCE REQUIREMENTS/ WASTEWATER SYSTEM STATEMENT City of Edina The 2040 Water Resources Policy Plan includes policies and strategies to achieve the following goal: To protect, conserve, and utilize the region's groundwater and surface water in ways that protect public health, support economical growth and development, maintain habitat and ecosystem health, and provide for recreational opportunities, which are essential to our region's quality of life. The Policy Plan takes an integrated approach to water supply, water quality, and wastewater issues. This approach moves beyond managing wastewater and stormwater only to meet regulatory requirements by viewing wastewater and stormwater as resources, with the goal of protecting the quantity and quality of water our region needs now and for future generations. The Policy Plan includes policies and strategies to: • Maximize regional benefits from regional investments in the areas of wastewater, water supply and surface water. • Pursue reuse of wastewater and stormwater to offset demands on groundwater supplies. • Promote greater collaboration, financial support, and technical support in working with partners to address wastewater, water quality, water quantity and water supply issues. • Implement environmental stewardship in operating the regional wastewater system by reusing wastewater, reducing energy use and air pollutant emissions, and reducing, reusing, and recycling solid waste. Key Concepts in the 2040 Water Resources Policy Plan Adopted by the Metropolitan Council in May 2015, the 2040 Water Resources Policy Plan is the metropolitan system plan for metropolitan wastewater services with which local comprehensive plans must conform. The Policy Plan incorporates the following changes: • Centers on and around an integrated approach to water supply, wastewater, and surface water planning. • Promotes the investigation of the issues and challenges in furthering our work in water conservation, wastewater and stormwater reuse, and low impact development practices in order to promote a more sustainable region. • Promotes the concept of sustainable water resources where, through collaboration and cooperation, the region will take steps to manage its water resources in a sustainable way aimed at: o Providing an adequate water supply for the region o Promoting and implementing best management practices that protect the quality and quantity of our resources o Providing efficient and cost effective wastewater services to the region o Efficiently addressing nonpoint and point sources pollution issues and solutions, and, o Assessing and monitoring lakes, rivers, and streams so that we can adequately manage, protect, and restore our valued resources. • Continues the Council's position that communities that permit the construction and operation of subsurface sewage treatment systems and other private wastewater treatment systems are Page - 21 12015 SYSTEM STATEMENT — EDINA WATER RESOURCES responsible for ensuring that these systems are installed, maintained, managed and regulated consistent with Minnesota Rules Chapter 7080-7083. • Includes requirements in Appendix C for comprehensive sewer plans, local water plans, and local water supply plans. • Establishes inflow and infiltration goals for all communities served by the regional wastewater system and requires all communities to include their inflow and infiltration mitigation programs in their comprehensive sewer plan. • Works with the State to attempt to (1) make funds available for inflow and infiltration mitigation, and (2) promote statutes, rules, and regulations to encourage Ill mitigation. Edina should consult the complete Policy Plan in preparing its local comprehensive plan. In addition, Edina should consult Thrive MSP 2040 and the Local Planning Handbook for specific information needed in its comprehensive plan. System Plan Considerations Affecting Your Community Metropolitan Sewer Service Under state law (Minn. Stat. 473.513) local governments are required to submit both a wastewater plan element to their comprehensive plan as well as a comprehensive sewer plan describing service needs from the Council. Specific requirements for the sewer element of your comprehensive plan can be found in the Water Resources section of the Local Planning Handbook. Forecasts The forecasts of population, households, employment, and wastewater flows for Edina as contained in the adopted 2040 Water Resources Policy Plan can be found at: http://www.metrocounciLord/Wastewater-Water/Planning/2040-Water-Resources-Policy-Plan.aspx and on your Community Page in the Local Planning Handbook. These forecasts are for sewered development. The sewered housing forecasts were estimated using SAC data, annual city reports, current trends, existing and future local wastewater service areas and other information relating to your community. The wastewater flows are based on historical wastewater flow data, future projected wastewater generation rates, and the projected sewered population and employment data. The Council will use these growth and wastewater flow forecasts to plan future interceptor and treatment works improvements needed to serve your community. The Council will not design future interceptor improvements or treatment facilities to handle peak hourly flows in excess of the allowable rate for your community. Edina, through its comprehensive planning process, must decide the location and staging of development, and then plan and design its local wastewater collection system to serve this development. The Council will use its judgment as to where to assign growth within your community to determine regional system capacity adequacy. If Edina wishes to identify specific areas within the community to concentrate its growth, it should do so within its Comprehensive Sewer Plan. You should also note that urban development at overall densities that are substantially lower than those identified for your community in the Community Designation Section of this Systems Statement will also be analyzed by the Council for their potential adverse effects on the cost of providing metropolitan sewer service. Description of the Metropolitan Disposal System Serving Your Community Figure 1 shows the location of the Metropolitan Disposal System (MDS) serving your community. Wastewater flow from Edina is treated at the Metropolitan and Seneca WWTP's. Page - 22 I 2015 SYSTEM STATEMENT — EDINA WATER RESOURCES Description of the Regional Inflow/Infiltration (Ill) Program The 2040 Water Resources Policy Plan states that the Council will establish I/I goals for all communities discharging wastewater to the MDS. Communities that have excessive I/I in their sanitary sewer systems will be required to eliminate excessive I/I. The Council will continue the implementation of its on-going I/I reduction program. Communities identified through the program as needing to eliminate excessive I/I will be required to submit a work plan that details work activities to identify and eliminate sources of I/I. The Council can limit increases in service within those communities having excess I/I that do not demonstrate progress in reducing their excess I/I. The Council will meet with the community and discuss this alternative before it is implemented. It is required that those communities that have been identified as contributors of excessive I/I, and that have not already addressed private property sources, do so as part of their I/I program. Significant work has been accomplished on the public infrastructure portion of the wastewater system. The Council will pursue making funds available through the State for I/I mitigation, and promote statutes, rules and regulations to encourage I/I mitigation. Management of Subsurface Sewage Treatment Systems (SSTS) and Private Systems The Metropolitan Land Planning Act requires the sewer element of the local comprehensive plan to describe the standards and conditions under which the installation of subsurface sewage treatment systems and other private wastewater treatment systems will be permitted and to the extent practicable, the areas not suitable for public or private systems. The appropriate density for development with subsurface sewage treatment systems depends on the suitability of the soils to treat wastewater and whether space is available for a primary and back up drainfield. It is the Council's position that all municipalities and counties allowing subsurface sewage treatment systems should incorporate current MPCA regulations (Minn. Rules Chapter 7080-7083) as part of a program for managing subsurface sewage treatment systems in the sewer element of their local comprehensive plan and implement the standards in issuing permits. Edina should adopt a management program consistent with state rules. An overview of Edina's management program must be included in the community's local comprehensive plan update. If adequate information on the management program is not included; the comprehensive plan will be found incomplete for review until the required information is provided to the Council. Specific requirements for the local comprehensive plan can be found in the Local Planning Handbook. Small private treatment plants are located throughout the Metropolitan Area serving such developments as individual industries, mobile home parks, and other urban type uses. The Council's position is that such private wastewater treatment plants should be permitted only if they are in areas not programmed for metropolitan sewer service in the future and they are provided for in a community's comprehensive plan that the Council has approved. Furthermore, the community is responsible for permitting all community or cluster wastewater treatment systems consistent with Minnesota Rules Chapter 7080- 7083 and MPCA standards. The