HomeMy WebLinkAboutSeptember 25, 2018 Meeting PacketAgenda
Human Rights and Relations Commission
City Of Edina, Minnesota
City Hall, Edina MN
Tuesday, September 25, 2018
7:00 PM
I.Call To Order
II.Roll Call
III.Approval Of Meeting Agenda
IV.Approval Of Meeting Minutes
A.Minutes: August 28, 20118
V.Community Comment
During "Community Comment," the Board/Commission will invite residents to share relevant issues
or concerns. Individuals must limit their comments to three minutes. The Chair may limit the
number of speakers on the same issue in the interest of time and topic. Generally speaking, items
that are elsewhere on tonight's agenda may not be addressed during Community Comment.
Individuals should not expect the Chair or Board/Commission Members to respond to their
comments tonight. Instead, the Board/Commission might refer the matter to sta% for
consideration at a future meeting.
VI.Reports/Recommendations
A.2018 Work Plan Updates
B.2019 Proposed Work Plan Development
VII.Chair And Member Comments
VIII.Sta. Comments
IX.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli3cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: September 25, 2018 Agenda Item #: IV.A.
To:Human Rights and Relations Commission Item Type:
Minutes
From:Sharon Allison, Executive Assistant
Item Activity:
Subject:Minutes: August 28, 20118 Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Approve minutes of August 28, 2018.
INTRODUCTION:
ATTACHMENTS:
Description
Minutes: August 28, 2018
Draft Minutes☒
Approved Minutes☐
Approved Date:
Minutes
City Of Edina, Minnesota
Human Rights and Relations Commission
Edina City Hall, Community Room
August 28, 2018 7:00 p.m.
I. Call To Order
Chair Nelson called the meeting to order at 7:05 p.m.
II. Roll Call
Answering Roll Call: Commissioners Arseneault, Nelson, Kennedy, Meek, Epstein, Edwards,
Edelson, and Beringer.
Commissioner Stringer Moore arrived at 7:10 p.m.; Commissioner Meek arrived at 7:30 p.m.
Absent: Commissioners Mangalick and Sinha.
Staff Present: MJ Lamon and Sharon Allison.
III. Approval of Meeting Agenda
Motion by Commissioner Edwards, seconded by Commissioner Kennedy
approving the meeting agenda for August 28, 2018. Motion carried.
IV. Approval of Meeting Minutes
Motion by Commissioner Kennedy, seconded by Commissioner Edelson,
approving the July 24, 2018, amended minutes. Motion carried.
V. Community Comment – None.
VI. Reports and Recommendations
A. 2018 Work Plan Updates
Sharing Values, Sharing Communities:
Community Conversation on Mental Health, Oct. 11: Commissioner Edelson reported
five panelists were confirmed; still to be done were organizing food, and confirming
moderators including student moderator.
Comprehensive Plan Rewrite
Commissioner Kennedy reviewed the plan and suggested several edits. Commissioners
Arseneault, Edelson and Meek volunteered to assist with rewriting the plan.
B. 2018 Tom Oye
1. Nominations due week of Oct. 17 (to meet HRRC packet deadline)
2. Oct. 23 HRRC selection process
Draft Minutes☒
Approved Minutes☐
Approved Date:
3. No changes to the evaluation criteria
4. Eligibility to remain the same, including ability to nominate an entire committee or
task force
5. Online and paper nominations; remove maximum words for essay; do not include
information on award recipients in the program
6. Advertise on social media, bulletin boards (poster), next door, etc.
7. Continue to list past recipients on the City’s website
Motion by Commissioner Kennedy, seconded by Commissioner Nelson, to revise
texts, set nomination due date to Oct. 17, including entire committee and task
force, and to select nominees at Oct. 23 HRRC meeting. Motion carried.
C. Bias Offense Response Plan:
Commissioner Kennedy made minor edits to the Plan; however, after discussion, the
HRRC agreed rewrite the entire plan.
Motion by Commissioner Nelson, seconded by Commissioner Meek to conduct
an extensive evaluation of the Bias Offense Response Plan in lieu of making
minor edits at this time. Motion carried.
D. 2019 Work Plan Development
1. Bias Offense Response Policy – review and rewrite (Commissioner Kennedy as lead)
2. Age Friendly Edina (Commissioners Beringer and Edelson as lead with Edwards
assisting)
3. Partnership with the Edina School District (Commissioner Meek as lead)
4. Race & Equity (HRRC to provide annual report in 2020; name a public facility after
Yancey family; staff to consult with HRRC on developing materials using racial equity
lens; and there may be other items that the HRRC will assist with).
5. Other ongoing items to transfer from 2018 to 2019, e.g. Sharing Values, Tom Oye,
etc.
HRRC to finalize work plan items by September for inclusion in the October packet. Chair Nelson
volunteered to meet with the new affordable housing manager Stephanie Hawkinson to see how the
HRRC could help.
VII. Chair and Member Comments
Commissioner Stringer Moore said she was hosting a 2018 Conquer + Connect event, Sept.
21-23 and invited commissioners to attend.
Draft Minutes☒
Approved Minutes☐
Approved Date:
Commissioner Kennedy invited commissioners to attend workshop on German Citizenship
for Holocaust Survivors – and Challenges of Statelessness Today, Sept 25. Attendees earn
two CLE credits.
Chair Nelson attended a program at the Equity Innovation Center, downtown YMCA, on
understanding unconscious bias and how we connect with them.
VIII. Staff Comments
None.
IX. Adjournment
Motion by Commissioner Arseneault to adjourn the meeting. Seconded by
Commissioner Edelson. Motion carried.
Meeting adjourned at 8:13 p.m.
J F A(3) A(24) M J J A S O N D # of Mtgs. Attendance %
Meetings/Work Sessions 1 1 1 1 1 1 1 1 8
NAME
Arseneault, Pat 1 1 1 1 1 1 1 1 8 100%
Nelson, Jim 1 1 1 1 1 1 1 7 88%
Kennedy, Ellen 1 1 1 1 1 1 1 1 8 100%
Stringer Moore, Jasmine Brett 1 1 1 1 1 5 83%
Meek, Michelle 1 1 1 1 1 1 1 1 8 100%
Epstein, Michael (Ep-Steen)1 1 1 1 1 1 6 100%
Edwards, Cindy 1 1 1 1 1 1 1 1 8 100%
Edelson, Heather 1 1 1 1 1 1 6 75%
Beringer, Catherine 1 1 1 1 1 1 1 7 88%
Moss, Tia (Student)0 0%
Waldron, Shin Bee (student)1 1 1 1 4 50%
HUMAN RIGHTS & RELATIONS COMMISSION
Date: September 25, 2018 Agenda Item #: VI.A.
