HomeMy WebLinkAbout2018-11-20 Work Session Agenda PacketAgenda
City Council Work Session
City of Edina, Minnesota
Edina City Hall Community Room
Tuesday, November 20, 2018
5:30 PM
I.Call To Order
II.Roll Call
III.2019 - 2023 Capital Improvement Plan & Utililty Rate Study Update
IV.Comprehensive Plan Update: Economic Competitiveness Chapter &
The Greater Southdale District Plan
V.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli.cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: November 20, 2018 Agenda Item #: III.
To:Mayor and City Council Item Type:
Advisory Communication
From:Don Uram, Finance Director
Item Activity:
Subject:2019 - 2023 Capital Improvement Plan & Utililty Rate
Study Update
Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
No action is required at this meeting.
INTRODUCTION:
The City's Financial consultant (Ehler's) and staff will present updated information on the utility rate increases
necessary to fund infrastructure projects proposed in the 2019 - 2023 CIP. Following this discussion, Staff will
finalize the fee schedule proposed for adoption on December 4.
ATTACHMENTS:
Description
Staff Report
Storm Water Funding Options
Utility Rate Study Presentation
November 20, 2018
Mayor Hovland and Members of the Edina City Council
Don Uram, Finance Director
2019 – 2023 Capital Improvement Plan & Utility Rate Study Update
Information / Background:
At the work session on Nov. 7, staff presented an overview of the 2019 – 2023 Capital Improvement Plan
(CIP), an update of the 2015 Utility Rate study to show the utility rate increases necessary to support the
proposed projects, and the 2019 Budget. Since the City is in the second year of a two-year budget, the
focus of the meeting was on the CIP and utility rates.
The City’s utility infrastructure (water, sewer, and storm sewer) is funded through a combination of cash
reserves and bonded debt secured by utility revenues. Utility rates including sewer access charges (SAC)
and water access charges (WAC) are established to ensure that revenues collected are adequate to cover
operations and annual debt service. Based on the 2015 Utility Rate study, the City implemented large
percentage increases in the SAC and WAC charges (60%) along with a 10% increase in the storm water
charge. These increases were combined with more moderate annual increases in the rates ranging from
4.50% for sewer, 4.75% for water, 6.50% for storm water. These rate increases were adequate to support
the projects outlined in the 2017 – 2021 CIP.
For the 2019 – 2023 CIP, the amount and scale of utility infrastructure projects has increased substantially
over the previous plan. Water infrastructure has increased by 70% to $36.8M, sewer by 25% to $14.7M,
and storm water by 54% to $22.1M. As a result, the rate increases proposed in the 2015 study are not
adequate to fund the utility infrastructure outlined in the new CIP.
Ehlers, the City’s Financial consultant was asked to do an update of the 2015 study to determine the rate
increases necessary to fund the 2019 – 2023 CIP. The results are outlined in the attached presentation.
STAFF REPORT Page 2
In summary, the sewer and water funds are financially stable with a proposed annual rate increase of 5%.
Increases in SAC and WAC charges are also proposed but remain competitive with other developing
communities. Funding necessary storm water infrastructure continues to be a challenge due to the size and
scope of the projects. Because of this, Staff asked Ehlers to evaluate several alternatives for funding storm
water. The first, which was presented at the last meeting, was to increase the quarterly rate by 30% in 2019
and by 20% in 2020 followed by annual 6% increases. A second alternative, which staff supports, is to
increase the quarterly rate by 15% in 2019 and evaluate alternative funding mechanisms (attached) for the
larger more complex projects. CIP Project 19-341, Flood Protection Strategy is planned to be completed
in 2019. The outcome of this study will provide staff and the City Council with a better understanding of
the financial impacts of the alternative funding methods presented. At that point, a comprehensive storm
water rate strategy could be developed for implementation in 2020.
CITY OF EDINA
STORM SEWER FUNDING OPTIONS
Authority Statute 444.16-444.21
Storm Sewer Improvement
Districts
Statute 103B.245
Watershed Management Tax
District
Statute 444.075
Implement Storm Sewer
Charge Increase
Description Property tax imposed on properties
within the Storm Sewer
Improvement District.
Improvements that benefit the
District may be financed by
collecting a tax on properties within
the district.
Property tax imposed on properties
within the Watershed Management
Tax District.
Improvements that benefit the
District may be financed by
collecting a tax on properties within
the district.
Fee imposed on all property
within the City to pay for
maintenance, operations, and
capital improvements to the
storm sewer system.
Collection
Method for
Fee
Tax levy spread across tax capacity.
Fee sunsets when improvements are
paid for.
Tax levy spread across tax capacity.
Fee sunsets when improvements are
paid for.
Fee based on impervious surface
and property type consistent with
City ordinance. Fee collected
with quarterly utility bills.
Benefits Ease of administration.
Aligns cost of improvements
with benefitting properties
Ease of administration.
Aligns cost of improvements
with benefitting properties
Ease of administration.
No sunset of fees.
Drawbacks Cannot allocate cost on a per lot
basis or on impervious surface
– it is spread across tax
capacity.
Cannot allocate cost on a per lot
basis or on impervious surface –
it is spread across tax capacity.
Storm water fee increases
city-wide.
Requirements Must be established prior to letting
contract for improvements.
Must be within a watershed for
which a plan has been adopted in
accordance with 103B.231 and which
has a local water management plan
adopted in accordance with
103B.235
Ordinance adopting fee
increases.
Authorized
expenses
Acquisition, construction,
reconstruction, extension,
maintenance or other improvements
to storm sewer systems within the
district, and storm sewer holding
areas and ponds within and without
the municipality that benefit the
district.
Capital costs of the sewer
management facilities described in
the capital improvement program of
the plans (referenced above) and for
normal and routine maintenance.
Construction, maintenance,
operation and repair of storm
sewer facilities consistent with
watershed or local management
plans.
Procedure to
Establish
District
Requires public hearing and
approval by two-thirds vote by
Council. Adopted by ordinance.
Requires a public hearing prior to
adopting ordinance to establish the
district. Must notify county auditor
by July 1 to collect tax in subsequent
year. Must be established prior to
project.
N/A
Procedure to
Award
Contract
Must hold properly noticed public
hearing on proposed improvement.
Notice mailed to all affected
properties and an engineering
feasibility report is required.
Council passes resolution adopting
the improvement.
Standard City practice. Standard City practice.
G.O. Pledge
on bonds?