Council will not provide financial support to assist communities if these systems fail. Edina should include in the sewer element of its local comprehensive plan the conditions under which private treatment plants or municipal treatments would be allowed, and include appropriate management techniques sufficiently detailed to ensure that the facilities conform to permit conditions. Edina is responsible for ensuring that permit conditions for private treatment plants are met and financial resources to manage these facilities are available. Page - 23 12015 SYSTEM STATEMENT — EDINA WATER RESOURCES Surface Water Management In 1995, Minnesota Statutes Section 473.859, subd. 2 was amended to make the local water plan (often referred to as local surface water management plans) required by section 103B. 235 a part of the land use plan of the local comprehensive plan. Minnesota Rules Chapter 8410, updated in July of 2015, includes the requirements for local water management plans. The main change that you need to be aware of is that all communities in the metropolitan area must update their local water plan between January 1, 2017 and December 31, 2018. This means that Edina must update its local water plan as part of the comprehensive plan update. The community's updated local water plan should be submitted to the Council for its review concurrent with the review by the Watershed Management Organization(s) within whose watershed(s) the community is located. Failure to have an updated local water plan will result in the comprehensive plan being found incomplete for review until the required plan is provided to the Council. Local water plans must meet the requirements for local water plans in Minnesota Statutes, section 103B.235 and Minnesota Rules Chapter 8410. In general, local surface water plans need to include a summary of the priorities and problems in the community; structural, nonstructural and programmatic actions to take to address the priorities and problems; and clearly identified funding mechanisms to fix the problems. More detailed guidance for the local water plans can be found in Appendix C of the Council's 2040 Water Resources Policy Plan and in the Council's current Local Planning Handbook. In addition, the Council has also updated its priority lake list that was first developed in the 1980s as part of the Water Resources Policy Plan update. Figure 2 shows the priority lakes for Edina. The Council uses the priority lake list to focus its limited resources. The list is also used in the environmental review process. Where a proposed development may impact a priority lake, the project proposer must complete a nutrient budget analysis for the lake as part of the environmental review process. Also included on Figure 2 is the watershed organization(s) that Edina is part of and a list of impaired waters in the community for use in development of your local water plans. Other Plan Considerations Water Supply Local comprehensive plans also address water supply (Minn. Stat., Sec. 473.859). For communities in the metropolitan area with municipal water supply systems, this local comprehensive plan requirement is met by completing the local water supply plan template, which was jointly developed by the Metropolitan Council and the Minnesota Department of Natural Resource (DNR). FOR COMMUNITIES WHO OWN/OPERATE A PUBLIC WATER SUPPLY SYSTEM: Because your community owns/operates a municipal community public water supply system (PWS), the local water supply plan must be updated as part of the local comprehensive plan (Minn. Stat., Sec. 103G.291). The updated local water supply plan should include information about your community along with information about any neighboring communities served by your system. You should update your local water supply plan upon notification by DNR. Local water supply plan due dates will be staggered between January 1, 2017 and December 31, 2018. Your updated local water supply plan should be submitted to the DNR. DNR will share the plan with the Council, and it will be Page - 24 12015 SYSTEM STATEMENT — EDINA WATER RESOURCES reviewed concurrently by both agencies. This schedule allows the local water supply plans to be completed and included in the local comprehensive plan. Failure to have an updated local water plan will result in the comprehensive plan being found incomplete for review until the required plan is provided to the Council. The water supply plan template fulfills multiple statutory obligations including: • Minn. Stat., Sec. 103G.291 to complete a water supply plan including demand reduction • Minn. Stat., Sec. 473.859 to address water supply in local comprehensive plans • Minn. Administrative Rules 4720.5280 to address contingency planning for water supply interruption The plan must be officially adopted by your community, and if applicable the utility board, as part of the local comprehensive plan. At a minimum, the updated local water supply plan must use the joint DNR and Metropolitan Council template and include water demand projections that are consistent with the community's population forecast provided in the introductory section of this system statement. Potential water supply issues should be acknowledged, monitoring and conservation programs should be developed, and approaches to resolve any issues should be identified. Guidance and information for water supply planning can be found in the Appendix C of the 2040 Water Resources Policy Plan, the Local Planning Handbook, and the Council's Master Water Supply Plan. The Council's Master Water Supply Plan provides communities in the region with planning assistance for water supply in a way that: • Recognizes local control and responsibility for owning, maintaining and operating water systems • Is developed in cooperation and consultation with municipal water suppliers, regional stakeholders and state agencies • Protects critical habitat and water resources over the long term • Meets regional needs for a reliable, secure water supply • Highlights the benefits of integrated planning for stormwater, wastewater and water supply • Emphasizes and supports conservation and inter-jurisdictional cooperation • Provides clear guidance by identifying key challenges/issues/considerations in the region and available approaches without dictating solutions Figures 3-5 illustrate some water supply considerations that the community may consider as they develop their local water supply plans, such as: aquifer water levels, groundwater and surface water interactions, areas where aquifer tests or monitoring may be needed to reduce uncertainty, regulatory and management areas, and emergency interconnections. Page - 25 12015 SYSTEM STATEMENT — EDINA WATER RESOURCES To Meter S M101 -my...11444.341 • —12E10 1.; „,,v1 °.:1-k1N•343 To Meter # ?AMIGA — Hopkins To Meter N M123 To Meter M128 Edina - To Meter N M129 To Meter S M130 1-RF-491R I A To Meter N151101 To Mete S M410 I SLP R„) To Meter man \ N M132 jT ;kb To Meter M121 1-RF-491 Figure 1. MCES Sanitary Sewer Meter Service Areas City of Edina, Hennepin County 0 0.5 1/212015 1.1$Ies Interceptors by Type Outfall fa) Meters — Gravity — Low Head Crossing A Lift Stations — Forcemain — Bypass — Siphon CM MCES Wastewater Treatment Plants InIrceptcic Muter ServictAraas To Meter N 100 ts;2t Served Areas of Unmetered Flow County Boundaries into the Community _. L. j City and Township Boundaries Rural Center INWTP Service Areas . Lakes and Rivers 2040 MUSA - -- NCompass Street Centerlines Park. Recreational or Preserve Golf Course Page - 26 I 2015 SYSTEM STATEMENT — EDINA WATER RESOURCES Hopkins Cemetery Harriet Saint Louis Park Meadowbrook Andersdn -Smetana. Highland Park Pond Minnetonka AIW Arrowhead NINEWILE CREEK indianhead Bryant ,,Eden 11\Crairie LEY- iATORY- 54CREEK: 40+ Minneapolis Bloomington Figure 2. Surface Water Resources Edina, Hennepin County 0.5 12 Watershed Management Organization Boundaries Watershed Management Organization Type County Watershed District Watershed Management Organization f&- Impaired Lakes (2014 Draft MPGA 303(d) List) Impaired Rivers & Streams (2014 Draft MPCA 303(d) List) 16. 2014 Priority Lakes L___J County Bbundaries City and Township Boundaries Other Lakes and Major RiVers Other Streams NCompass Street Centerlines Page - 27 I 2015 SYSTEM STATEMENT - EDINA WATER RESOURCES HoPkins Minneapolis\ • - „ _ Minnetonka Edina Richfield Bloomington Figure 3. Surface water features and interaction with the regional groundwater system, and state-protected surface water features Edina 0.5 Lakes and Major RiVers A Spring (DNR) Surface water type (regional screening by Met Council) I 1 Disconnected from the regional groundwater system • Calcareous Fen (DNR) Recharges aquifers Trout Stream (DNR) III Receives and discharges groundwater • Karst Feature (DNR) Supported by upwellIng groundwater Page - 28 12015 SYSTEM STATEMENT — EDINA WATER RESOURCES ---1 N.5L Louis Park Hopkins ' Edina Minneapolis\1 Minnetonka Edina Eden Prairie Bloomington Figure 4. Availability of MN Department of Natural Resources groundwater level and MN Department of Health aquifer test data Richfield +-0 0.5 Fel7e5 Lakes and Major Rivers Obseivation well showing no trend in annual minimum values (DNR) 11111 Observation wall showing an upward trend in annual minimum values (DNR) 0 Observation well showing a downward trend In annual minimum values (DNR) (2) Observation well with insufficient data to evaluate a trend in annual minimum values (DNR) A AquirerTest (MDH) Page - 29 12015 SYSTEM STATEMENT — EDINA WATER RESOURCES g 4- 0 0.5 2 3M0es Hopkins I [11111110atiliai..._ iultlUll1U11-1T Iltittllli11111111B111ffill11111111111111111111111111111111111 Figure 5. Municipal public water supply system interconnections and regulatory management areas Edina Lakes and Major Rivers MI The