To:Human Rights and Relations Commission Item Type:
Report and Recommendation
From:MJ Lamon, Project Coordinator
Item Activity:
Subject:2018 Work Plan Updates Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
2018 Work Plan Initiatives to discuss:
1) Sharing Values, Sharing Communities (Edelson)
2) Tom Oye Award (Edwards/Arseneault)
3) Comprehensive Plan Draft Human Rights Chapter (Arseneault/Edelson/Meek)
ATTACHMENTS:
Description
2018 HRRC work plan
Draft Affordable Housing Chapter
Approved by City Council 2017.12.05 Commission: Human Rights and Relations Commission 2018 Annual Work Plan Proposal Initiative # 1 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☒☒☒☒ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility April 2018 ☒ Funds available Funds are available for this project. ☒ Staff Liaison: Hrs__10 ☒ CTS (including Video) ☐ Other Staff: Hrs_____________ Tom Oye Award (Martin) ($75 for plaque + possible cost for new printed materials) • Coordinate recognition • Track nominations • Update website ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Progress Report: Scheduled to be awarded at the City Council’s December meeting. Committee has been formed. Initiative # 2 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☒☒☒☒ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility August 2018 ☐ Funds available Funds are available for this project. ☒ Staff Liaison: Hrs__8 ☐ CTS (including Video) ☐ Other Staff: Hrs_____________ Bias Offense Response Plan • Review and update, if needed, annually ☒ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Progress Report: Typically this is done over the summer months, and a committee has been formed. We have had only one communication meeting with the Edina police department over a potential bias offense this year, so no substantive experience to justify major changes in the plan.
Approved by City Council 2017.12.05 Initiative # 3 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☒☒☒☒ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility October 2018 ☒ Funds available Funds are available for this project. ☒ Staff Liaison: Hrs__10 ☒ CTS (including Video) ☐ Other Staff: Hrs_____________ Sharing Values, Sharing Communities (Edelson/Meek): Commission will coordinate 1 or 2 annual community events. ($300 for marketing materials and refreshments, depending on event) • Topic to be determine by commission • Event Coordination • Communications/Marketing ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Progress Report: Committee is putting together a program on mental health issues. Initiative # 4 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☒☒☒☒ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility April 2018 ☒ Funds available Funds are available for this project. ☒ Staff Liaison: Hrs__15 ☒ CTS (including Video) ☐ Other Staff: Hrs_____________ Days of Remembrance ($75 for printed materials, $100 for refreshments) • Speakers and focus to be determined by commission • Event coordination • Communications/Marketing ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Progress Report: Very successful – estimated about 140 attendees. Survey results – we need to keep doing this – and kids need to know about the history.
Approved by City Council 2017.12.05 Initiative # 5 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☒☒☒☒ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility December 2018 ☐ Funds available Funds are available for this project. ☒ Staff Liaison: Hrs__10 ☐ CTS (including Video) ☐ Other Staff: Hrs_____________ Comprehensive Plan • Assist with reviewing and updating of the 2018 Comprehensive Plan ☒ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Progress Report: We submitted comments on all of the sections of the comp plan and also suggested a separate section dealing specifically with human rights. We await further review of draft plan when it is prepared. Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like to work on them in the current year, it would need to be approved by Council.) 1. Partnership with School District 2. Affirmation of Edina, as a Human Rights City, as a Welcoming Community for all residents, including immigrants and refugees. Proposed Month for Joint Work Session (one time per year, up to 60 minutes): ☐ Mar ☐ April ☐ May ☒ June ☐ July ☐ Aug ☐ Sept ☐ Oct ☐ Nov Council Comments:
Page 1
I. Housing
Chapter Highlights
• The housing vision for Edina will guide policies related to housing affordability, choice,
quality, and community context.
• Affordability will remain a central issue and challenge for Edina in the coming years, as it
seeks to provide a range of housing options to meet the needs of Edina residents at all
life stages and income levels.
• The City of Edina has taken proactive steps regarding affordability via its Housing
Succession Plan and the subsequent adoption of its Affordable Housing Policy, but
evaluation is needed to determine if this is sufficient.
• Changing needs and preferences in Edina regarding housing type, size, style, and location
will have implications both in areas of change and areas of stability citywide.
• Interactions between housing and other community elements (including schools,
employers, transportation, parks, retail and services, etc.) are critical to the long term
sustainability of the community.
Introduction
Housing and residential neighborhoods provide a core part of the identity of Edina for its residents, in
terms its role providing basic shelter, community character, livability, a means of wealth creation, and
proximity to jobs, services, and amenities. Likewise, housing policy for the city has shaped how housing
has grown, what it looks like, how property is valued, and even who lives here.
Although the housing patterns throughout Edina have been largely established for decades, they are not
static. The high land values that characterize this community have attracted continued investment in
properties – from extensive renovation to teardowns to larger scale infill development. This reflects the
changing needs and preferences of residents, as well as the need for thoughtful guidance for change.
This chapter provides an overview of (1) existing housing conditions, (2) discussion of future housing
needs including the need for affordability, (3) goals and policies, and (4) an implementation plan.
Edina Comprehensive Plan
Housing Chapter 082218 Draft
Page 2
Current Conditions
Past and Future Growth
Population and housing growth trends in the City of Edina help
define both the current housing stock and future growth
opportunities. Forecasts included here were produced by the
Metropolitan Council through the regional planning process.
Historically, Edina grew primarily east to west, starting in the late
1800’s. Since the early 1980’s, it has been largely built out – with
new housing primarily being constructed as infill projects within
existing neighborhoods and in redevelopment areas. Population
trend data shows this. Over the 50-year period from 1960 to
2010, the population of Edina increased approximately 68%. The
vast majority of this growth was within the first two decades –
from 1980 to 2010, it only grew 4%.
The Great Recession (2007-2009) impacted Edina’s housing
market, as it did others throughout the nation. The rate of
additional of housing units slowed, and housing values declined.
However, consistent with its strong overall position, Edina was
impacted less severely than many other communities and
recovered faster. Since then, there has a significant increase in
growth, responding to both the city’s strong market position and
pent-up demand. Consistent with this, the population is forecasted
to grow 15% between 2010 and 2040.
In contrast to population, the number of households (and
consequently the number of housing units) have grown much
faster. From 1960 to 2010 they increased 168%, and increased
15% since 1980. They are expected to grow 23% between 2010
and 2040. This demonstrates a declining household size during
that time period – going from 3.69 people per household in 1960
to 2.31 in 2010. This trend is more widespread than just Edina,
reflecting an overall decrease in family size, with people having
fewer children on average. The end effect is that it takes more
housing units to house the same number of people as it did in the
past, particularly as much of new housing being constructed in the
city is small multifamily units which tend to have fewer people per
household than single family detached units.
What is Affordability?
This plan uses the definition of
affordability used by the
Metropolitan Council for developing
and tracking affordable housing
allocations.
Affordability is based on a
percentage of Area Median Income
(AMI), the midpoint of the Twin
Cities region income distribution.