G.O. Debt can be issued by
resolution after contract is
awarded or work ordered.
G.O. Debt can be issued by
resolution after contract is
awarded or work ordered.
G.O. Debt can be issued by
resolution.
City of Edina
Utility Rate Study
Jessica Cook
Nick Anhut
1
Key Findings
•Increase in proposed capital spending
•Increased growth helps offset capital demands in water
and sewer
•Storm water funding options needed
2
Key Assumptions
•250 new SAC units per year
•Capital costs inflated 4% per year
•Water use remains at current levels despite growth
•City operating costs increase 3% per year
3
Storm Water Option #1
•Fund all improvements from storm water utility charge
•Rate requirements:
–30% increase in 2019
–20% increase in 2020
–6% increases thereafter
4
Actual (qtr.)Proposed (qtr.)
2018 2019 2020 2021 2022
Storm $ 30.27 $ 39.35 $ 47.22 $ 50.05 $ 53.06
Percent Increase 30.0%20.0%6.0%6.0%
Amount Increase $ 9.08 $ 7.87 $ 2.83 $ 3.00
Storm Water Funding Alternatives
•Special Taxing Districts
–Benefitting properties pay for localized project
–Spread on tax capacity (based on property values)
–Can’t allocate by lot or by impervious surface
–Requires public hearing
–Tax sunsets when debt is paid off
•General Property Tax Levy
5
Storm Water Option #2
•Consider funding major projects from other source(s)
–Morningside/Weber Flood Project
–Lake Cornelia Clean Water Project
•Rate requirements:
–15% increase in 2019
–8% increases thereafter
6
Actual (qtr.)Proposed (qtr.)
2018 2019 2020 2021 2022
Storm $ 30.27 $ 34.81 $ 37.60 $ 40.60 $ 43.85
Percent Increase 15.0%8.0%8.0%8.0%
Amount Increase $ 4.54 $ 2.78 $ 3.01 $ 3.25
Storm Water –Rate Options
7
$5
Difference
$30.00
$35.00
$40.00
$45.00
$50.00
$55.00
$60.00
$65.00
$70.00
$75.00
$80.00
$85.00
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Option # 1 Option # 2
Proposed SAC and WAC Fees
2016 2017 2018 Proposed
2019
SAC $1,000 $1,070 $1,145 $1,500
WAC $2,000 $2,140 $2,290 $2,450
Total $3,000 $3,210 $3,435 $3,950
8
•Study assumes 250 new SAC units per year
•Growth driving capital improvements in sewer fund
•Fees remain competitive with developing communities
•Future increases 6.5% per year
Sanitary Sewer
•2019-23 CIP reflects a 25%increase compared to 2017-
21 CIP
•MCES disposal charge is biggest expense in sewer
–Expected to increase 5% annually
9
54%
17%
22%
7%
Budget 2019
MCES Debt and Capital(less bond proceeds)Other Operating Depreciation
Sanitary Sewer Rates
•Recommended rate increase is 5.0% per year
–previous projection was 4.0% rate increases
•Sewer fund financially stable
10
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Projected Cash Balances Sewer Utility
Ending cash-Unrestricted Target Cash Balance (4 mos of operating
Water
•2019-23 CIP reflects a 70%increase compared to 2017-
21 CIP
–road reconstruction
–$15 million water treatment plant
11
0
5,000,000
10,000,000
15,000,000
20,000,000
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Operating Expenses Debt and Capital Costs (less bond proceeds)
Water Rates
•Recommend 5% annual increases
–Consistent with prior rate projections
•Increases apply to:
–Fixed charge
–All tiers
–Edina portion of Morningside rates
12
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Water Utility Projected Cash
Ending cash-Unrestricted Target Cash
Sample Utility Bill (Storm Water Option #2)
13
Actual Proposed
2018 2019 2020 2021 2022
Winter Quarterly Residential Bill
13,800 gallons water and 13,800 gallons sewer and 1" meter
Water $ 58.50 $ 61.43 $ 64.50 $ 67.73 $ 71.11
Sewer 71.48 75.06 78.81 82.75 86.89
Storm $ 30.27 $ 34.81 $ 37.60 $ 40.60 $ 43.85
Total $ 160.26 $ 171.30 $ 180.91 $ 191.08 $ 201.85
Percent Increase 6.9%5.6%5.6%5.6%
Amount Increase $11.04 $9.61 $10.17 $10.77
Sample Utility Bill (Storm Water Option #1)
14
Option #1 Assumes all storm water projects funded with quarterly charges
Actual Proposed
2018 2019 2020 2021 2022
Winter Quarterly Residential Bill
13,800 gallons water and 13,800 gallons sewer and 1" meter
Water $ 58.50 $ 61.43 $ 64.50 $ 67.73 $ 71.11
Sewer 71.48 75.06 78.81 82.75 86.89
Storm 30.27 39.35 47.22 50.05 53.06
Total $ 160.26 $ 175.84 $ 190.53 $ 200.53 $ 211.06
Percent Increase 9.7%8.4%5.2%5.2%
Amount Increase $15.58 $14.69 $10.00 $10.53
Next Steps
•Explore alternative storm water funding options
•Approve rate increases for 2019
–Storm water: 15%
–Water: 5%
–Sewer: 5%
•Increase SAC and WAC
–SAC: $1,500
–WAC: $2,450
15
651-697-8546
jcook@ehlers-inc.com
Jessica Cook
16
Date: November 20, 2018 Agenda Item #: IV.
To:Mayor and City Council Item Type:
Reports / Recommendation
From:Kris Aaker, Assistant Planner
Item Activity:
Subject:Comprehensive Plan Update: Economic
Competitiveness Chapter & The Greater Southdale
District Plan
Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Review and discuss the Economic Competitiveness Chapter of the Comprehensive Plan Update and, discuss the
Greater Southdale Area District Plan and get an update from the working group.
INTRODUCTION:
The Economic Competitiveness chapter of the Comprehensive Plan Update is a new Metropolitan Council
recommended chapter to be included in the current Comp P lan Update. The chapter is not a requirement,
however, the Metropolitan Council strongly encourages forward thinking in planning for economic resiliency. The
City of Edina will provide an Economic Competitiveness Chapter that will be introduced for City Council Work
Session discussion.
The Greater Southdale Area working group will update the Council on the work that is being done and give an
update on the Greater Southdale District Plan document. An open house is being held on the Greater Southdale
District Plan on Monday, November 19 at the Public Works & Park Maintenance Facility.