community's most recent local water supply plan reports that the public water supply system has no interconnections AM The community's most recent local water supply plan reports that the public water supply system has one or more interconnections Egm Special Well and Boring Construction Area (MDH) f/ North and East Metro Groundwater Management Area (DNR) Moderate to Highly Vulnerable Drinking Water Supply ManagementArea (MDH) f7.:M Drinking Water Supply Management Area for Minneapolis/St. Paul Page - 30 12015 SYSTEM STATEMENT — EDINA WATER RESOURCES REGIONAL PARKS SYSTEM STATEMENT City of Edina The Regional Parks System includes 62 regional parks, park reserves, and special recreation features, plus more than 340 miles of regional trails that showcase the unique landscapes of the region and provide year-round recreation. The Regional Parks System is well-loved by our region's residents and attracted over 48 million annual visits in 2014. The organizational structure of the Regional Parks System is unique, built upon a strong partnership between the Council and the ten regional park implementing agencies that own and operate Regional Parks System units. The regional park implementing agencies are: Anoka County Ramsey County City of Bloomington City of Saint Paul Carver County Scott County Dakota County Three Rivers Park District Minneapolis Park and Recreation Board Washington County The 2040 Regional Parks Policy Plan was developed based on furthering the Thrive MSP 2040 outcomes of Stewardship, Prosperity, Equity, Livability, and Sustainability. Thrive MSP 2040 states that the Council will collaborate with the Metropolitan Parks and Open Space Commission, the regional park agencies, and state partners to: • Expand the Regional Parks System to conserve, maintain, and connect natural resources identified as being of high quality or having regional importance, as identified in the 2040 Regional Parks Policy Plan. • Provide a comprehensive regional park and trail system that preserves high-quality natural resources, increases climate resiliency, fosters healthy outcomes, connects communities, and enhances quality of life in the region. • Promote expanded multimodal access to regional parks, regional trails, and the transit network, where appropriate. • Strengthen equitable usage of regional parks and trails by all our region's residents, such as across age, race, ethnicity, income, national origin, and ability. Key Concepts in the 2040 Regional Parks Policy Plan The 2040 Regional Parks Policy Plan includes the following policies, each with specific associated strategies: • Recreation Activities and Facilities Policy: Provide a regional system of recreation opportunities for all residents, while maintaining the integrity of the natural resource base within the Regional Parks System. Page - 31 12015 SYSTEM STATEMENT — EDINA REGIONAL PARKS • Siting and Acquisition Policy: Identify lands with high-quality natural resources that are desirable for Regional Parks System activities and put these lands in a protected status so they will be available for recreational uses and conservation purposes in perpetuity. • Planning Policy: Promote master planning and help provide integrated resource planning across jurisdictions. • Finance Policy: Provide adequate and equitable funding for the Regional Parks System units and facilities in a manner that provides the greatest possible benefits to the people of the region. • System Protection Policy: Protect public investment in acquisition and development by assuring that every component in the system is able to fully carry out its designated role as long as a need for it can be demonstrated. The 2040 Regional Parks Policy Plan is the metropolitan system plan for regional recreation open space with which local comprehensive plans must conform. This system statement highlights the elements of the system plan which apply specifically to your community. Find the complete text of the 2040 Regional Parks Policy Plan on the Council's website. 2040 Regional Parks System Facilities The Regional Parks System is comprised of four main types of facilities: regional parks, park reserves, special recreation features and regional trails: Regional Parks Regional parks most notably contain a diversity of nature-based resources, either naturally occurring or human-built, and are typically 200-500 acres in size. Regional parks accommodate a variety of passive recreation activities. Park Reserves Park reserves, like regional parks, provide for a diversity of outdoor recreation activities. One major feature that distinguishes a park reserve from a regional park is its size. The minimum size for a park reserve is 1,000 acres. An additional characteristic of park reserves is that up to 20 percent of the park reserve can be developed for recreational use, with at least 80 percent of the park reserve to be managed as natural lands that protect the ecological functions of the native landscape. Special Recreation Features Special recreation features are defined as Regional Parks System opportunities not generally found in the regional parks, park reserves or trail corridors. Special recreation features often require a unique managing or programming effort. Regional Trails Regional trails are classified as 1) destination or greenway trails and 2) linking trails. Destination or greenway trails typically follow along routes with high-quality natural resources that make the trail itself a destination. Linking trails are predominately intended to provide connections between various Regional Parks System facilities, most notably regional parks or park reserves. Page - 32 12015 SYSTEM STATEMENT — EDINA REGIONAL PARKS 2040 Regional Parks System Components The 2040 Regional Parks Policy Plan identifies six components which together comprise the vision for the Regional Parks System in 2040, as described below. Existing Regional Parks System Facilities: include Regional Parks System Facilities that are open for public use. These facilities include land that is owned by regional park implementing agencies, and may include inholding parcels within the boundaries of these parks and trail corridors that have not yet been acquired. Existing regional trails may include planned segments that will be developed in the future. Planned Regional Parks System Facilities (not yet open to the public): include Regional Parks System Facilities that have a Council-approved master plan and may be in stages of acquisition and development, but are not yet open for public use. Regional Parks System Boundary Adjustments: include general areas identified as potential additions to existing Regional Parks System Facilities to add recreational opportunities or protect natural resources. Specific adjustments to park or trail corridor boundaries have not yet been planned. Regional Park Search Areas: include general areas for future regional parks to meet the recreational needs of the region by 2040 where the regional park boundary has not yet been planned. Regional Trail Search Corridors: include proposed regional trails to provide connections between Regional Parks System facilities where the trail alignment has not yet been planned. 2040 Regional Trail Search Corridor System Additions: include regional trail search corridors that were added to the Regional Parks System as part of the 2040 Regional Parks Policy Plan. Key Changes in the 2040 Regional Parks Policy Plan Adopted by the Metropolitan Council in February 2015, the 2040 Regional Parks Policy Plan incorporates the following changes: Identify all proposed regional trails as regional trail search corridors All proposed regional trails that are not yet open to the public and do not have a Metropolitan Council approved master plan are represented as a general regional trail search corridor. The 2030 Regional Parks Policy Plan depicted these trails with a proposed alignment. The alignment of these regional trails will be determined in the future through a planning process led by the regional park implementing agency. The alignment of these trails is subject to Metropolitan Council approval of a regional trail master plan. Acquire and develop ten new regional trails or trail extensions to meet the needs of the region in 2040. The 2040 Regional Trail Search Corridor Additions include: Carver County: • County Road 61 • Highway 41 Page - 33 12015 SYSTEM STATEMENT — EDINA REGIONAL PARKS Three Rivers Park District: • CP Rail Extension • Dakota Rail Extension • Lake Independence Extension • Lake Sarah Extension • Minnetrista Extension • North-South 1 • North-South 2 • West Mississippi River The 2040 Regional Parks System Plan Map is depicted in Figure 1. Edina should consult the complete 2040 Regional Parks Policy Plan in preparing its local comprehensive plan. In addition, Edina should consult Thrive MSP 2040 and the current version of the Metropolitan Council's Local Planning Handbook for specific information needed in its comprehensive plan. System Plan Considerations Affecting Your Community Regional Parks System Components in your community The following Regional Parks System Components within Edina as identified in the 2040 Regional Parks Policy Plan are listed below. Regional Trails Nine Mile Creek Regional Trail: This is an existing regional trail that is open to the public. The regional trail travels through Hopkins, Edina, Richfield and Bloomington as it connects Minnesota River Bluffs LRT Regional Trail, South Hennepin West and South Hennepin East (CP Rail) Regional Trail Search Corridors, Intercity Regional Trail, and Minnesota Valley National Wildlife Refuge. The regional trail alignment as shown in Figure 2 should be acknowledged in the comprehensive plan. South Hennepin West (CP Rail) Regional Trail Search Corridor: The regional trail search corridor travels through Bloomington, Edina, St. Louis Park, and Golden Valley as it connects South Hennepin East Regional Trail Search Corridor, Hyland-Bush-Anderson Lakes Park Reserve, Nine Mile Creek Regional Trail, Cedar Lake LRT Regional Trail, North Cedar Lake Regional Trail and Luce Line Regional Trail. The trail will follow existing railroad grades. The railroad is still in active use so planning for the conversion to a regional trail is on hold pending a change in status of the active railroad operations. Three Rivers Park District will lead a planning process in the future to determine the alignment of the regional trail. When preparing its comprehensive plan, Edina should verify whether a master plan has been approved by the Metropolitan Council. If a master plan has been approved, the planned regional trail alignment should be acknowledged in the comprehensive plan. Otherwise, the general search corridor as shown in Figure 2 should be acknowledged in the comprehensive plan. Please contact Three Rivers Park District for more information regarding Regional Parks System Components in Edina. Page - 34 12015 SYSTEM STATEMENT — EDINA REGIONAL PARKS 1 ,e - ,:, v if •-•.I,-.._ Iii: 4-. ________.1% I._ ._._.! •:.