Low income affordability is defined
at three levels:
• Extremely low income (30%
of AMI)
• Very low income (50% of
AMI)
• Low income (80% of AMI)
This is further broken down by
household size. The US Department
of Housing and Urban Development
has calculated levels of affordability
based on these criteria. For
example, as of 2018, a four-person
household is considered extremely
low income if its household income
is below $28,300 per year.
One consideration is that Edina’s
median household income is actually
significantly higher than the regional
AMI, which compounds issues with
the availability of affordable housing.
Edina Comprehensive Plan
Housing Chapter 082218 Draft
Page 3
Source: US Census and Metropolitan Council
Factors Contributing to Housing Growth
The Community Profile chapter provides an overview of demographic and economic factors
contributing to growth and change in Edina. Implications for housing are summarized below:
Demographic Changes
Demographic change in Edina in recent years has been characterized by three main factors:
• Aging population
• The strong draw to the area by households with school-aged children.
• Continued increases in racial and ethnic diversity
The median age in Edina is older than in surrounding communities, and the percentage of residents over
65 has been increasing for decades – particularly relative to the percentage under 20. Currently, the
percent of 65+ residents is more than 20% of the population, and the median age is 46.7. With a
growing percentage of residents in the 45-64 age cohort, this is only expected to increase over time.
However, a limiting factor for the growth of the 65+ population could be the availability of appropriate
and affordable senior housing options, as residents continue to age in place and need to move from their
existing single family housing.
The appeal of the area the families with school-aged children is tied closely to the strength of the Edina
Public Schools – which draws its student body not only from residents, but also from the surrounding
communities via open enrollment. As a result, while the median age of the population continues to
increase, the number of children has as well. The population under 20 has increased since 2000, both in
absolute terms and as a percentage of the population, and currently is around 25% of the population.
While not above statewide averages, it is notable for Edina, particularly considering the strong growth at
the other end of the age range. Additionally, compared to other communities, the married couple
household type is large and growing percentage of overall households. A limiting factor in
28501
44046 46073 46070
47425 47941
51804 51900 54600 55100
7723
13005
17961 19860 20996 20672 22309 22900 24700 25400
0
10000
20000
30000
40000
50000
60000
1960 1970 1980 1990 2000 2010 2016 2020 2030 2040
Edina Population and Households
Population Households
Edina Comprehensive Plan
Housing Chapter 082218 Draft
Page 4
accommodating this demand could be the availability of affordable housing options for young families
seeking to become established in Edina. Some declines in young adult populations could reflect this.
Racial and ethnic diversity has increased gradually but steadily for decades. While still a fairly small
percentage of the population, it is growing – and is likely to continue to grow, given regional forecasts
for demographic change. Evidence suggests that the youngest generations are typically more diverse than
older ones. While the overall percentage of people reporting minority status in Edina is 13.5%, it is 24%
of Edina Public Schools students, an increase of over 10% in the last ten years. International immigrants
moving to Edina are also more likely to be both young and diverse, compared to the native born
population.
Housing Stock
The city has a diverse housing mix that appeals to a variety of household types. The majority of the
housing stock (57%) are single family detached units, with the remainder being single family attached and
duplex (7%), multifamily with 3-19 units (6%), and multifamily with 20+ units (31%). The substantial
percentage of the multifamily housing stock in larger buildings reflects the fact that most multifamily is
concentrated in a few higher density locations – such as the Greater Southdale area – where guidance
and land values support larger scale development.
Much of the housing stock in Edina is aging: over half of the housing stock (55%) was built in the 1960s
and earlier, so is approaching 50 years old. As housing stock ages, continued investment is needed to
address maintenance needs as well as changing tastes and preferences. Housing condition and building
permit data suggests that this is for the most part happening: the vast majority of housing in the city is of
average or better condition, and many properties have been substantially upgraded over the years.
Housing Market
The housing market in Edina has been consistently strong over the years. The housing stock is
high valued compared to the rest of the region, and has retained that value over time. In 2016,
the median home value in Edina was over $424,000, compared to $220,000 regionally. Like the
rest of the regional and national housing market, Edina saw declines in sales prices and volumes
during the recent recession (2007-2009). However, median housing sales prices in Edina
recovered and exceeded pre-recession levels by 2015 – a year earlier than the Twin Cities region
overall. This points to the fact that the impact was less, and the recovery quicker, than the
market overall.
The housing market in Edina is not always the hottest in the region in terms of time on the
market and sales above asking price. That reflects in part the fact that there are fewer buyers per
available property for higher priced offerings. While there is still strong demand for housing in
Edina, other nearby communities with more moderate prices (such as Richfield and Hopkins) may
see more dynamic housing markets.
Edina Comprehensive Plan
Housing Chapter 082218 Draft
Page 5
Source: Minneapolis Area Association of Realtors
The rental market is similarly strong. Particularly post-recession, there has been pent up demand
for new rental properties, resulting in a wave of new construction of multifamily rentals. Median
rents in Edina are above regional medians as well: $1,280/month compared to $980/month, based
on 2016 numbers. The average rent of apartments that currently are available for rent may be
significantly higher (perhaps $2,500 or more), as it reflects the newest units which tend to be
higher priced. Like much of the market, rental vacancy rates are low, in the 1-3% range, thought
this will likely change as more units are constructed.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Median Home Sales Price
Edina Twin Cities
Edina Comprehensive Plan
Housing Chapter 082218 Draft
Page 6
Housing Units and Affordability
Housing affordability is one of the most important factors related to the housing stock. Broadly defined,
affordability means that the intended residents are able to pay for the cost of housing without expending
a disproportionate share of their income (generally greater than 30%). In practice, the City focuses on
policies and interventions regarding affordability for low income households, as they typically have the
most challenges in finding affordable options. The definition of affordability for low income households
can be found in the box on page XX.
There are several main categories of affordable housing, detailed below:
• Subsidized housing. These units received some sort of subsidy for construction and/or
renovation, with the criteria that rents are limited to be affordable to households at or
below 80% of area median income. Properties meeting these criteria are included in
Table XX.
• Naturally Occurring Affordable Housing (NOAH). These are units with rents
typically below market, but not due to any policy or regulation. They are a substantial
percentage of the affordable housing stock in the Twin Cities. However, as they are not
protected, their values and rents can rise depending on property and market conditions.
There is no official tally of these in the area.
• Senior housing. While most affordable housing cannot be restricted based on
demographics of residents, senior housing is an exception. This housing has age guidelines
for residents, and often features appropriate supporting services – ranging from optional
programs to full service.
• Supportive housing. Supportive housing integrates services with housing. It is typically
targeted at vulnerable groups, such as people with disabilities, people experiencing
homelessness, or people dealing with addictions or having other specialized medical
needs.