ATTACHMENTS:
Description
Draft Economic Competitiveness Chaper, Comprehensive Plan Update
Staff Presentation
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
Page 1
I. Economic Competitiveness and Economic Development
Chapter Highlights
Edina’s business and industrial parks provide space for
regionally significant industry sectors. Businesses in these
sectors, which command a high average wage and build
wealth in the regional economy, value Edina’s business and
industrial parks due to:
o freeway access
o airport proximity
o transit and employee parking
o a diverse labor pool
o good image and security
o proximity to hotels, restaurants, customers and
suppliers.
•
• Workplaces are changing and many are being designed to
attract the next generation of workers. Edina’s business
and industrial parks are aging and there are opportunities
for updating and revitalization.
• The health care sector is one of the fastest growing
segments of the economy nationally and regionally. Growth
is expected to continue as the large “baby boom”
generation creates an increased demand for medical
services. This has implications for the strong health care
sector in the Greater Southdale area.
•
• The retail industry is experiencing significant transformation
as consumer shopping patterns change. Retail stores and
shopping centers are rethinking their role and exploring
ways to adapt successfully.
•
• Smaller commercial nodes in Edina serve important
functions in their neighborhoods, providing goods and
services to area residents and building a sense of
community and place. These are areas where smaller,
locally-owned businesses typically find more affordable
rents, property ownership opportunities, and access to a
customer base.
Introduction
The Minneapolis Saint Paul region competes with other
regions around the globe for talent and quality employment
opportunities. The region ranks highly among its peers for a
number of factors including household income, educational
attainment, livability, infrastructure, environment and
Definitions
Economic competitiveness: the
ability of the region to prosper in the
global economy
Economic development: local
strategies to enhance business
formation and growth, job creation
and tax base
Edina Industry Clusters
Traded industry clusters: Related
industries that bring wealth to the
region by selling goods or services to
other regions or nations. 2016
average wage, Hennepin County -
$85,040
Traded clusters
• finance and insurance
• corporate headquarters
• advanced business services
(e.g. legal, engineering,
accounting)
• med tech & med device
• science & water tech
• information technology
• advanced manufacturing
Local industry clusters: Businesses
that sell primarily to consumers
within the region. 2016 average wage,
Hennepin County - $45,776
Local clusters
• health care
• retail trade
• educational services
• personal services
• leisure & hospitality
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
Page 2
business vitality. Nevertheless, maintaining and enhancing the region’s competitiveness requires
constant attention and stewardship. Creating places that are attractive to businesses and talent is
influenced significantly by cities throughout the region; cities are largely responsible for attending to the
details of updating infrastructure, revitalizing aging business districts and housing, providing quality of life
amenities like parks and trails, while maintaining a competitive tax structure.
The City of Edina plays an important role in the regional economy by providing employment locations
for high wage industries in its business and industrial parks. The City also serves as regional hub for
health care, retail, hospitality, dining and entertainment. Edina contributes to the region’s economic
vitality by providing well-located business and industrial parks, health care, excellent housing, schools,
shopping, recreation, dining and entertainment and other amenities important to residents’ quality of life
and talent attraction to the region.
Background
Economic development in Edina
The City of Edina has proactively pursued economic development for many decades. These efforts have
helped create a balanced community with a diverse tax base, strong employment opportunities and a
plethora of goods and services for residents and visitors.
In recent years, the City has employed a full time Economic Development Manager who is positioned in
the Administrative Department. The City strives to work with the local business community to sustain a
regulatory environment that provides necessary safeguards without stifling business growth and
creativity. These efforts include active involvement in the three local business associations: Edina
Chamber of Commerce, 50th and France Business Association and Explore Edina (the City’s convention
and tourism partner).
In 2017, the Edina Chamber of Commerce initiated an Economic Development Committee so that they
can remain an active and relevant force in matters of local economic significance.
Commercial/industrial property taxes
In addition to the benefits of local employment opportunities, commercial/industrial tax base makes an
important contribution to the region and the city. Because Minnesota applies a higher rate to
commercial/industrial properties, the tax yield for a commercial/industrial property is higher than a
residential property. In 2017, commercial/industrial property represented 15% of Edina’s market value,
but yielded 26% of its tax capacity (www.Edina.MN.gov). Edina contributes 40% of its commercial/
industrial revenue generation back to other cities in the region through fiscal disparities.
The cost of public services for commercial/ industrial properties is lower than residential properties.
The League of MN Cities estimates that households generally consume $1.38 in services for every dollar
paid while commercial/industrial property consumes $ .68 cents in services for every dollar paid. Office
and industrial areas typically have an extremely low demand for services; retail areas have a higher
demand for police services. Multi-story offices typically yield the most tax base per acre and have an
extremely low demand for services.
[Bill Neuendorf is getting updated information for narrative that includes:]
Greater Southdale area data on__-% of Edina’s tax capacity and__% of land area
50th and France data on __ % of Edina’s tax capacity and __% land area
Business and industrial parks __ % of Edina’s tax capacity and __% of land area
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
Page 3
Figure #: Assessed Value per Acre for Commercial Parcels
The highest commercial valuations in Edina (orange and red)
are concentrated in the Greater Southdale area, at 50th and
France and Grandview.
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
Page 4
Current conditions
Employment Density
Employment concentrations in Edina are located along the regional freeway system. The areas with the
greatest employment concentration are served by at least two freeways and public transit – the Greater
Southdale area and the business/industrial park area north of I-494 along TH 100.
Employers value locations that allow them to access a diverse talent pool from throughout the metro
area. While there is some potential to reduce commuting and congestion by creating employment
locations close to where people live, the impact of these strategies is likely to be limited because many
households included two active workforce participants and over the arc of their careers, they will likely
change employers several times.
Figure #:
Employment Density
Employment density in
Edina is most
concentrated in the
business and industrial
parks along MN 100,
just north of I-494.
Other concentrations
are found near
Grandview, 50th and
France and the
industrial parks along
US 169.
Source: US Census: LEHD OnTheMap
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
Page 5
Edina’s industry clusters
Traded industry clusters
Several traded industry
clusters that sell goods and
services to other regions or
nations, are located in the
Southwest metro and
Edina’s business parks as
shown on the following
maps prepared by the
Metropolitan Council.
o Information technology
o Advanced
manufacturing
o Headquarters and
advanced business
services
o Finance and insurance
The stong average wage
($73,122- $92,789) for
these industries builds
wealth and spending power
in the region.