-., --,,, ; _ ,. 1 ..-.4k---- ...,...., \ I : :),..".b • -,- • ••••vv„,‘,. I ! 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I-_—_ E_____1 _j___ I I , .'--I I n I-3, I ,.- 1.:::..---1.,.._11,_,1 ....,, e 1 . %,___,1 1 1 ile „ I RanOstv..; eLf eWa c s o h u in nty gton Minneapol satir t..`, _1 I._ "I* F,tk Paul Atar e ; Figure 1. 2040 Regional Parks System Plan Map Regional Parks System Twin Cities Metropolitan Area N 0 2.5 5 -0 15 29 It ks Regional Parks Regional Parks 4 Park Reserves Special Recreation Features 'A Planned Units Regional Trail Corridor Land Regional Trails — Existing - -- Planned Regional Park Search Areas and Regional Trail Search Corridors Boundary Adjustments ff Search Areas Regional Trail Search Corridors Regional Trails - 2040 System Additions Existing State Trails Lakes and Major Rivers Minnesota Valley National WIdlife Refuge di State Parks State Wildlife Management Areas (Publicly Accessible) Scientific and Natural Areas (SNA) Other Parks and Preserves Page - 35 12015 SYSTEM STATEMENT - EDINA REGIONAL PARKS S -SE Park yo dye G Hopkins c 141nneapcilia Chain Of Lakes Minneapolis Edina 1 Nina Ole Cr,,o., • Richfield "'— I, I i.-. — i Wiie Moe Creek 1 i . `1......------C __E)._____.___i___, Hyla-rid,Bush,Andedia Blopmington Lpkes 1/4 ; C ro Edeh Prairie Figure 2. Regional Parks System Facilities in and adjacent to Edina Regional Parks System City of Edina, Hennepin County a a.5 2 5 Kites Regional Parks AV Regional Parks Park Reserves Special Recreation Features 4c4 Planned Units Regional Trail Corridor Land Regional Trails — Existing Planned Regional Park Search Areas and Regional Trail Search Corridors • Boundary Adjustments Search Areas Regional Trail Search Corridors Regional Trails - 2040 System Additions Existing Slate Trails Street Centerlines (NCompass) Lakes and Major Rivers Minnesota Valley National Wildlife Refuge State Parks . „Aig State Wildlife Management Areas 2,1.-11 (Publicly Accessible) Scientific and Natural Areas (SNA) Other Parks and Preserves Page - 36 12015 SYSTEM STATEMENT — EDINA REGIONAL PARKS Comprehensive Plan: Chapter Assessment ToolChapter Title: xxxxCommission Name: xxxxxCurrent GoalsEliminate from 2018 planStill Relevant, Include in 2018 planStill Relevant, but should be updated12345New Goals1234Current Policies123New Policies123 Mayor Hovland and City Council Members, Note that I have also added Parks & Recreation Director Kattreh and PARC Chair Brenda McCormick on for copy, as this will be the first time that they have seen these thoughts as well. I have just returned from tonight’s public open house reviewing early concepts for the Braemar Master Plan. There was another good turnout with thoughtful comments and inputs covering a number of topics and differing points of view. I wanted to share some thoughts as a member of the Park and Rec Commission (PARC), but also clearly state that these are only my inputs; they have NOT been reviewed at all by other members of the PARC, so I would not want to position this as a message direct from the PARC. As we engage in these ongoing discussions and continue to receive an array of opinions, it would be very helpful to ensure that we are aligned on some specific “guiding principles” to help direct the work ahead with this particular Master Plan at Braemar. Such direction could provide a broad framework to help guide decisions and trade-offs, without requiring the Council to address the most granular aspects of the plan, at least at this time in the process. You may have a strong perspective of such a framework that could be provided to us, or we as the PARC could develop a draft to jointly align on this content. For example, some that I think we might already be considering could be as follows: 1. The primary focus within Braemar is to be golf. We have an opportunity to add ammenities, but it should be clear that they must co-exist with golf, but may not be considered “equal” with golf. 2. Broad community input is important and especially from neighbors who live near Braemar, but change is expected in order to improve this site. Doing nothing is not an expected outcome from this effort. 3. Executing on a reasonable environmental improvement plan must be a specific outcome within the plan. 4. The expectation of the finished product should prioritize an outcome that benefits our Edina community, rather than create a strong regional destination. 5. “Do not let perfect be the enemy of good”. In otherwords, seek a balanced outcome that provides meaningful positive outcomes across a number of interests, but may not provide the perfect desired solution for any one particular group. Just some thoughts on ways we might ensure providing helpful guidance as we consider the many ways we can utilize this valuable asset for Edina. Thanks for your consideration, Greg Approved by Council 12/6/16 Board/Commission: Park Board 2017 Annual Work Plan Initiative 1 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☒☒☒☒ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility Dec. 2017 $0 Ann Kattreh – 40 hours Arden Park Natural Resource Plan Progress Report: Julie Strother and Eileen McAwley Initiative 2 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☒☒☒☒ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility Dec. 2017 $0 Ann Kattreh – 160 hours, Susan Faus, 100 hours & Janet Canton - 40 hours, Park Maintenance – 20 hours Braemar Park Master Plan Progress Report: Greg Good, Brenda McCormick, Mike Miller, Ben Gustafson Initiative 3 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☒☒☒☒ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility Oct. 2017 $0 Ann Kattreh – 160 hours, Susan Faus, 100 hours & Janet Canton - 40 hours, Park Maintenance – 20 hours Fred Richards Master Plan Progress Report: Eileen McAwley, Matt Dahlien, Dan Gieseke, Greg Good Katherine Hulbert, Koren Nelson (alternate due to quorum) Initiative 4 Council Charge ☐☐☐☐ 1 ☒☒☒☒ 2 ☐☐☐☐ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility July 2017 $0 Susan Faus – 120 hours, Janet Approved by Council 12/6/16 Park Signage Replacement Project Canton – 40 hours, Ann Kattreh – 40 hours Progress Report: Mike Miller, Trevor Mohs, Koren Nelson, Dan Gieseke Initiative 5 Council Charge ☐☐☐☐ 1 ☒☒☒☒ 2 ☐☐☐☐ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 $0 Assist as requested with development of the City’s new Comprehensive Guide Plan. Progress Report: Park Board Initiative 6 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☒☒☒☒ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 $0 Weber Woods Master Plan [Partner with St. Louis Park] Progress Report: Matt Dahlien, Brenda McCormick, Koren Nelson, Julie Strother Proposed Month for Joint Work Session (one time per year, up to 60 minutes): April City Council Updates By Scott Neal Sept. 19, 2017 • Work Session – Braemar Master Plan - City Council received the same presentation from SRF that the Parks & Recreation Commission received on Sept. 12. • Approved the purchase of Park Entrance Doors at Edinborough Park • City Council approved the concept plan for Arden Park and authorized the Mayor and City Manager to sign an agreement with Minnehaha Creek Watershed District. Oct. 3, 2017 • City Council approved the Tin Fish Lease Cancellation and Termination Agreement • Approved the purchase of Braemar West Arena LED retrofit • Public Hearings: Tree Removal and Weed Mowing Janet Canton From: Lynette Biunno on behalf of Edina Mail Sent: Friday, September 15, 2017 3:01 PM Subject: FW: Arden Park issue,,,please do not destroy the creek. There are too many natural places Good afternoon, This message has been forwarded to the Mayor and Council members. Lynette Biunno, Receptionist 952-927-8861 I Fax 952-826-0389 IbiunnoEdinaMN.00v I EdinaMN.gov From: martinekmaryann5 [mailto:martinekmaryann5@gmail.com] Sent: Wednesday, September 06, 2017 7:20 PM To: Edina Mail Subject: Arden Park issue,,,please do not destroy the creek. There are too many natural places Sent from my Galaxy Tab® Ano 1 Janet Canton From: Lynette Biunno on behalf of Edina Mail Sent: Friday, September 15, 2017 3:02 PM Subject: FW: Follow Up from Council Meeting 6Sep2017 Attachments: Edina City Council Mtg - Arden Prop. 6Sep2017.docx Good afternoon, This message has been forwarded to the Mayor and Council members. Lynette Biunno, Receptionist 952-927-8861 I Fax 952-826-0389 Ibiunno@EdinaMN.gov I EdinaMN.gov From: Darren Wennen [mailto:darrenwennen©gmail.com] Sent: Thursday, September 07, 2017 11:10 AM To: Edina Mail Subject: Follow Up from Council Meeting 6Sep2017 Mayor and City Council, For the official record, please find the attached letter of opposition which I presented at the meeting 6Sep2017. With Regards, Darren Wennen 6720 Point Drive Edina, MN 55435 1 6Sep2017 City Council, I appreciate the holding of a public hearing on Arden Park and for allowing me to voice my opinion. I also appreciate the mission of the MCWD, but oppose this project on many levels. I and my extended family have used Arden Park significantly over the past 60 years. I have sentimental and environmental reasons to oppose this project, but I am writing to provide my opinion on fiscal responsibility. Here is the heart of the issue in my opinion: The plan aims to resolve multiple problems, many, I will argue, simply do not exist. Spending $4 million dollars to fix problems which do not exist is not a responsible use of taxpayer dollars. From the Edina Staff Report memo, and I paraphrase: "The concept plan addresses needs in five categories". I have summarized to 4. 