Table XX contains a summary of current housing data. In 2016, Edina contained about 23,510 housing
units, 60% of which were single family and 40% of which are multifamily. Most homes are owner
occupied (72%). The percentages of multifamily and rental have been increasing gradually, reflecting a
fairly static inventory of single family homes versus growing multifamily infill development.
According to Metropolitan Council housing data, about 32% of housing units in Edina are affordable to
households with incomes at or below 80% of area median income (AMI). While this is a substantial
number, it is significantly below the countywide average of 63%. Additionally, according to the US
Census, around 29% of all households in Edina are cost burdened, meaning they spend more than 30%
of their income on housing costs.
There are 560 publicly subsidized affordable housing units currently in Edina, most of which are for
seniors. Table ## provides additional detail as to the specific developments which include these units.
Edina Comprehensive Plan
Housing Chapter 082218 Draft
Page 7
Table # – Housing Conditions in 2016
Housing Units Number % of Total
Housing Units
Total 23,510 100%
– Owner Occupied 16,880 72%
– Rental 6,630 28%
– Single Family Homes 14,177 60%
– Multifamily Homes 9,333 40%
Publicly Subsidized
Total Subsidized 560 2.4%
– Senior Housing 393 1.7%
– Housing for People with Disabilities 0 0.0%
– All Other Publicly Subsidized Units 167 0.7%
Affordable Units
Housing Units affordable to households with incomes at
or below 30% Area Median Income (AMI) 1,351 6%
Housing Units affordable to households with incomes
between 31 and 50% Area Median Income (AMI) 2,254 10%
Housing Units affordable to households with incomes
between 51 and 80% Area Median Income (AMI) 3,920 17%
Total Affordable Housing Units at 80% AMI and
below 7,525 32%
Source: Metropolitan Council
Edina Comprehensive Plan
Housing Chapter 082218 Draft
Page 8
Table XX: Subsidized Affordable Housing in Edina, 2016
Name and Location Description Eligibility Funding
66 West
3330 W 66th Street
39 affordable units
supportive housing facility
– 39 studio apartments
Young adults
experiencing
homelessness at
or below 30%
AMI
City, County,
MHFA, MEF, FHF
Crossroads of Edina
5515 Oak Glen Road
26 affordable units in 64
unit apartment building –
4 1-bedroom and 22 3-
bedroom
Families at or
below 30% AMI
HUD Section 8
(PBA); MHFA
Edina Lodge
6312 to 6314 France Ave S
6 affordable units in
duplexes and triplexes 60% AMI MHFA
Interlodge
5141 William Ave
6 affordable units in
duplexes 30% AMI County and MHFA
South Haven
3400 Parklawn Ave
100 affordable
apartments, 1-bedroom
Seniors at or
below 30% AMI
LIHTC, HUD
Section 202
Summit Point/Woodhaven
5010 Summit Ave
29 affordable apartments,
1-bedroom
Seniors at or
below 30% AMI
LIHTC, HUD
Section 202
Yorkdale Townhomes
W 76th St & York Ave S
90 affordable units: 10 1-
bedroom, 56 2-bedroom,
20 3-bedroom, 4 4-
bedroom
Families at or
below 30% AMI
LIHTC, County,
MHFA
Yorktown Continental
7151 York Ave S
264 affordable units, 262
1-bedroom, 2 2-bedroom
Seniors at or
below 30% AMI LIHTC, MHFA
Source: Housing Link
As shown in Table XX and the following chart, the percentage of households that are experiencing
cost burden has gradually risen since 1990, reaching the greatest proportion in 2010. The trend is
mixed: the percentage of renters experiencing cost burden has been slowly decreasing since 1990 while
the percentage of owners experiencing cost burden has fluctuated over the past 3 decades. Of all cost
burdened households in Edina, about 10% of households spend 50% or more of their household income
on housing, which is qualifies as severe housing cost burden.
It is important to note that cost burden is also present in households making greater than Area Median
Income, which explains the gap between percentages presented in Table XX (for cost burdened
households making 80% or less of AMI) and figure below. Roughly 9% of households making at least 80%
AMI ($75,000 or more) experience cost burden.
Edina Comprehensive Plan
Housing Chapter 082218 Draft
Page 9
Table # - Households Experiencing Cost Burden, 2016
Category Households
in Bracket
Percent of Total
Households
Existing households experiencing housing cost
burden with incomes below 30% AMI 1,328 6%
Existing households experiencing housing cost
burden with incomes between 31 and 50% AMI 1,228 5%
Existing households experiencing housing cost
burden with incomes between 51 and 80% AMI 1,341 6%
Source: Metropolitan Council, US Census
Source: Metropolitan Council, US Census
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
1990 2000 2010 2015
Percent of Households Experiencing Cost Burden
All Households Owner Households Renter Households
Edina Comprehensive Plan
Housing Chapter 082218 Draft
Page 10
Edina Comprehensive Plan
Housing Chapter 082218 Draft
Page 11
Affordable Housing Goals
Affordable housing is a primary concern in Edina, particularly given the high property values that tend to
push housing prices out of the reach of many households. The Metropolitan Council has recognized that
affordable housing is a regional issue, and has allocated forecasted affordable housing needs to each
community. One of the primary factors used in assigning these forecasts was the presence of low wage
jobs, a primary source of employment for residents of lower cost affordable housing. Edina’s allocation
was influenced by the fact that it has a high ratio of jobs to affordable units currently. This suggests that
employers in this area may have trouble finding all the workers they need for these jobs, and workers
may have trouble finding housing near where they work.
Being cost burdened is not uniquely associated with low income households. Cost burden can effect
households at virtually all income levels, depending on the relative cost of housing. And all housing has
been subsidized at some point through public investment in community building, services, and
infrastructure – not to mention mortgage programs and terms that making homeownership more
accessible. Nevertheless, the focus of this plan will be on lower income households, since the need and
the lack of options are strongest in that category.
Edina has had relatively few units affordable to low income households added over the past decade.
However, some were added in 2015 and 2016.
Source: Metropolitan Council, US Census
Housing Performance Scores are a measure of how a community is progressing toward its affordable
housing goals. It reflects the amount of affordable housing constructed over the previous decade, as well
as preservation and rehabilitation of existing affordable housing, housing policies and ordinances, and
characteristics of the existing housing stock. Edina’s 2017 score is 91 out of 100, reflecting both recent
housing development and its affordable housing policy approach.
The Metropolitan Council’s 2021-2030 Allocation of Affordable Housing Need for Edina reflects the
city’s share of the region’s forecasted population that will need affordable housing. According to this
allocation, Edina’s share of affordable housing need is 878 units, noted in Table XX. This represents a
0
5
10
15
20
25
30
35
40
45
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Affordable New Units Added by Year
Owner Renter
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significant increase from the target in the previous comprehensive plan. As the total expected housing
growth for Edina is 1,800 units, this represents a substantial share of overall net new housing as well.