Local industry clusters
Edina has several significant clusters dependent on local or regional
consumers including educational services, health care, retail trade,
personal services, leisure and hospitality. Employee compensation is
significantly lower in most local clusters, with the exception of health care.
Health Care is a cluster that has been targeted for special attention by the
Edina Chamber of Commerce. Fairview Southdale Hospital has served the
Southwest metro area since 1965. It is a full-service, 390-bed acute care
center, specializing in maternal and newborn care, oncology, mental health
treatment, eye care, vascular, spine, neurology, neurosurgery, urology, and
orthopedic surgery and joint replacement. It 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. It also offers a wide selection of health education and
wellness programs.
Figure #: Edina’s Traded Industry Clusters.
2014 Ave. Wage $92,789
2014 Ave. Wage $82,363
2014 Ave. Wage - $83,321
2014 Ave. Wage - $73,122
Edina's Local Clusters Ave wage
(2014)
Educational services 45,084$
Health care (hospitals &
amubulatory care only)64,402$
Health care, (including
hospital, ambulatory
care, nursing homes,
social assistance)
47,372$
Leisure & hospitality 21,996$
Personal services 33,072$
Retail trade 29,848$
DEED: Quarterly Census of Employment
and wages
Figure #: Edina’s Local Industry Clusters.
Source: Metropolitan Council
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
Page 6
In addition to the hospital, there are
numerous smaller specialty clinics and medical
offices serving Edina. Most are located in and
around the Greater Southdale area.
Edina’s business and industrial parks
The four areas shown in light purple
comprise the 390 acres of industrially zoned
land in the City of Edina. These areas
represent ___ of Edina’s land area and __ %
of its tax capacity.
Over the decades, business and industrial
parks in Edina met the needs of small to mid-
sized corporate headquarters as well as
businesses in key sectors of the regional
economy including finance and insurance,
medical technology, science and water
technology, information technology, advanced
business services (e.g. engineering, accounting,
legal) and advanced manufacturing. However,
Edina’s business and industrial parks, built out
in the 1950s, 60s and 70s, are aging.
Properties in Edina’s business and industrial parks typically
feature low-ceiling heights, lack windows and are not
structurally suitable for vertical expansion; this limits their
attractiveness to many employers. Recently, several owner-
occupied facilities were remodeled with substantial increases in
amount of office space, windows and amenities for employees,
such as outdoor patios and facilities for bicyclists. The
economics of such substantial renovations may work for
owner-occupants who factor in multiple objectives and have a
long view of their investments, but the economics of renovating
facilities do not seem to be working on a widespread basis yet
for investors who own and lease out properties.
However, one property was substantially renovated by a landlord for a medical device firm in the park.
The property owner removed many bays from the multi-tenant property creating a much better work
environment for the medical device firm and an engineering lab. The medical device firm considered
other locations in the metro area, but rather than build in a greenfield location in the Shakopee area,
opted to remodel an existing facility because of the access to a broad spectrum of the workforce, transit
service and proximity to health care industry partners in the southwest metro. This international firm
also values access to area hotels, restaurants and MSP International for accommodating and entertaining
business visitors.
Existing Land Use 2017
Figure #: Edina’s business and industrial parks, the four
areas shown in purple, are well located on the region’s
freeway and transit system and offer proximity to a diverse
workforce, MSP international airport, as well as hotels and
restaurants.
Figure #: Recently remodeled
business park properties typically
feature more glass, open office floor
plans and amenities like patios and
facilities for bicyclists.
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
Page 7
Some notable southwest metro office employers have
migrated to downtown Minneapolis and the North
Loop to attract millennial talent. Features like transit,
bike and pedestrian access as well as an environment
rich with dining and entertainment options are
attractive to this highly sought-after generation of
young workers. There are early indications that
suburban office, flex-office and value office
environments have an opportunity to be competitive
in the future due to the loss of parking and related
cost increases downtown and in the North Loop.
While the millennial generation may be attracted to
downtown in the early years out of school, as they
establish families, some may be motivated to find
different housing, school and the lifestyle options.
Edina’s convenient location, amenities and high quality
schools are likely to be attractive.
Business and industrial park infrastructure and amenities
Sidewalks, trails parks
Amenities and infrastructure in Edina’s business and industrial parks are also dated. Business and
industrial parks developed in the metro area in the 1990s integrated sidewalks and trails to better
address the needs of transit users and of employees interested in walking or running during a break or
over lunch. Some developments integrated commercial amenities valued by businesses and employees at
the entrances to business and industrial parks including banking, child care and dining. Some offered
picnic tables and trails adjacent to attractive storm water detention facilities and small park areas. More
recently, bicycle paths have been connected to regional trails and also to transit stops to help with “last
mile” connections between transit and employment locations. Enhanced transit stops with thoughtful
sidewalk and trail connections encourage transit use and would address safety issues, which can be a
barrier to transit users in areas that lack sidewalks, especially in winter conditions.
Storm water
The storm water management systems in Edina’s business and industrial parks are outdated. The City
recently retained a consultant to prepare a plan for managing storm water in Pentagon Park. Similar
studies are needed for the city’s largest business park, located north and west of the intersection of I-
494 and TH 100. Nine Mile Creek passes through this area, which has implications for potential flooding
and storage of floodwaters. The area is also characterized by poor soil conditions, which makes
redevelopment and revitalization of the area more expensive. District storm water management
options could be evaluated as part of revitalization planning for the area. There may be opportunities to
partner with Nine Mile Creek Watershed District and the Nine Mile Creek Regional Trail managed by
Three Rivers Park District to create amenities in the City’s largest business/industrial park, which could
serve as a stimulus to private reinvestment.
Edina’s Major Business and
Industrial Park Employers
• Regis
• Western National Insurance
Group
• SpartanNash
• Barr Engineering
• Dow Water Process- Filmtec
• Dougherty Staffing
• BI Worldwide (sales incentives)
• Arkray USA (med instruments)
• Gilbert Electrical/ Mechanical
Contractors
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
Page 8
Regionally significant retail/commercial areas
Edina is home to two regionally significant commercial areas
o Greater Southdale Area – a 739-acre district
developed beginning in the 1950s, includes a
regional hospital and related specialty clinics
and approximately 2.8 million square feet of
retail space. The district includes: Southdale -
the nation’s first indoor shopping mall; Galleria
– the MSP region’s high end shopping mall; a
Westin Hotel; a concentration of furniture and
design-related retailers; five grocery stores, five
pharmacies (not including clinic/hospital), banks,
offices, condos, apartments and numerous
retail and dining options.
o 50th and France- Edina’s “downtown” is a
district that is located in both Edina and
Minneapolis. Properties on the east side of
France are located in Minneapolis. The 25-acre
area (Edina only) includes properties developed
from the 1930s to the present day. The district
meets the daily needs of area residents with a
full-service grocery, movie theater, two
pharmacies, post office, banks, small medical
and dental practices, salons, national and local
clothing stores, boutiques, and a growing
number of dining establishments.