1) Natural resources, wetland preservation and improved habitat for wildlife — the park as it exists today is a valuable "natural" resource that has developed itself over decades. Times of flooding are usually minor and actually play a role in the biodiversity the plan desires to create. Spend a moment kayaking through the "marsh area" you would see that it is home for ducks and birds that require that type of wetland which would be destroyed under the current plan. If you have not yet read Mr. Holmes' email to the council, I urge you to do so. Arden Park as it stands today is highly diverse, functional and natural. Thinking that we can improve it via the current plan, especially where wildlife habitat is concerned, is bravado. 2) Trails, connections, health and safety—There appear to be working trails. Some may need updating, but that does not mean the entire park must be demolished to do so. The proposal contains costs to replace a bridge which does not appear to need replacement. With regards to health and safety, I am not aware of abnormal or significant health and safety concerns posed by that block long section of the creek as is. That is contrary to annual public notices about Lake Cornelia that warn of toxic blue-green algae that is potentially fatal to humans and domestic animals. Why isn't the city proposing plans to resolve that health and safety concern? The DNR support letter talks of "dams [being] one of the most widely cited causes of total extinction or local extinction of native fish species" when referencing the falls. My son has caught fish species in Arden Park, above the dam, that I didn't know existed in Minnesota. In addition, addressing the 44th street dam only fixes one small issue. There are other dams along the creek. I find that many the topics addressed in the DNR letter of support do not actually apply to Arden Park. 3) Park buildings, playgrounds and play areas — Upgrade away. A new warming house specifically would likely be welcomed by all. But again, this development does not require demolishing the entire park to do so. 4) Community gathering areas —Spend any time in Arden Park and you will see it is already a community gathering area, year-round. But is it not overly used — which also facilitates better wildlife habitat. I have visited many Edina parks and see people using different parks for different reasons. There is absolutely no need to make every Edina park the same with access to every part of it for everyone. Lastly, please remember that there is a more significant dam at 50th street regulating the lower creek and falls from the Mill Pond. This dam creates a fantastic residential environment facilitating significant tax revenues. Surely that dam has many or more of the stated concerns than Arden. I don't think anyone would seriously consider removing that dam which may drain the pond for those residents. I ask the council, please don't spend my tax dollars trying to fix problems in Arden Park that don't exist. With Regards, Darren Wennen — 20 year Edina resident. Janet Canton From: Lynette Biunno on behalf of Edina Mail Sent: Friday, September 15, 2017 3:04 PM Subject: FW: Arden Park Good afternoon, This message has been forwarded to the Mayor and Council members. Lynette Biunno, Receptionist 952-927-8861 I Fax 952-826-0389 IbiunnoEdinaMN.qov I EdinaMN.gov From: Andrew Arthur [rnailto:arthu012@me.corn] Sent: Thursday, September 07, 2017 12:59 PM To: Edina Mail Subject: Arden Park Mayor Hovland, Thank you for allowing all of us to voice our opinions on the Arden Park Project last night. You and the council are very professional and last nights meeting was great for community engagement. No doubt, you have a challenging decision to make; although I see it as an easy decision. As a physician and surgeon, I am often faced with challenging decisions. In making these decisions, I rely on scientific facts and good judgement in achieving results that are in the bests interests of my patients; or in your case, the best interests of the Edina community. Emotional pleas that are not based on facts or sound science have no role in appropriate decision making. I challenge you to make the best decision for the Edina community and vote in favor of the proposed Arden Park Project. We need, and deserve, a better and more functional Park. As always, thank you for your time and efforts. Sincerely, Andrew F. Arthur, MD Twin Cities Orthopedics P.A. Maple Grove I Minnetonka Minneapolis 3366 Oakdale Ave N., Suite 103 I Minneapolis, MN 55422 Office: 763-302-2231 Cell: 612-850-8705 www.andrewarthumid.com 2 Janet Canton From: Lynette Biunno on behalf of Edina Mail Sent: Friday, September 15, 2017 3:05 PM Subject: FW: Arden Park flooding and spongy soil Attachments: Presentation to council 9-6 II.pdf Good afternoon, This message has been forwarded to the Mayor and Council members. Lynette Biunno, Receptionist 952-927-8861 I Fax 952-826-0389 Ibiunno@EdinaMN.gov I EdinaMN.gov From: Steve Timmer [mailto:stimmer@planetlawyers.com] Sent: Thursday, September 07, 2017 9:17 PM To: Edina Mail Subject: Arden Park flooding and spongy soil Lynette, would you please forward this? Thanks, Steve Mr. Mayor and Members of the Council, At the conclusion of the public hearing council meeting on September 6th (where the MCWD still sucked up maybe 40% of the air, discussing among other things, the MCWD's 50th birthday party, in spite of having an extravagant amount of time at the August meeting), Mayor Hovland solicited comment and response from those in attendance. I will address two thing that were mentioned in questions by the council to Renae Clark at the end of the public's remarks: flooding and spongy and wet soils, especially I suppose, on the northeast side of the park where the playground equipment is. Councilmember Stewart asked Ms. Clark about the flooding issue that I raised. She responded that the meanders would hold water (as I have written several times: that is what they are designed to do), but what really mattered is how much water was coming down. I almost jumped up, claimed the ancient right of surrebuttal, and shouted, Of course, that's correct, but Edina doesn't control that! Just as Edina doesn't control the number of cars the enter the France Avenue curve on the westbound Crosstown, to continue the fluid dynamics analogy from my remarks. So, let's summarize: 1) There is currently a flood risk north of Arden Park. 2) We don't control the amount of water coming into Arden Park. 3) Holding water higher in the creek will increase the flood risk north of the park. You will also remember that Ms. Clark did not say, Oh, ha, ha, no way! It'll never flood because . . . I really expected she would have some answer other than, Don't put so much water in there. It is almost as though they hadn't thought about it. Because the mayor was especially ruthless about cutting people off at the meeting, I didn't get a chance to deliver my remarks in full. I have attached them. I have also tried to give this email a descriptive subject for anyone doing a data request while investigating the issue for some neighborhood autopsy in the future. Councilmember Fischer asked Ms. Clark about an issue raised by a number of residents in attendance at the meeting: wet and soggy soil in the park. The MCWD's response to this problem is to cut the creek bed deeper to "lower the water table." I sent an email to Ms. Clark some time ago asking her whether the "Great Lawn" (a loathsome term, by the way) used to be a wetland. She didn't answer my question, but replied with the same thing she did at the meeting: We're going to lower the creek bed. I really suspect that the east bank of the creek throughout the park was once a wetland. On the north end, somebody hauled in some fill, put up a swing set, and called it a day. Thinking that the creek is the reason for the spongy ground exclusively, or even materially, is, I think superficial. The creek through Arden Park, and upstream through Utley Park, too, is in a valley. This is hardly surprising; the creek almost certainly cut the valley at the end of the last Ice Age. The bluff on the west bank is steeper, but there is a hill on the east bank, too. If you read one of the pieces I wrote about the project, Remodeling Arden Park, you might have noticed a link to an article titled Baseflow Restoration in Minnehaha Creek with Stormwater Infiltration. There is a discussion in the article of something called a riparian aquifer. There is apparently one under Utley Park; I don't know about Arden Park; it isn't discussed, and the geology may be different. According to the study, there is a clay layer about 50' below the surface in Utley Park, and ground water there tends not to drain away to the bedrock. In fact, there is a slight upward pressure of water there that actually contributes (just a little) to the creek flow. I didn't know that until I read the study. Utley Park does get a little spongy, sometimes, now that I think about it. Fifty feet is a lot deeper than anybody is considering cutting the creek bed. After all, they only have four feet to work with. If ground water is continuously pressing down from the hills on both sides into the valley, and it presses water in the valley up, a slightly lower creek bed won't make a hill of beans worth of difference because the bean hills are so much higher. The difference in elevation between my house, at the top of the hill, and the creek, is about forty feet. When the creek overflows its banks and leave standing water, that's surface water. When the ground is spongy because of subsurface water welling up, that's ground water. The hill my house sits on, and the rain that falls on it, have a lot more to do with the water table on the "Great Lawn" than the creek bed does. This is really, really basic. Has the creek been out of its banks in the park all summer? I don't think so. This also makes all the trees along the creek, especially the big ones, even more vital for their water uptake. I stand by everything I have said here. But please don't take my word for it. But don't take the MCWD's word for it either. Get some independent, professional advice. 