The total is further allocated by three tiers of affordability. These are based on how much households at
certain percentages of Area Median Income (AMI) can pay for housing without becoming cost burdened
– that is, spending more than a third of their income on housing costs. For instance, as of 2018, the
income limits for a four-person household were $28,300 (30% AMI), $47,150 (50% AMI), and $71,900
(80% AMI). These amounts will continue to be adjusted over time.
Table XX – Affordable Housing Allocation Goals
Income Range New Unit Goal
At or below 30 AMI 365
From 31 to 50 AMI 234
From 51 to 80 AMI 279
Total Number 878
Source: Metropolitan Council
The corresponding affordable purchase price for a household at 80% AMI is approximately $236,000. It
is anticipated that the demand for affordable housing will be accomplished through construction of new
subsidized units, participation in land trusts, or subsidized acquisition of existing units.
To meet Metropolitan Council housing plan requirements, Edina has sufficient land to meet its full
affordable housing allocation guided at minimum densities of 8 units per acre and above. However, in
order to make affordable housing financially feasible, issues of height and density may need to be
revisited.
Trends and Challenges
• Addressing the need to provide housing that is affordable across a range of
household types. As a highly desirable community with typically high land values,
affordability is a challenge for Edina. This extends well beyond the lowest income
households, including limited affordability for first time homeowners, young families,
seniors seeking to downsize, and many other groups. Lack of affordable housing prevents
new people from moving into the community, and may prevent existing households from
staying when they face a lifestyle change. This is further emphasized by demographic
changes, in particular the aging of the population, and the fact that wages have not kept
up with inflation and the rising cost of housing.
• Incorporating housing as an integrated element of a complete neighborhood.
Especially in developed communities like Edina, residents are frequently looking for a
location where they can easily access what they need on a daily basis. This includes
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proximity to retail and services, walkable and bikeable routes, connections to parks and
community services, access to transit, and other amenities. In Edina in particular, there is
an exceptionally strong relationship between housing and the school district, which
attracts many residents to the city. Post-recession housing patterns show that particularly
in the case of multifamily development, residents are often looking for these amenities
within walking distance of their home. Additionally, complete neighborhood development
patterns can help reduce the traffic impact of denser housing patterns by accommodating
at least some trips through walking, biking, or transit rather than automobile.
• Accommodating affordability in a high property value community. The high
values of land in Edina complicate the provision of affordable housing in several ways.
There is limited supply of what is known as naturally occurring affordable housing
(NOAH), since most unsubsidized housing in Edina does not qualify as affordable. Also,
acquiring land to preserve or construct housing is so expensive, that even dedicated
resources (such as funds from the inclusionary zoning policy proceeds) are not sufficient
to create impact. Additionally, the factors that contribute to the maintenance of high
values are not accidental. Edina has been mindful for decades of developing a community
that protects and grows value, sometimes to the extent of excluding types of
development or even people. Now is time to change course, to be more welcoming and
inclusive.
• Accommodating development of new housing types that are responsive to
needs but compatible with existing community. As a fully developed community,
any new development will occur within an area with existing character and context.
Particularly when new or different housing types are introduced to meet needs, there is
an interest to ensure it is an asset to the community, and any impacts to surrounding
properties are adequately mitigated. For instance, there has been increased interest in
higher intensity mixed use development in recent years – providing residents with easy
access to retail and services, as well as opportunities to live and work in spaces with
close proximity. High density developments are already present in Edina (formally and
informally), but more are likely to occur. Managing these uses to mitigate any potential
conflicts impacts is important.
• Allowing innovation while maintaining community character. With the changing
ways people are living, working, and using spaces, there will be changes in how land uses
function – both in new and renovated spaces. Edina is frequently on the forefront of
innovative practices, particularly related to sustainability and technology. However, this
will require some flexibility in development standards. One of the goals of innovating may
be to find ways to accommodate missing housing types or to let housing be produced
more affordably. Examples of housing types may include “missing middle” housing options
– a range of multi-unit or clustered housing types compatible in scale with single-family
homes that help meet the growing demand for walkable urban living. Ways to reduce
housing costs could include modular building styles that take advantage of efficiencies in
the construction process.
• Combatting social isolation. While not a housing issue per se, the way people live
their lives now has become more isolated and disconnected than in the past. This has
contributed to any number of societal problems, from political polarization to a rise in
the suicide rate. How do we help connect communities back together through shared
spaces and functions, including accommodating diversity in various forms? This can be
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addressed through how residential areas are designed and built, to support social
interaction and community connectivity.
• Need for housing tools in strong markets. Many traditional public sector
interventions in the housing market were originally designed to work in areas where the
private sector is absent or underperforming. However, these same tools can be effective
in a place like Edina, though they may require creative approaches and partnerships. In
general, Edina needs approaches that are focused on value capture of current and
forecasted growth. The city’s inclusionary housing policy is a key example of this.
Housing Needs and Opportunities
Between 2016 and 2040, it is anticipated that around 3,100 new households will be located in the City
of Edina. This is a substantial increase, given the fact that the city is already fully developed. There have
been several recent studies in Edina which investigate the need for housing in the city. They are
summarized below.
Housing Trends
Edina’s Cities of the Future (2015) report described trends that are shaping the demand for housing in the
city. It envisions a future where housing is integrated into mixed use neighborhoods, better meeting the
needs of smaller households with fewer children, and an aging population. Characteristics of new
housing may include:
• New housing options primarily are provided as attached (multifamily) apartments and
townhouses and small detached lots, with a variety of sizes, uses, and resident types.
• Low rise, high density buildings with smaller apartments that are adaptable to provide
opportunities to work at home, and to meet the needs of people with disabilities.
• Neighborhoods providing walking access to residents, retail, office, culture, entertainment,
restaurants, schools, community centers, and green space.
• Smart buildings and sites ensuring wise resource use with low energy and water consumption,
and integrated recycling and composting systems.
• Outdoor spaces integrating pedestrians, cyclists, playgrounds and ecology.
• Recognition that cars are guests in the streets and are respectful of other users.
The study notes that mixed use neighborhoods are becoming a better match with current and expected
future housing needs than traditional suburban neighborhoods. However, investing in Edina’s single
family housing stock remains popular, as evidenced by the teardown trend. More people are preferring
smaller houses, which are more affordable, and have lower costs for maintenance, energy and water. As
population density increases, and citizens are using their neighborhoods more intensely, there will be a
transformation of streets to spaces shared by automobiles and other uses, more areas will become car
free, and there will be other initiatives that improve safety on the streets. The shift in desired housing,
combined with changes in working modes, means that more people are self-employed and/or work
remotely, this may be from home, a local co-working space or even a coffee shop. People are more
often mixing work and leisure time, and therefore want to work within their community, where they
also recreate and engage in social activities.