Smaller commercial nodes
Edina’s quality of life is enhanced by smaller commercial nodes focused primarily on the needs of local
residents. Wooddale/ValleyView, Grandview, 70th and Cahill and 44th and France serve primarily
neighborhood markets and typically involve locally-owned businesses and property owners from Edina
or with strong ties to the community. In addition to providing goods and services to area residents, the
smaller commercial nodes in Edina help build a sense of community and place.
Workforce
The Greater MSP region enjoys a high concentration of Fortune 500 headquarters and privately
held, globally leading companies like Cargill. There’s a rich ecosystem of business and professional
services and other infrastructure to support these global firms. As the baby boom retires, it is
very important for these companies and others throughout the metro area to compete
successfully for talent on a national and global basis. By 2020, the McKinsey Global Institute
projects a shortfall of 85 million high and middle-skilled workers. For the MSP region, labor force
shortages topping 62,000 are projected by 2020 (MN DEED MSP Regional Forecast Overview,
November 2017).
This competitive issue is motivating initiatives by organizations like GREATER MSP and the Itasca
Project. These initiatives are designed to:
o Attract diverse young talent from around the globe to the MSP region (www.makeitMSP.org)
Figure #: Regionally significant
retail/commercial areas
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
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o Tap the full potential of the region’s human capital by reducing disparities in education and
employment (The Itasca Project -competitive workforce)
o Strengthen the connection between employers and higher education to reduce the skills
mismatch, helping employers find the talent they need and helping job seekers find the work
they want (www.realtimetalent.org)
Like employers throughout the MSP region, Edina employers are experiencing talent recruitment
challenges and report that prospective employees seek transit access, housing within their
household’s budget, quality of life amenities and ongoing training and education to remain relevant
in their field of expertise.
Broadband infrastructure
In the world today, many aspects of
daily life depend on or are enhanced by
the Internet and reliable broadband
infrastructure. Significant growth in
capacity will be needed to address the
increasing demands of businesses,
residents and major institutions for
information, communication,
commerce, education, recreation,
health care, telecommuting, security
and life-style enhancement.
At this time, the City of Edina has
limited baseline information and has not
explored opportunities to ensure that
the competitive advantages of excellent
broadband service are available to the
City’s businesses, institutions and all
city residents.
Trends and Challenges
Changing workplaces
Workplaces are changing and many are being designed to attract the next generation of workers who
have grown up on mobile technology and relate to space differently. According to CBRE, a global real
estate and investment firm, since 1970 office space decreased from 600+ square feet per worker to
approximately 160 square feet per worker and by 2030 traditional workplaces will be in the minority.
Already 30-50% of new workplaces in western economies designed for major corporations reflect next
generation thinking. The new workplaces involve a wide variety of spaces: retreat and collaborative
settings; spaces that are calm or stimulating; spaces for introverts and extroverts; and an environment
that supports well-being, providing air, water, light, fitness and nourishment. Amenities are provided
within and around to find solitude, stimulation, engaging activities and build a sense of community. Also
important is the rediscovery and nurturing of authentic local identity and culture. Because of the pace
of change it will be important to build flexibility into everything. https://www.cbre.com/research-and-
reports/future-of-work
Figure #: City of Edina, major fiber routes
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Employers and developers seeking to create facilities that better meet the needs of today’s operations
and workforce must choose between renovating existing facilities, building on redevelopment sites or
building on greenfield sites. Greenfield sites, located in more distant suburbs such as Shakopee, Lakeville
or Rogers, are the least expensive from a construction perspective but offer limited access to workforce
or transit. Public transit providers find the economics of serving these remote areas challenging and
some employers in remote suburbs have opted to provide private bus options, while employees spend
long, un-paid hours commuting. The high value of properties and land in the core cities and inner ring
suburbs for uses such as housing, retail and consumer-oriented services creates a demand for
conversion of properties in employment-oriented business, office and industrial parks to housing or
consumer-oriented businesses; significant amounts of employment-oriented land in the core cities and
inner-ring suburbs have converted.
Edina’s business and industrial parks
During the recession, manufacturing employment in the
seven-county metro area declined substantially, resulting in
significant vacancies in business and industrial parks
throughout the area. During the recession, new uses came
into Edina’s business parks at an accelerated pace.
According to brokers in an October 2017 focus group,
Edina made a change to its zoning ordinance 12 years
earlier to allow for assembly (e.g. religious organizations)
and other purposes. Edina’s zoning ordinance now allows
for churches, schools, storage and athletic facilities. This is
not the case in Eden Prairie, Chaska and some other
suburbs. Because such uses are not allowed in some
other suburban business and industrial parks, Edina may
see an increased concentration of such uses.
When asked about this conversion to other uses, representatives of major development firms in the
metropolitan area participating an October 2017 economic development focus group, indicated that
uses like churches, storage and schools create a lack of coherence and confusion about the purpose and
image of the business and industrial park areas. When asked if the city should let this trend toward
schools, churches and storage continue, they responded that it would result in the area “spiraling
downward”. Instead, they recommended a focus on revitalizing the buildings and public realm in the
business and industrial parks and creating a clear focus on quality employment opportunities.
The developers identified “value office” as an emerging market for the types of property found in Edina’s
business and industrial parks. Property owners are renovating these properties by adding windows to
dark concrete structures, increasing office employment for tech, marketing, sales and management in
open floor plans, and adding amenities like patios. Smaller corporations – many that spin off larger
corporate headquarters in the metro - typically integrate management, sales and technology with some
production and warehousing functions and such buildings can work well for them. The transition to
“value office” increases employment at converted buildings. Typically parking may be available in areas
Figure #: Seven County Metro
Manufacturing Employment
MN DEED: QCEW Data Tool
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
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previously used for truck parking or truck movement on site, but some parking challenges may occur.