2 Thank you, Steve Timmer 3 Steve Timmer presentation to council 9/6 II I am Steve Timmer. I live at 5348 Oaklawn Avenue, right here in River City. I am one of the Marion the Librarians on this project. The Watershed says it wants to "remeander" the creek to bring it back to nature. But in nature, the creek always clung pretty close to the bluff that defines its western edge, through both Utley and Arden Parks, and it was always quite straight through Arden Park. It never staggered out in circles in the valley like a drunk looking for a lamppost. [Arden plat, USGS map] It didn't meander in St. Louis Park past Methodist either. [SLP USGS] But the Watershed redecorated it with meanders, with impressive results. [2014 flood photo] Because of the Watershed's remodeling, Methodist built a floodwall. [floodwall photo] The meanders will not remove a gram of pollution from the creek. Filtering storm water runoff would. The only thing the meanders will do is solve the Watershed's four foot problem. If the dam is removed, it has to figure out what to do with four feet of elevation. The meanders are a damless dam, and they work on the principle of creating a giant traffic jam for water. And they're good at it, obviously. Water is a fluid, and so it freeway traffic. Think of what happens when you drive west on the Crosstown and approach the curves at either France or Tracy. Unless the traffic is light — never — it slows down, bunches up, and backs up. Water is not compressible like vehicle traffic is, though — cars can get closer together — so the only thing water can do is slow down and back up and rise. We know that traffic can back up a long way. What about the creek with multiple sharp curve obstacles? How far will the water traffic back up? There could be many property owners adjacent to and upstream of the park, including St. Stephens, pumping a lot of the Watershed's vaunted biological integrity out of their basements in the case of a flood. If that happens, their property value will be diminished even after it dries out. [Mortgage problems, flood insurance requirements, etc.] The city's Jessica Wilson recently delivered a presentation on risks of flooding in Edina, including the creek, in the event of a deluge rain. Holding more water higher in the park can only increase the risk of flooding upstream. And if the MCWD tells you otherwise, don't believe it. If the city is intent in doing this, we'd better get written opinions, second opinions, and certificates of insurance and financial undertakings from the MCWD. Janet Canton From: Lynette Biunno on behalf of Edina Mail Sent: Wednesday, September 13, 2017 4:17 PM Subject: FW: Arden Park plans Good afternoon, This message has been forwarded to the Mayor and Council members. Lynette Biunno, Receptionist 952-927-8861 I Fax 952-826-0389 Ibiunno(EdinaMN.00v I EdinaMN.gov From: Jeff Terwilliger [mailtojefftwig@gmail.com] Sent: Wednesday, September 13, 2017 4:13 PM To: Edina Mail Subject: Arden Park plans Dear Council members, My name is Jeff Terwilliger. I live at 5346 Oaklawn Ave in Edina and have been an Edina resident for most of my 57 years. I watched the public hearing concerning Arden Park live, and I have one concern (and I'll try to keep this super brief). Seems that the Parks Department and the Minnehaha Watershed District only came before the council with one singular plan for Arden Park. I believe the council (in the best interests of the city, and it's residents) needs to see other options that don't include the re-routing of the creek. Seems that the majority of the residents speaking up at Wednesday's hearing were against the removal of the falls and against the meandering of the creek. Even some that were in favor of the plan mentioned that yes, the park is desperatly over-due for improvements, but questioned whether the creek's path needed to be altered. So please consider, or even better, please insist on seeing other plan options from the Parks Department before committing to a plan many feel will create far more problems than it'll solve. Things to consider: The Watershed District has it's own agenda in this matter. They don't care how it effects Edina parks or our quality of life. Arden Park is a genuinely unique city park that is literally unspoiled by development (see the attachment). Once altered, there's no going back. The Watershed District keeps calling it a dam. It is not, nor ever has been. It was built as a spillway. At one time, it had wooden gates that would control the flow depending on whether the creek was high or low. Those gates have long deteriorated. What's left of the falls doesn't restrict flow. If anything, it keeps the creek from going bone-dry during a drought. 1 The Watershed District also has a 0-1 record when it comes to meandering creek beds (Methodist). They created far more serious problems, yet solved virtually nothing. Please don't give them any credit for knowing better. Meandering the creek will cause far more erosion. Any time you change the direction of flow, water presses against the outer banks much harder than if left relatively straight. There's is also no way to predict how the soil in the proposed route will react. Wet (or soggy) areas of the park have little to do with the creek, than the skating rink area. The area one particular resident spoke of was graded that way to hold water when flooded for ice. That could be solved by regrading that area to lessen the containment. The invasive species issue (buckthorn) has nothing to do with the path the creek presently takes. What is needed is for volunteers to pull/cut it out. Not by removing 90+ mature trees (and all that are in their path). Last point I'll make. I have lived next to Arden Park (and particularly the falls) for 25 years. The issues with water flow have always come down to Lake Minnetonka. If the lake is high, Minnetonka releases the water as quickly and recklessly as it chooses. If there's a drought, They shut it tight. No matter what the Watershed District says, that is what dictates the flow. The only other way the creek backs up is when we get sudden, heavy rains. Again, meandering the creek won't solve that issue either. So please, insist that the Parks Department comes back with more than one option before you vote. Hopefully one that creates a great space to meet with neighbors, play with our kids and pets, and yet still keep some of the unique, natural beauty that the creek already possesses. Thanks you. Jeff Terwilliger 2 rn Janet Canton From: Lynette Biunno Sent: Thursday, September 14, 2017 8:56 AM Subject: FW: Following Up on My Public Hearing Comments RE Trees in Arden Park Attachments: Trees Presentation May 2014 - Abbreviated.pdf; Heather'sScriptFinal.docx; EstimatedAgeOfTreeBySpecies.pdf Good morning, This message has been forwarded to the Mayor and Council members. Lynette Biunno, Receptionist 952-927-8861 I Fax 952-826-0389 IbiunnoEdinaMN.gov I EdinaMN.gov From: Robert Stewart Sent: Thursday, September 14, 2017 7:53 AM To: Lynette Biunno Cc: Scott H. Neal; Lisa Schaefer; Ann Kattreh Subject: FW: Following Up on My Public Hearing Comments RE Trees in Arden Park Lynette, Please forward this to the other council members. Thank you. - Bob Stewart From: Heather Beal [constellationcreate@comcast.net] Sent: Wednesday, September 13, 2017 6:23 PM To: Robert Stewart; rclark@minnehahacreek.org Subject: Following Up on My Public Hearing Comments RE Trees in Arden Park Hi Bob and Renae, Just a quick note to follow up on the Public Hearing related to Arden Park improvements. I couldn't stay for the Q/A period after the hearing, so I listened to it on line and decided I should send you the document that served as a basis for my comments (as well as the notes I wrote in advance and read aloud). I cited my source during the hearing and have excerpted and attached the pages from the PDF version of the Tree Presentation that Mike Platteter and Claudia Carr researched and presented in 2014. Mike sent me the full version of this powerpoint document prior to their presentation because a number of people had asked me to publicly advocate on behalf of the Tree Ordinance, which I did. You can see that the statistics I quoted were drawn directly from Mike and Claudia's research, which served as a basis for our City's Tree Ordinance. 