Outside of this report, a couple other housing concepts that have been identified during the planning
process include:
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• “Missing middle” housing. This encompasses housing between the scale of low and high densities,
providing both an option to meet needs, and a built form type that can transition between
adjacent districts of different levels of scale and intensity.
• Lifecycle housing. Ensuring there is a full range of housing options for all stages of life, from starter
homes through continuum of care, so people can live their whole lives in Edina as they choose.
Community Priorities
Vision Edina Strategic Vision and Framework and Vision Edina Community Engagement Report (both 2015)
outlines directions for housing from the City’s community visioning process, reflecting community input.
Results are summarized below.
Residential Development Mix
The issue of residential property
development was 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 multifamily options to create more diversity in housing affordability. This
would provide increased options at all stages of life and attract younger residents. It is notable that
residents that were either among the youngest, the oldest, or female were more likely to favor multiple
housing options – whereas middle aged and male respondents were more likely to favor single family.
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,
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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 multifamily 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.
Big Ideas
Bridging between the Vision Edina process and the City’s comprehensive plan update, the Big Ideas
initiative in 2017 looked to draw out some of the major areas of focus that needed to be addressed in
the comprehensive plan.
From the major strategic focus areas identified in the Vision Edina process, Residential Development and
Live and Work (two of the most housing-related ones) were ranked about in the middle of the pack.
Participants were asked to identify Big Ideas associated with each of these focus areas. Those with the
most votes for these two focus areas included:
Residential Development Mix
• Affordable housing that is really life cycle housing; supports the values of equity, balance, and
diversity
• Neighborhoods all need a node. Nodes should all be different.
• Cooperative housing; separate living space that include communal areas such as gardens,
kitchens, gathering spaces
• Affordable single family homes
Live and Work
• Campus grouping jobs and housing with environmental amenities and attention to beauty (low-
scale residential and business)
• Enable live and work nodes attractive to emerging technology and medical device companies
Edina Affordable Housing Policy
As of November 2015, the City of Edina has adopted the following Affordable Housing Policy. The focus
of this policy is on a proactive and inclusionary approach to providing affordable housing in the city.
Background
The City recognizes the need to provide affordable housing in order to maintain a diverse population
and to provide housing for those who live or work in the city. Since the remaining land appropriate for
new residential development is limited, it is essential that a reasonable proportion of such land be
developed into affordable housing units. As such, the City of Edina adopts the following Affordable
Housing Policy.
The Policy
1. This policy applies to all new multifamily developments of 20 or more units that require a
rezoning or a Comprehensive Plan amendment. All new multifamily developments requiring a
rezoning shall be required to be rezoned to PUD, Planned Unit Development.
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2. New rental developments will provide a minimum of 10% of all rentable area at 50% affordable
rental rates or 20% of all rentable area at 60% affordable rental rates as defined below.
3. New for sale developments will provide a minimum of 10% of all livable area at affordable sales
prices as defined below.
4. New rental housing will remain affordable for a minimum of 15 years, and this requirement will
be memorialized by a land use restrictive covenant.
5. Recognizing that affordable housing is created through a partnership between the City and
developers, the city will consider the following incentives for developments that provide
affordable housing:
a. Density bonuses
b. Parking reductions
c. Tax increment financing
d. Deferred low interest loans from the Edina Housing Foundation
e. Tax Abatement
6. It is the strong preference of the City that each new qualifying development provide its
proportionate share of affordable housing, however, the City recognizes that it may not be
economically feasible or practical in all circumstances to do so. As such, the City reserves the
right to waive this policy (only if circumstances so dictate, as determined by the City). In lieu of
providing affordable housing in each new qualifying development, the City may consider the
following:
a. Dedication of existing units in Edina equal to 110% of what would have been provided in
a proposed new development. These units would need to be of an equivalent quality,
within the determination of the City.
b. New construction of units of an equivalent quality within the City at a different site, at
the discretion of the City.
c. Participation in the construction of affordable dwelling units of an equivalent quality by
another developer on a different site within the City.
d. An alternative proposed by a developer that directly or indirectly provides or enables
provision of an equivalent amount of affordable housing within the City.
Goals and Policies
Housing Supply and Community Growth
Goal 1: Accommodate all planned residential growth in the city in a way that supports
planned infrastructure investments and other community goals and assets.
1. Seek to accommodate the total new households projected to locate in the city by the year
2040.
2. Acknowledge the interrelationship between land use and transportation, and support
development of housing in areas accessible to a range of transportation options, including
bicycle, pedestrian, and transit.
3. Recognize that successfully reaching affordable housing goals assists the city in achieving related
community goals, including:
a. Preserving and enhancing the strength of the schools;
b. Maintaining community character and supporting a strong tax base;
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c. Fostering diversity by addressing disparities;
d. Supporting Edina businesses’ ability to remain competitive in regional and global
markets and attract quality employees;
e. Providing lifecycle housing opportunities for community renewal
Housing Affordability
Goal 2: Encourage the development and maintenance of a range of housing options
affordable to residents at all income levels and life stages.
1. Encourage the production and retention of additional affordable housing units to meet the city’s
housing needs and its Metropolitan Council affordable housing need allocation of 878 units.
2. Strive to maintain 20 percent of Edina’s housing stock as affordable, with the goal of increasing
the percentage of single-family homes that are in this category.
3. Promote owner-occupied units over rental units when providing affordable housing.
4. Recognize that housing is a long term investment and promote housing policies that offer
enduring opportunities for medium and low income residents to house themselves, emphasizing
home ownership.
5. Encourage the preservation and maintenance of, and improvements to, existing subsidized and
naturally occurring affordable housing.
6. Support tenant rights to ensure that renters are treated fairly and equitably by landlords.
7. Revisit height and density zoning requirements if needed to make the development of affordable
housing financially feasible.
Housing Quality and Design
Goal 3: Continue to support high quality design of residences and residential
neighborhoods in a way that furthers sustainability and livability, and maintains long term
investment.
1. Provide an attractive living environment and promote housing that is compatible in quality,
design, and intensity within neighborhoods in order to ensure the vitality and health of single-
family and multifamily/mixed-use neighborhoods.
2. Encourage the development of complete neighborhoods that provide a range of daily needs
within walking distance, potentially reducing reliance on cars.
3. Housing should support and be supported by surrounding land uses, traffic patterns, public
facilities, and connections to open space and natural resource features.
4. Increase the appeal of Edina’s housing stock in order to attract new residents and retain current
residents, including providing affordable options.
5. Encourage the use of green and sustainable building materials and methods, to reduce the
environmental impact of residential construction and maintenance.
6. Support healthy housing options through building design and maintenance, as well as walkable
and livable neighborhoods that encourage active living.
Housing Choice
Goal 4: Support the development of a wide range of housing options to meet the diverse
needs and preferences of the current and future Edina community.