Strengthening infrastructure of people using transit and bicycles can reduce parking demand. Possible
adjustments to parking requirements should be examined in revitalization planning for the area.
Retail transformation
The retail industry is experiencing transformation as consumer shopping patterns change to on-line
shopping and home delivery. Retail stores and shopping centers are rethinking their role in this rapidly
changing environment and exploring ways to successful adapt. Creating “an experience” that consumers
can’t get on-line is critical to generating traffic to support brick and mortar stores. These changes,
which are underway globally, are expressed in higher vacancies and turnover in the retail sector in the
Greater Southdale area and at 50th and France.
Research by CBRE, The Future of Retail 2030, indicates that a number of technology trends will impact
how we make purchases. From a real estate perspective, technology and other trends are expected to
have the following impacts:
Independent stores and food and beverage operators
will be more prevalent
The traditional in-store physical point of purchase will
disappear, resulting in fewer employees
Wellness establishments will grow and there will be a
diverse offering of fitness options
Mundane purchases will be ordered and delivered
without traditional “shopping” and consumers will
increasingly see retail as a social and leisure experience
The divide between retail and leisure will blur. Leisure
activities including cinemas, food and beverage,
bowling, ice skating will bring traffic; retailers will
create opportunities for an experience in their stores.
People will spend money on products, services and
experiences, with an increased emphasis on
experiences
Personal ownership of vehicles will be reduced
dramatically and fleets of driverless vehicles will reduce
the demand for parking
Regionally significant retail/commercial areas
Edina’s regional retail districts are evolving with mixed-use lifestyle developments emerging in the 50th
and France and Greater Southdale/Galleria/Centennial Lakes areas of Edina. These developments
include:
the integration of more dining and entertainment options
the integration of hotel, condo and residential rental developments
the increased focus on pedestrian-oriented environments with the Promenade in the
Southdale area and attractive outdoor plazas
the location of a Life Time Fitness “diamond level” club at Southdale – with advanced dietary,
physical therapy, chiropractic and proactive medical care
Figure #: Transformation of Shopping
Centers Shopping centers will become simply
“centers”. From CBRE, The Future of Retail 2030
CBRE, The Future of Retail 2030
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Health care as an opportunity
The health care sector is one of the fastest growing segments of the economy nationally and regionally.
Growth is expected to continue as the large “baby boom” generation creates an increased demand for
medical services. The 65+ population, which typically accounts for the highest per capita health care
spending, is expected to grow in Hennepin County by 37% between 2015 and 2025 and by 71% between
2016 and 2040.
Some notable trends for this sector include:
o Many specialty clinics, medical offices and other facilities prefer close proximity to hospital
campuses
o In addition to an aging population, investment in new technology will drive facility renovation
and new construction
o Cost containment is driving a trend to lower cost delivery settings, including medical office
buildings, urgent care and day-surgery facilities
o New payment systems will favor medical office space that creates opportunities for
collaboration to help providers minimize costs and maximize outcomes
o Patient recovery in hotels located near medical campuses, removes patients from high-cost
hospital beds, while allowing them to conveniently access medical services. Such hotels can also
serve family members of hospitalized patients. Several such facilities have been created in the
MSP metro area in recent years, including Hilton hotels near Abbott Northwestern and TRIA
Orthopedic in Bloomington and a Marriott Courtyard near TRIA Orthopedic in Woodbury.
Medical offices can generate significant tax base and diverse employment opportunities, while providing
important services to residents of Edina and the southwest metro. As the retail footprint shrinks and
changes in the Greater Southdale area, the growth of the health care sector presents an important
opportunity for the community.
Smaller commercial nodes
Smaller commercial nodes such as Wooddale/ValleyView, Grandview, 70th and Cahill and 44th and
France serve important functions in their neighborhoods, providing services to area residents and
building a sense of community and place. The businesses and properties are often family-owned. Such
businesses and properties experience transitions when owners retire, sell or pass businesses or
properties to the next generation. Reinvestment of the properties varies based on owner goals. In
some cases, retail uses are no longer as competitive and there has been a transition to office and dining.
Examples include:
transition of a former service station at Wooddale
Valleyview to a neighborhood dining establishment
transition of a former clinic and pharmacy at
Wooddale Valleyview to a corporate
headquarters for a family-owned business that
manages nursing homes in the upper Midwest; a
related health club focused on fitness for adults
over 50 welcomes area residents
the transition of Durr at 44th and France from
retail to mixed use (office and retail)
redevelopment of the Edina Cleaners site at 44th and France to mixed use, including residential
and dining
Figure #_: Conversion of a former
service station to a dining establishment
at Wooddale and Valleyview
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Some properties may become physically obsolete and/or less desirable. Second or third generation
property owners may not be focused on active management or reinvestment in the properties, or
struggle with decision-making among multiple family members. There may be trouble attracting quality
tenants and the areas may experience higher turnover. Such areas cease to meet resident needs and no
longer serve a role in building a sense of community. In such cases, the city and neighboring property
owners have an interest in redevelopment or revitalization and maintaining an attractive tenant mix. In
the case of Wooddale/Valleyview, the City recently invested in improvements to the public realm.
The independence of the business and property owners in the smaller commercial nodes is both a
strength and a weakness. Malls and strip centers have more control over store hours, address shared
maintenance (e.g. snow plowing, seasonal plantings and decorations) and coordinate marketing and
promotional activities. A business and property owners association was established at 50th and France
75 years ago and special legislation established a special services district at 50th and France, which
addresses maintenance of the parking ramps and the public realm in the district. The Association’s
primary focus in recent years has been the annual Edina Art Fair, which also serves as a primary source
of revenue for the group.
Some businesses and property owners at 44th and France are affiliated with the Linden Hills Business
Association, but the level of engagement, particularly among property owners does not appear to be
consistent or strong. Business and property owners associations do not exist at Edina’s other
commercial nodes – 70th and Cahill, Wooddale/ValleyView, Grandview or the Greater Southdale Area.
Business and property owners associations can serve several vital functions in maintaining the economic
vitality and community orientation of smaller commercial nodes. Key functions include:
clarifying the a vision and strategy for the node, including a strategic tenant mix
regular communication among stakeholders
strengthening design and appearance
working together on marketing and promotion
coordination of shared parking and other tactics to strengthen a district.
Engagement of property owners is critical, because they determine the tenant mix and ultimately make
the investments needed to keep an area adapting to market changes over time. Because change is
occurring on so many fronts at once – demographic, transportation, housing, technology, and the ways
consumers “shop”, it is especially important for independent business and property owners to share
information and strategies to adapt successfully.