1 Since I wasn't sure how old trees with trunks "eight inches or larger at chest height" are, I did some research and ran across the attached chart. Please let me know if you have any questions or concerns. Thank you for considering my comments and those of my fellow residents and Edina business owners, Heather Beal 2 CITY OF EDINA Planning Commission Residential Working Group Update: Proposed Tree Ordinance May 6th, 2014 Claudia Can & Michael Platteter CityofEdina.com CITY OF EDINA Mature Tree Benefits in Edina • Property values: increases property values between 4-15%. • Energy: properly placed, can reduce cooling by 30% and save 20- 50% in heating costs. Reduced "urban heat island" effect. • Stounwater: a tree can absorb 100 gallons of water per day. For every 5% loss in tree cover, stormwater increases 2%. • Stormwater: filters stormwater and reduces site erosion. • Carbon sequestration: a tree absorbs 481bs CO2/year, one ton for a 40 year old tree. Lifespan is 100-150 years. • Air quality: a tree absorbs 10 lbs. of air pollutants/year Oxygen: a tree produces oxygen for two people/year. Provides wildlife habitat and social/health benefits to society. (information source: americanforests. org) CityofEdina.com CITY OF EDINA Edina Tree Loss 2008-2013 • There have been 350 +/- residential Teardowns in Edina plus numerous major remodeling projects. • Conservatively, at an estimated loss of two mature trees per Teardown, — Over 700 mature trees removed from Edina in the past six years — Stormwater increase of 66,000 gallons/day — Carbon increase of 33,600 lbs. CO2/year — Reduced oxygen production for 1,400 people — Added air pollution of 7,000 lbs./year in lost absorption rates • For every 5% in tree cover loss, stormwater is increased by 2%. (information source: americanforests.org) CityofEdina.com My name is Heather Beal I have lived at 4236 Crocker Avenue in Edina for 24 1/2 years. As a journalist, columnist, and author, I have researched and written about sustainable development for over two decades. As a community activist, I have put my values into practice by: • Orchestrating the successful completion of a Sustainable Communities Demonstration Project that was supported by a major grant from the MPCA. • Lobbying in favor of Minnesota's Clean Water, Land and Legacy Amendment to our State's Constitution. • Collaborating with the Freshwater Society and Minnehaha Creek Watershed District staff and dozens of volunteers to complete a demonstration project in Edina that employs best practices for storm water management. • Advocating for the City of Edina's Tree Ordinance, which became effective on July 1, 2015. It is this final activity that brings me here tonight. When I learned that at least 90 trees with trunks 8 inches or greater in diameter — at chest height -- will be removed to make way for a "meandering creek" I was astonished. Why would the watershed district and city staff recommend doing this when proponents of our City's Tree Ordinance shared the following facts with us a few short years ago: 1. Concern for the loss of tree canopy across our City is widespread. 2. In the six years preceding passage of the tree ordinance, over 700 mature trees had been removed in Edina. 3. The presence of mature trees has a positive influence on property values. 4. A mature tree can absorb 100 gallons of water per day. 5. For every 5% loss in tree cover, storm water is increased by 2%. 6. Trees filter storm water and reduce site erosion. 7. Trees provide wildlife habitat and their natural beauty has a proven calming effect on people. Why destroy habitat that Edina residents and others have testified is precious to them to "meander a creek." In my opinion, sustainable development is minimally invasive, minimally intrusive. It celebrates and works together with the best that nature has to offer. Tonight, other residents have discussed efficient, less invasive ways to accomplish improvements at Arden Park. Please give full consideration to these other options. Thank you. Estimated' Age of Urban Trees by Species and Diameter (DBH) Tree diameter DBH in inches Species 5" 10" 15" 20" 25" 30" I 35" 40" 45" 5o" Estimated tree age in years American elm (4) 27 38 48 58 67 77 86 95 104 Siberian elm (4) 24 32 39 46 53 59 65 Hackberry (7) 14 29 50 77 109 Honeylocust (4) 29 41 52 63 73 84 94 Pear (3) 6 15 24 34 Green ash (4) 27 45 63 83 104 126 148 171 194 White ash (3) 6 14 21 28 35 Silver maple (7) 9 18 31 46 65 86 110 136 Boxelder maple (4) 23 36 50 64 78 Sugar maple (4) 33 51 70 88 107 Red maple (6) 13 23 34 Black maple (7) 20 39 64 94 127 Norway maple (4) 28 40 52 63 London plane (3) 7 16 25 33 White oak (3) 11 24 36 Swamp white oak (3) 9 20 31 Red oak (4) 55 75 94 112 130 146 162 Bur oak (4) 134 140 144 148 152 Pin oak (4) 28 38 46 Lindens (6) 12 21 31 41 53 Basswood (7) 16 31 51 76 104 Ginkgo (3) 12 24 35 Black walnut (6) 14 26 41 Kentucky coffeetree (3) 9 23 36 Catalpa (3) 6 13 21 28 36 Baldcypress (3) 7 18 29 Poplar (10) 15 28 41 52 61 69 77 84 White pine (6) 15 26 38 Scotch pine (4) 52 68 82 95 107 119 White spruce (6) 21 39 61 Blue spruce (6) 17 30 45 1 Estimates are approximate given the significant variation in the growth rates of individual urban trees. (#) = source of information for the species. See accompanying page of citations. They Morton Arboretum Janet Canton From: Lynette Biunno on behalf of Edina Mail Sent: Thursday, September 14, 2017 9:05 AM Subject: FW: Arden Park Concept Plan Good morning, This message has been forwarded to the Mayor and Council members. Lynette Biunno, Receptionist 952-927-8861 I Fax 952-826-0389 IbiunnoEdinaMN.qov I EdinaMN.gov From: Mike Wyatt [mailto:michaelmwyatt@gmail.corn] Sent: Thursday, September 14, 2017 1:57 AM To: Edina Mail Subject: Arden Park Concept Plan To whom it may concern, I was thrilled to hear that the city is drafting a plan to revitalize Arden park. It is a beautiful resource in the neighborhood (I grew up at 5500 Concord Ave. just a few blocks away) and with the planned improvements, it will continue to be so. I am emailing you now to discuss one possible option to further enhance the park. During heavy rains in the spring and summer, rapids form on the south side of the 54th street bridge. These rapids offer an excellent opportunity for recreational sports including kayaking and tubing. I am concerned that the removal of the dam may end what was such a fun summer event during my childhood of riding down the rapids. I understand the environmental concerns and the problems of stagnant water created by the dam. I am wondering if both issues can be addressed: taking out the dam but still maintaining rapids for summertime fun. Furthermore, and the main idea I want to raise, is that I think the planners should consider the growing sport of river surfing. Just as it sounds, river surfing involves a rider carving a wave on a flowing river made by natural rapids or a man made dam or even intentional barrier to create a surf-able wave. The sport found its routes in Munich, Germany, where the Eisbach river carves through a city park and a man-made balTier creates the now world famous wave. It has caught on here in the United States too, with river waves intentionally being constructed in places like Idaho, Oregon, and Colorado. When those summer rains do come, I think the rapids on the south side of the 54th street bridge could make for an excellent wave right in the heart of the Twin Cities. This could become a great resource not only for the city, but for the surrounding area. I've linked a few videos and articles about artificial wave construction and parks below, the most important being the last to show that it is, indeed, possible! Best, Mike 1 River surfing in Munich, Gen 'any: https://www.youtube.com/watch?v=Pz2bdm2imcY Bend, Oregon, whitewater park: http://www.bendparksandrec.org/bend-whitewater-park/ Denver, Colorado whitewater park: https://rootsrated.com/denver-co/white-water-paddling/platte-river- confluence-whitewater-park An Edina native surfing the 54th st. bridge: https://www.youtube.com/watch?v=6U3c1B8emk4 2 Janet Canton From: Lynette Biunno on behalf of Edina Mail Sent: Tuesday, September 19, 2017 8:22 AM Subject: FW: Arden Park Good morning, This message has been forwarded to the Mayor and Council members. Lynette Biunno, Receptionist 952-927-8861 I Fax 952-826-0389 IbiunnoEdinaMN.ciov I EdinaMN.gov From: tgholmes@juno.com [mailto:tgholmes@juno.com] Sent: Monday, September 18, 2017 10:42 PM To: Edina Mail Subject: Arden Park Dear Honorable Mr Hovland and Council Members: Thank you for holding the public meeting on the Arden Park Proposal. It was good for all of us to hear the pros and cons to the issue. I was bothered that the Minnehaha Creek Watershed District was given so much time to present, and given a lot of time afterwards to rebut the citizens objections to their proposal, without the citizens able to also counter their rebuttal. Here are four of my thoughts regarding the evening's comments: 1. The elephant in the room: The health of the aquatic community in Arden park is more tied to the flow level of the the creek than to the presence of a dam at 54th street. This is controlled by the Watershed district itself at the Grays Bay dam. When asked, they diverted attention from this fact by discussing other issues of stream bed flow. If they wish to improve the health of the aquatic community, what is their plan for ensuring adequate water flow levels from Lake Minnetonka during periods of low water levels on Lake Minnetonka? After all, the Grays Bay dam must also cause all the same dam problems the 54th street dam does. Should the Grays Bay dam be removed to restore more natural flow levels? 2. The real dam is 54th street itself: Arden Park is a flood plain between two narrower valleys. 