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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 Page 9 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 Edina Comprehensive Plan [Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18 Page 10 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 Page 11 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 Edina Comprehensive Plan [Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18 Page 12 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 Edina Comprehensive Plan [Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18 Page 13 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 Page 14 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. Edina Comprehensive Plan [Chapter Number] Economic Competitiveness and Economic Development – Draft 9-6-18 Page 15 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