Workforce
Workforce attraction
Edina contributes to the region’s capacity to attract talent to the region by offering vibrant places to live,
recreate, shop and work. Awareness of millennial preferences should be incorporated into revitalization
planning.
Education and training
The pace of change is expected to accelerate, requiring up-skilling of the workforce on an on-going
basis. For Edina, there are implications for both the employers who need appropriately skilled talent
and residents, who may want to improve their skills. Although Edina does not have a public university
or college campus, Minnesota State University Mankato located its extended campus in the metro area
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
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in Edina at 7700 France Ave South, offering a range of academic programs, from professional
certifications to undergraduate and graduate degrees.
Diversity and inclusion
Globally leading companies seek workforce diversity because a diverse workforce has been documented
to increase innovation, provide stronger connections to a more diverse customer base and achieve
better decisions and financial results. Cities, chambers and businesses across the county have adopted
initiatives to promote diversity and inclusion and create welcoming communities.
Broadband infrastructure
Access to high speed internet, through reliable broadband infrastructure, is critical for health care
education and government institutions, commercial and industrial areas as well as residential areas.
Some counties and cities have undertaken a variety of initiatives to ensure competitive and equitable
service in their communities. Strategies include:
Establish “build once/open access” policies and install conduit during major road reconstruction and
other redevelopment projects, especially in congested areas, to ensure competition and minimize
the cost and disruption associated with updating underground infrastructure
Establish broadband readiness guidelines to encourage developers to bring conduit new and
renovated buildings to make them ready for broadband.
Addressing internet access limitations faced by residents of older apartment buildings.
Building broadband infrastructure shared by cities, school districts and other institutions to reduce
costs and improve services, including traffic control
Goals and Policies
Revitalize Edina’s Business and Industrial Parks
Goal: Prepare small area plan(s) for the business and industrial park areas with a focus on repurposing
and revitalizing the building stock to create a vibrant and attractive location for corporate headquarters,
technology companies and other businesses offering high wage employment opportunities.
1. Create small area or district plans for Edina’s business and industrial park areas. Work with
adjacent cities – Bloomington, Minnetonka, Eden Prairie. Involve developers and property
owners in understanding the revitalization and investment challenges and in crafting a range of
solutions.
2. Upon completion of the small area plan(s), consider investments in sidewalks and public realm
improvements to stimulate private sector investment in revitalization.
Capitalize on Expected Growth in the Health Care Sector
Goal: Capitalize on growth trends in the health care sector. Plan a health care district in the Greater
Southdale area that creates an exceptional experience for patients, family members and employees.
1. Convene a health care task force to research the potential growth of the health care sector in
Edina. Identify and characterize the land use, real estate, workforce and transportation
implications for redevelopment and revitalization of the Greater Southdale district. Create a
vision and a plan to create an exceptional health care district.
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Adapt Successfully to Dynamic Market Changes in Regional Retail Areas
Goal: Support strong public-private alliances, relationships and communication channels at 50th and
France and the Greater Southdale. The alliances should actively engage property owners and provide
information and resources that enable public and private sector decision-makers to adapt strategically
in an era of significant on-going change in the retail sector, major demographic shifts and related
generational needs and preferences, technology and transportation and housing choices. A shared
vision, guiding principles and meaningful on-going dialogue can help property owners, business owners,
residents and the city navigate the significant forces of changes that are reshaping communities.
1. Support the creation of an association in the Greater Southdale area that engages major
institutions and property owners to work together to revitalize the Greater Southdale area
consistent with the small area plan guiding principles.
2. Provide support to the 50th and France Association to enable the association to adapt
successfully to dynamic changes underway in the market. Near term, research into implications
of market changes and a strategic tenant mix could guide infill of the current influx of available
retail space and future redevelopment opportunities.
Encourage Vibrant Neighborhood Commercial Nodes
Goal: Encourage vibrant neighborhood commercial nodes that meet resident needs for goods and
services and build a sense of community. Take steps to encourage locally-owned small businesses.
1. Stimulate effective property and business owners associations at each of the neighborhood
nodes, focusing on the area’s economic niche and tenant mix and strategies to support that
economic niche including design and appearance, and marketing and promotion.
2. Develop policies to support the inclusion of locally-owned small businesses in new development
projects – especially in cases that involve a significant change in rent
3. Encourage location of co-working in neighborhood commercial nodes
4. Work with Hennepin County’s Open to Business to promote technical assistance services
available to small business owners
Workforce
Goal: Participate in regional efforts to ensure that a highly skilled and productive workforce continues to
be a competitive advantage of the MSP region.
1. Connect targeted employers in Edina to regional talent attraction and development initiatives
led by GREATER MSP and other organizations.
2. Strengthen and explore opportunities to diversify higher education access in Edina.
3. Explore city and chamber-led diversity and inclusion efforts. Identify approaches that are well-
suited to Edina and pursue implementation.
Broadband infrastructure
Goal: Ensure that Edina residents and businesses have access to world-class broadband infrastructure at
competitive rates.
1. Establish a broadband taskforce with a charge to explore models used by other cities and
counties to ensure world-class broadband infrastructure to residential and commercial/industrial
areas as well as public institutions and spaces.
Edina Comprehensive Plan
[Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18
Page 16
2. Evaluate “build-once” open-access options to encourage competition, and minimize the cost and
disruptions associated with updating underground infrastructure.
3. Consider “broadband readiness” policies (Example: St. Louis Park)
4. Address social equity considerations associated with the provision of broadband access in older
apartment buildings.