54th street is actually a block long earthen dam with a spillway under the bridge. Removing the concrete rapids before the bridge will not change the hydraulics and erosion below the bridge during high water events, and will not change the flooding and wet paths and wet grass above the bridge during these events. The watershed district agreed with this during the public meeting. I walked the park this weekend and it was totally dry, with enough waterflow over the rapids to keep twenty canoers and kayakers happy. Removing the 4 foot rapids would lower the levels further, killing the weeping willow trees at the dam, and likely killing fish in the winter due to very low water levels. 1 3. The local paddling community has not been involved: I count myself as one of the paddlers. The watershed district admitted this whole project began after the many public meetings regarding the 54th street bridge, where the consensus was strongly against removal of the current dam. The Watershed District claimed to have contacted local paddlers, but admitted at the meeting they had contacted one person living in Maryland who hadn't even been to Arden Park. The twenty paddlers I talked to on Saturday at the dam had come from around the city just to run that section of the creek. They had no idea that the city is planning to remove the falls. There were also five fishermen below the falls, as there are most weekends. 4. Most of the pro arguments related to appearance: We all agree that the park needs updating. Buckthorn needs removal. The paths could be raised, with better drainage from the fields. The warming house could be improved to provide better year round amenities. One council member doesn't like the cracked concrete on the dam. It sounded like some want a more manicured park. This would make it look more like the Methodist creek redesign. I know I don't want that manicured look across from my house. I don't think the current animal residents of Arden Park want that either. These maintenance issues could all be done much cheaper than the current proposal, without the destruction of the trees and park that all of us cherish. Why is the watershed district so fixed on the idea of removal of the dam? Especially when the original meetings stated the desire to keep the dam? Is there some hidden agenda or secondary gain to the project managers? What is their relationship to the current contractors? Why were they less than truthful about the paddling community contacts, or the re-purposing of trees or even the number of trees to be cut? 5. Bald Eagle habitat: It was mentioned that the Bald eagles have returned to the Park. They, as well as owls, begin nesting in February, when the construction is to begin. Has an Environmental Impact Statement regarding the protected species been perfolined? I believe the park could be improved cheaper and without removal of the dam and loss of so many trees. I believe property values will fall due to this proposed project. I believe Arden Park would take decades to recover after this proposed project. After considering both sides of this proposal, I am urging you to vote NO. Todd Holmes, MD 57 year Arden Park resident 2 Janet Canton From: Lynette Biunno on behalf of Edina Mail Sent: Monday, October 02, 2017 9:32 AM Subject: FW: A bitter elegy for Arden Park Good morning, This message has been forwarded to the Mayor and Council members. Lynette Biunno, Receptionist ).,) 952-927-8861 I Fax 952-826-0389 Ibiunno@EdinaMN.gov I EdinaMN.gov From: Steve Timmer [mailto:stimmer@planetlawyers.com] Sent: Sunday, October 01, 2017 10:15 AM To: Edina Mail Subject: A bitter elegy for Arden Park Lynette, would you forward this please? Thanks, Steve Mr. Mayor and Members of the Council, I have several observations about the meeting on the 19th, when action was taken on Arden Park. 1. In spite of all the cautions, caveats, and promised check-ins by the MCWD and staff— although the MCWD is clearly in the driver's seat — it was obvious to me that the deal was really consummated that evening. Director Kattreh's lack of enthusiasm for dealing with residents on this project again was palpable. 2. But even if the MCWD's Great White Whale —the 54th Street dam — is removed, there are multiple ways to accommodate the necessary grade chance without the fanciful, ahistorical, park-gobbling, and potentially dangerous "meanders." I even suggested one a few years ago in connection with the rebuilding of the street and bridge. In recent days, someone sent me another one. This is the west branch of Lac qui Parle River at Dawson, Minnesota, designed by our DNR: 1 om CHES'NUT STREET Re, opus J.-1--1(20 --I HEST BRANCH _ AKE Ri \k-R :et LAc QUI P _ Ita.4 (3/2/121) Inn - 10329 (2/2/2242 9091ACCmu (CLASS I) ADA 90mM • KAWC99( -- Q, Ct-lo 10 I 20 , I /ii AUA Act I I ¨ ;00(WAY WOO C 2202,202 10229:1•4390LK(2 LCCADC922 UPSTRLAte tY DAL Design planview (Shane Rustin, MN DNR) nowt (mo i) 9( This looks a little like what I had in mind, although it is wider and the grade change is 8', not 4'. It would also be possible to place two or three small grade changes along the course of the creek through Arden Park without "meandering" it. 3. You will recall, though, that the MCWD's consultant, Jonathan Kusa, deflected questions by Councilmember Fischer at the meeting in August, and by Mayor Hovland at subsequent meetings, about such a solution. 4. This project has been infected with what I think is the intentional misuse of language, such as "restore" and "re-meander," when in fact it is itself a completely manufactured solution. As Jim Grotz and I demonstrated at the early September council meeting, the historical record is clear that the creek has run quite straight along or near the bluff on its west bank through Arden Park as long as there are records. Here is a 1898 plat map of the area that would become Arden Park. The Stansfield farm is where the park is today. 2 Here is a 1952 USGS topographical map. Beyond these graphics, you have to ask yourselves, though, if we are "re-meandering" the creek and "restoring" its path, why on earth is it necessary to remove 90+ large trees — and never mind the many, many smaller ones even slightly less than 8" in diameter that didn't make the measurement cut — to do that. It appears that many of the larger trees are 100 years old, and the oldest and largest perhaps 140 years old. Among other things, that is evidence to me that the creek's course has been pretty stable at least back to the Civil War, and probably much longer. Parenthetically, the only material changes to the creek's path since the plat map above were to sharpen a bend near 50th Street to allow the street to be straightened, and the curve just above 54th Street where the bluff on the west side had to be cut down to accommodate a road without building a trestle bridge. (This is why the hill is so steep leaving the bridge westbound.) 5. It was a "tell" to me that the MCWD's Renae Clark said on September 19th, after the MCWD had been saying "90 (large) trees" all along, fudged and said "80 to 90 (large) trees." (We can go to the tape if you don't remember that.) But just as before, she made no commitment as to how many trees would be taken. She was obviously trying to soft peddle the tree loss. 6. A few weeks ago, I sent an email to Ms. Clark asking if the "Great Lawn" (set to be the Lesser Lawn if this project is done) had been a wetland, as the land to the south of it on the east bank is. She didn't answer my question, but parroted the talking point that lowering the creek would dry out the lawn. But just a little thought renders that idea unlikely. At the top of the park, where the wet lawn is, the creek would only be lowered a foot or two. The idea this would lower the water table to dry out the park borders on ludicrous. The groundwater in the park comes from rain that soaks into the ground, both in the park, and which migrates in a continuous plume off the higher ground surrounding the park. If this enormously disruptive and disfiguring project is done, and the lawn does not dry out, you know who will get the calls don't you?Just a hint: it won't be the MCWD. 3 There were many more speakers against the project than for it at the public meeting. Councilmember Brindle says that phone and email comments to her were split about fifty-fifty. Based on the fact that many of the pro- project speakers at the meeting (again, we can go to the tape) were concerned mostly about the wet lawn and playground and were under the illusion that the project would solve the problem — an illusion promoted by the MCWD — I believe there is a considerable prospect for disappointment among our residents. No one from the staff or the MCWD suggested to the council the old Iowa farmer's trick for drying out the lawn, either: drain tile. You'd have to filter the draining water before it entered the creek, but that wouldn't be so hard, and it would be cleaner than street runoff or the effluvium from the Methodist Hospital campus (which enters the creek via sump pumps), anyway. 7. There was sentiment expressed by the council that the project had gone so far there was no turning back. But just an observation: when you are on the road to Perdition, you don't press on; you turn back. Having the staff and MCWD "check in" with you at the 30, 60, and 90% mark is no solution. If we're past the point of no return now, think about 30 or 60% from now. If you can't imagine the MCWD standing before you at some point in the future, heaving a huge sigh of regret for dramatic effect, and saying, "Mayor, Council, we just couldn't save any trees," I submit that you aren't paying attention. I think that is what will happen. By that time, you will all be well and truly stuck. And then the people who aren't paying close attention to this, and that includes most people, I suspect, will be horrified at the denudement of the of the little, old hardwood forest. I will close by observing that sometimes, my friends, as elected officials, you have to dance with the ones what brung you. Steve 4