1. Promote increased housing opportunities and a diversity of housing types by promoting the
creative and innovative use of land designated for residential/commercial mixed-use while
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complementing the character of existing development and promoting transit use and other
mobility alternatives.
2. Promote a vision of community that is inclusive of a wide range of ages, incomes, abilities, and
other demographics, and offers a wide range of housing options.
3. Promote affordable and workforce housing that includes a wide range of housing prices and
options, based on the principle that those who contribute to the community should have the
opportunity to live here. Also, this housing vision strengthens and reinvigorates community
institutions and makes the city an attractive destination for young families.
4. Promote lifecycle housing to support a range of housing options that meet people’s preferences
and circumstances at all stages of life.
5. Seek to protect and maintain the residential neighborhoods that contain lifecycle housing and
remain attractive to young families.
6. Encourage the retention and expansion of housing ownership options, while also supporting a
balance with ownership and rental.
Implementation Plan
Housing Strategies
General
1. Assign responsibility for implementing all of the housing plan policies, including an annual
progress report.
2. Create a financing plan for implementing all of the housing plan policies.
Housing Choice
1. Promote a program that will assist workers employed within the city to live in the city and
attract new residents to the area.
2. Support senior residents’ housing choices and offer resources to allow the flexibility for senior
residents to age-in-place.
3. Assist neighborhoods in retaining their attractiveness to young families. City programs and
policies can promote such features as housing affordability, sidewalks, and proximity to
recreational amenities that act as magnets to encourage young families to settle in the city.
Affordable Housing
1. Provide active leadership and acknowledge the responsibility to meet affordable housing needs
for residents and its workforce through its land use and fiscal policies.
2. Continue the program of offering assistance to income eligible property owners to rehabilitate
their homes, thus maintaining the condition of the city’s housing stock.
3. Collaborate with public, nonprofit, and private groups in the planning and developing of housing,
especially with those that focus on the provision of affordable housing and other housing the
marketplace does not sufficiently provide.
4. Encourage the development of long-term management strategies for affordable housing, in
cooperation with nonprofit housing organizations, to ensure the continuation of its affordability
features to successive households.
5. Continue to fund and expand financial and technical support of community land trusts that
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provide affordable housing within the city.
6. Expand educational outreach to the community about programs that foster affordability and
maintenance.
7. Address any regulatory barriers that unnecessarily decrease housing affordability without a
counterbalancing benefit to the community.
8. Continue to implement the City’s inclusionary affordable housing policy, and ensure that any
accumulated funds are invested appropriately in expanding affordable housing options.
9. Within appropriate areas and in the context of “give to get” approaches, support densities that
are compatible with providing affordable housing options for residents.
10. Investigate the need for tenant protections, including rental licensure and tracking, tenant
notification requirements, or other approaches.
11. Seek out additional creative funding approaches, such as socially oriented investing models, use
of tax credits and modified forms of tax increment financing, and other alternative financing
structures.
12. Review existing affordability agreements with subsidized housing and use of housing vouchers to
determine status.
13. Create a mortgage assistance program to specifically target income-eligible workers employed
within the city to enable them to live in the city. The City may choose to collaborate with other
organizations to develop this program.
Housing Quality and Design
1. Encourage repairs and improvements to existing single-family homes that extend their useful life,
and ensure that they are designed and constructed in a manner that complements the dwelling’s
character and is compatible with adjacent homes and the character of the surrounding
neighborhood.
2. Maintain and periodically update a citywide survey of housing conditions, to determine where
additional investment may be needed.
3. Continue program of offering assistance to income eligible property owners to rehabilitate their
homes to extend their useful life in a manner that also complements the dwelling’s character and
is compatible with the character of the surrounding neighborhood.
Partners and Programs
The City has many current and potential partners to collaborate in the effort to create affordable
housing in the city. Some of these partners are:
• Edina Housing Foundation. The Edina Housing Foundation (EHF) is a nonprofit corporation
that provides financial assistance to Edina home buyers in an effort to attract new families to the
Edina community. Currently, the main program of the EHF is Come Home 2 Edina, which is
directed towards families and individuals looking for affordable homeownership options in Edina.
This subordinated mortgage loan program provides assistance in the form of a second mortgage,
with options for an interest rate structure. Eligibility is determined based on household income
and assets.
• West Hennepin Affordable Housing Land Trust (WHAHLT) WHAHLT is a nonprofit
community land trust organization originally established by the City of Minnetonka to sustain
and preserve affordable homeownership opportunities for working households. This program
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provides affordable homeownership opportunities using the community land trust model, which
removes the market value of the land from the mortgage equation, thereby reducing the cost of
a home significantly. Since 2007, the City of Edina provided annual funding to the organization to
purchase three properties within the city to create perpetually affordable housing through
WHAHLT’s Homes Within Reach program. Between 2007 and 2017, 12 homes in Edina have
been acquired through this program.
The West Hennepin Affordable Housing Land Trust has a program known as Homes Within
Reach (HWR) in the western suburbs of Hennepin County. HWR offers the opportunity for
people to live in communities in which they work and or reside, creating stable communities and
households, through the advantages of homeownership. By preserving and recycling available
resources, the program maximizes the public and private investment being made in workforce
housing.
• Metropolitan Council. The Metropolitan Council provides access to a number of housing
assistance programs, including those using federal funds.
The Metropolitan Council’s Livable Communities Act (LCA) is a voluntary, incentive-based
approach to help the Twin Cities metropolitan area address affordable and lifecycle housing
needs while providing funds to communities to assist them in carrying out their development
plans. Through funds provided by the Livable Communities Act (LCA), the Metropolitan Council
awards grants to participating communities in the seven-county area to help them remediate
polluted sites, promote compact and connected development and redevelopment and increase
the supply of affordable housing. Funds are distributed through four LCA accounts: Tax Base
Revitalization Account, Livable Communities Demonstration Account, Local Housing Incentives
Account, and Transit Oriented Development.
Through the Metro Housing and Redevelopment Authority (HRA), the Metropolitan Council
also administers a range of housing assistance programs. Edina participates in several Metro
HRA programs, including:
o Housing Choice Voucher Rent Assistance Program, also known as Section 8, which is
federally funded and provides rental assistance for low income households through
direct payments to landlords.
o Family Affordable Housing Program (FAHP), which provides scattered site affordable
housing in suburban communities.
o Additional specialized programs are available for people with disabilities and special
needs to fund supportive housing options, such as Shelter + Care, Bridges Rental
Assistance, Housing Opportunities for People with AIDS (HOPWA) Rental Assistance,
and others.
• Hennepin County. Hennepin County provides emergency/short-term support for residents
“in a financial crisis that poses a direct threat to their physical health or safety.” This assistance
can provide emergency or temporary shelter; housing costs like rent payments, damage
deposits, home repairs and utility bills; and foreclosure prevention, moving expenses and
transportation to relocate, and extra food support for people on special diets.