Edina Comprehensive Plan
Economic Competitiveness and
Economic Development
City Council Work Session
November 20, 2018
Context
New voluntary element of the
comprehensive plan because the
region’s employment didn’t grow 2000-
2010
Economic competitiveness –ability of
the region to prosper in the global
economy
Economic development –local
strategies to enhance business
formation and growth, employment & tax
base
The Edina Chamber Economic Development
Committee provided guidance to the plan at a
series of five meetings this spring and summer
Economy Highlights
Traded Industry Clusters
Ave Wage $85,040
•Finance and insurance
•Corporate headquarters
•Advanced business
services (e.g. legal, engineering,
accounting)
•Med tech & med device
•Science & water tech
•Information technology
•Advanced manufacturing
Local Industry Clusters
Ave Wage $45,776
•Health care
•Retail trade
•Educational services
•Personal services
•Leisure & hospitality
Employment Highlights
Highest concentrations
•Served by 2 freeways & transit
•Business & industrial parks
•Greater Southdale
•Served by 1 freeway & transit
•Grandview...50th and France
Source: US Census: LEHD OnTheMap
Tax Base Highlights
Highest valuations
•50th and France, Greater
Southdale, Grandview
•Office, including medical
•Access to France/York
•Freeway access
Edina Business & Industrial Parks
390 acres(zoned)
Developed mid-60’s -early
80’s
Approximately 375 businesses
Major employers:
Regis
Western National Insurance
Group
SpartanNash
Barr Engineering
Dow Water Process-Filmtec
Excel College
DoughertyStaffing
BI Worldwide (sales incentives)
Arkray USA (med instruments)
Gilbert Electrical/Mechanical
ContractorsExisting Land Use: 2017
Edina B & I Parks –Competitive Advantages
SW metro
location
Access –
multiple
freeways,
transit
Airport
proximity
Supportive services –
childcare, hotels, dining &
entertainment, post office,
auto
Diverse labor pool -
management, technical &
support/production workforce
Some sidewalk & trail
improvements with potential
for more
Employment and a mix of other uses
Reinvestment
Emanuelson-Podas
7705 Bush Lake Road
Owner-occupied 26,000 sf
former screw factory renovated
for mechanical and electrical
engineering firm. 55 employees.
Business & Broker Feedback re: Strengths & Concerns
Strengths
•Location & access to 3
freeways
•Access to airport & downtown
•Client access
•Workforce –C-level + technical
& support/production
•Address/reputation
•Generally agreeable regulatory
climate
•Proximity to CEO residence
•Reasonable property taxes
•Amenities in the area
Concerns
•Lower clear heights & smaller
truck courts
•Image of office properties
•Outdated buildings
•Next generation of talent (some
concern)
•Limited walkable amenities
•Lack of sidewalks, transit,
bicycle
•Lack of modern bulk warehouse
product
•Parking, signage, permitting
•Stormwater
Revitalize Edina’s Business & Industrial Parks
Policies
Create small area
plan(s) for Edina’s
business & industrial
parks.
Upon completion,
consider investments
to stimulate private
sector investments in
revitalization.
Goal
Prepare small area plan(s) for the
business and industrial park areas
with a focus on repurposing and
revitalizing the building stock to
create a vibrant and attractive
location for corporate headquarters,
technology companies and other
businesses offering high wage
employment opportunities.
Health Care as an Opportunity Goal
Capitalize on expected
growth in the health care
sector.
Policy
Convene a health care task
force to research growth of
sector and implications for land
use, real estate, workforce &
transportation.
Create a vision and plan to
create an exceptional health
care district.
High growth nationally &
regionally
65+ population
Hennepin Co.
37% growth 2015-2026
71% growth 2016-2040
Diverse employment
opportunities
High med office tax
base
Multiple Forces of Change Impacting Regional Retail Areas
Greater Southdale/50th and
France
Current Trends
more dining &entertainment
integration of hotel, condo and
residential rental developments
increased focus on pedestrian-
oriented environments & plazas
more wellness and fitness options
co-working space
Greater Southdale
District
Technology
Change
The Future of Retail in 2030
Independent stores and food and beverage operations will be
more prevalent
Wellness establishments grow in number; shopping districts
benefit from foot traffic
Retail will be leisure
Personal ownership of cars is dramatically reduced
Customer experiences are specific, not generic
Stores have become showrooms and experiential brand centers
Competition for people’s disposable income has increased –
focus on experience more than acquisition; more doing and
sharing
CBRE:The Future of Retail in 2030
Shopping centers
will be simply “centers”
Adapt Successfully to Dynamic Market Change in Regional Retail Areas
Policies
Support the creation of an
association in the Greater
Southdale area that engages major
institutions and property owners to
work together to revitalize the
Greater Southdale area consistent
with the small area plan guiding
principles.
Provide support to the 50th and
France Association to enable the
association to adapt successfully to
dynamic changes underway in the
market.
Goal
Support strong public-private
alliances to navigate dynamic
changes.
A shared vision, guiding principles
and meaningful on-going dialogue
can help property owners,
business owners, residents and the
city navigate the significant forces
of changes that are reshaping
communities.
Provide convenient goods &
services for area residents &
build a sense of community
Wooddale/ValleyView
Grandview
70th and Cahill
44th and France
Neighborhood Commercial Nodes Goal
Encourage vibrant neighborhood
commercial nodes. Take steps to
encourage locally owned businesses
Policies
Stimulate effective property and
business associations
Develop policies to support the
inclusion of locally owned small
businesses in new development
projects
Encourage co-working in neighborhood
commercial nodes
Work with Hennepin Co. “Open to
Business” to support small biz owners
Global and regional talent shortages
anticipated
Edina employers report challenges
Solutions:
Attracting young global talent
Tap full potential of region’s
human capital by reducing
disparities
Strengthen connection between
employers and higher education
Affordable housing, great transit
Access to ongoing education and
training
Workforce Goal
Participate in regional efforts to ensure that
talent continues to be a competitive
advantage of the MSP region
Policies
Connect targeted employers in Edina to
regional talent attraction and development
initiatives led by GREATER MSP and other
organizations
Strengthen and explore opportunities to
diversify higher education access in Edina
Explore possible city and chamber-led
diversity and inclusion efforts. Identify
approaches that are well-suited to Edina
and pursue implementation
Reliable, high speed infrastructure
critical for businesses, education,
health care and government
institutions and residential areas.
Broadband Infrastructure Goal
Ensure that Edina residents and businesses have
access to world-class broadband infrastructure at
competitive rates
Policies
•Establish a broadband taskforce; explore models
used by other cities and counties
•Evaluate “build-once” open-access options to
encourage competition, and minimize the cost and
disruptions with updating underground
infrastructure.
•Consider “broadband readiness” policies
•Address social equity considerations associated
with the provision of broadband access in older
apartment buildings.
Economic Competitiveness/Development Elements
•Support revitalization of business and industrial parks
•Build on growth and opportunity in health care
•Navigate retail transformation to create great new places &
strengthen the economy
•Provide convenience for residents and build a sense of
community at smaller commercial nodes with locally
owned businesses
•Participate in workforce attraction and development
initiatives
•Ensure competitive broadband infrastructure for residents
and businesses
Discussion