• Minnesota Housing. Minnesota Housing, the state’s housing finance agency, provides a range
of programs to support affordable housing ownership options. These programs, which typically
have income limit eligibility requirements for participants, include:
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o Start Up is a first-time homebuyer program meant to promote affordable interest rates
and help homeowners cover their down payments and closing costs.
o Step Up is a loan program meant to promote affordable interest rates, with assistance
for home purchases and rehabilitation.
o Deferred Payment Loan is meant for first-time homebuyers to help reduce the cost of
homeownership.
o Monthly Payment Loan is a supplementary program to provide additional home
purchase assistance, in addition to other Minnesota Housing programs.
o Mortgage Credit Certificate reduces the cost of mortgages by allowing homeowners to
claim a mortgage tax credit.
• Real Estate Developers. As addressed in the City’s affordable housing policy, affordable units
are required to be address as part of mixed income developments, or to pay into a fund to pay
for the construction of units elsewhere. Examples of this are already in existence in the Greater
Southdale area. These partnerships may require additional incentives or accommodations for
the developer to help mitigate the economic impact of constructing below-market value units.
Nonprofit developers who specialize in affordable housing may be more equipped to navigate
the various state and federal funding sources that are used to fund permanently affordable units.
• Land Bank Twin Cities. Land Bank Twin Cities works with developers, nonprofit service
providers, and local governments to assist with real estate related transactions designed to
benefit low income people and other disadvantaged groups. They offer support via brokering
and negotiating property purchases, land banking and holding property, and financing/lending for
a property or project.
• Private Foundations and Funds. Minnesota has a strong traditional of local and regional
philanthropy. Opportunities may exist to partner with private foundations and funds to advance
mission-driven, innovative approaches to meeting housing needs.
• Alternative Ownership Structures. Community land trusts, cohousing communities,
cooperative housing, and other alternative ownership models can help control costs and lock in
affordability over the long term – in part by separating out the value of the land from that of the
housing, and by introducing a structure to manage values over the long term. There are
limitations to how much these can be used in high value areas like Edina, but they certainly
should be considerations when the city is considering its affordable housing strategy.
Date: September 25, 2018 Agenda Item #: VI.B.
To:Human Rights and Relations Commission Item Type:
Report and Recommendation
From:MJ Lamon, Project Coordinator
Item Activity:
Subject:2019 Proposed Work Plan Development Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Approve 2019 proposed work plan.
INTRODUCTION:
The draft work plan includes the following:
1) Racial Equity Initiatives
2) New Initiatives presented at the August meeting
3) On-going Initiatives
The Commission's responsibility is to finalize this report:
1) Add or Delete
2) More detail on the initiatives
3) Lead Commissioner(s)
4) Re-prioritize
ATTACHMENTS:
Description
2019 Commission Work Plan DRAFT
Commission Work Plan Instructions Updated 2018.06.27 Instructions: Each section with a white background should be filled out. Do not fill out council charge. Scott will complete this section with his proposed charge to the Council. Liaisons are responsible for completing the budget and staff support columns. List initiatives in order of priority Definitions New Initiative – not on previous work plan and has completion date Continued Initiative – carried over from a previous work plan with a revised target completion date Ongoing Responsibility – annually on the work plan and may or may not have a target completion date Parking Lot – initiatives considered by not proposed as part of the work plan. Not approved by Council EVENT Initiatives – if it is an annual event list the initiative as ongoing. It if is a new event list the items as a new initiative. Timeline SEPT MEETINGS: Commissionapproves proposed work plan. Plans due to MJ September 25.OCT 2 WORK SESSION:Chairs present proposed work plan to Council. Chairs present.NOV 7 WORK SESSION: City Manager presents staff proposed revisions. Liaisons present.DEC 4 COUNCIL MEETING: City Manager incorporates council feedback and submits final draft for approval.JAN 1: Commissionofficially starts implementing work plans.
Commission: Human Rights and Relations Commission 2019 Annual Work Plan Proposal Initiative # 1 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☒☒☒☒ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ R&E 8.D. City will develop a protocol and procedures for applying a race and equity lens to the process of developing communications content and have the commission review and comment on the plan. ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Liaison Comments: City Manager Comments: Progress Report: Initiative # 2 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☒☒☒☒ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ R&E 2.A. Name a public facility in the Grandview area, if not City Hall, after the BC and Ellen Yancey. [Parks and Recreation Commission will review and recommend] ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Liaison Comments: City Manager Comments: Progress Report:
Initiative # 3 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☒☒☒☒ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ R&E 18.E. Establish a working group comprised of commissioners from HRRC, Arts and Culture and Heritage Preservation Commission to ensure facility artwork and décor reflects diversity of race and culture. HRRC will lead this initiative and put forth recommendations. ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Liaison Comments: City Manager Comments: Progress Report: Initiative # 4 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☒☒☒☒ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ R&E 20.B. Establish a working group comprised of commissioners from the HRRC and Parks and Recreation in partnership with communities of color, identify barriers for participation in programming. PARC will lead this initiative and put forth recommendations. ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Liaison Comments: City Manager Comments: Progress Report:
Initiative # 5 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☒☒☒☒ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility May 2019 ☐ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ R&E 21.C. Review the Race and Equity policy statement developed by City staff. ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Liaison Comments: City Manager Comments: Progress Report: Initiative # 6 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ Bias Offense Response Plan review to determine if the plan should be broaden include offenses outside of the state statute’s definition of bias offense. Input: R&E ☒ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Kennedy Liaison Comments: City Manager Comments: Progress Report:
Initiative # 7 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility ☒ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ Days of Remembrance Event ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Liaison Comments: City Manager Comments: Progress Report: Initiative # 8 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ AARP -Study age friendly community requirements to determine if we should recommend pursuing it. ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Beringer/Edelson/Edwards Liaison Comments: City Manager Comments: Progress Report:
Initiative # 9 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility ☒ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ 2019 Tom Oye Award ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Liaison Comments: City Manager Comments: Progress Report: Initiative # 10 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility ☒ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ Sharing Values, Sharing Communities ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Edelson Liaison Comments: City Manager Comments: Progress Report:
Initiative # 11 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ Affordable Housing – placeholder – Jim is going to talk to Stephanie. ☒ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Liaison Comments: City Manager Comments: Progress Report: Initiative # 12 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____ ☐ CTS (including Video) ☐ Other Staff: Hrs_____ Explore Partnership with school district – we do not need Council permission to go have a conversation. ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Meek/Stringer-Moore Liaison Comments: City Manager Comments: Progress Report: Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like to work on them in the current year, it would need to be approved by Council.) Proposed Month for Joint Work Session (one time per year, up to 60 minutes): ☐ Mar ☐ April ☐ May ☐ June ☐ July ☐ Aug ☐ Sept ☐ Oct ☐ Nov