HomeMy WebLinkAbout10-10-17 Meeting PacketDraft Minutes☒
Approved Minutes☐
Approved Date:
Minutes
City Of Edina, Minnesota
Heritage Preservation Commission
Edina City Hall
Tuesday, September 12, 2017 at 7:00 p.m.
I. Call To Order
Chair Birdman called the meeting to order at 7:00 p.m.
II. Roll Call
Answering roll call was Chair Birdman and members Blake, Kelly, Moore, Nymo, Sussman,
Mondry, and student member Seeley. Absent were members Loving and student member Sipes.
Staff Liaison, Emily Bodeker, and Preservation Consultant Robert Vogel were also in attendance.
III. Approval Of Meeting Agenda
Motion was made by Kelly and seconded by Moore to approve the meeting agenda. All
voted aye. The Motion carried.
IV. Approval Of Meeting Minutes
Motion was made by Blake and seconded by Moore to approve the minutes from the
August 8th, 2017 Heritage Preservation Commission meeting. All voted aye. The motion
carried.
V. Community Comment: None
VI. Reports/Recommendations
A. 2018 Work Plan
Staff Liason Bodeker explained that the 2018 Work Plan is due to Council on September 20th. The
proposed work plan included previously identified initiatives as well as the survey of the Country Club
Neighborhood.
Motion was made by Sussman and seconded by Kelly to approve the proposed 2018 Work
Plan. All voted aye. The motion carried.
Preservation Consultant Vogel asked the Commission to think about how involved they would
like to be in the Survey of the neighborhood.
Student Member Seeley asked what the Commission meant when they talked about covenants.
Consultant Vogel and the Commission explained the different covenants in the Country Club
Neighborhood.
Draft Minutes☒
Approved Minutes☐
Approved Date:
B. Open Streets Event-September 24th
Staff Liaison Bodeker asked the Commission for ideas on what they would like to have available at the
table for the Open Streets event on September 24th. The Commissioners suggested the frequently asked
questions page on the website to be used as a handout; a large copy of the year built map; laptop or
tablet with a slideshow of the historical properties; and a suggestion box. Staff Liaison Bodeker said she
would gather what resources she could for the event.
C. Grandview Green Project Presentation
The Commission decided to continue their meeting while waiting for the presenter for the Grandview
Green Project to finish her presentation with the Parks and Recreation Commission.
VII. Correspondence And Petitions: None
VIII. Chair And Member Comments:
Chair Birdman welcomed new student member, Gracia Seeley. Seeley introduced herself and
expressed her interest in being involved with the Heritage Preservation Commission.
Commissioner Kelly asked about neighborhood signage for the Country Club District and if they
were able to have more than two signs. Staff Liaison Bodeker asked Commissioner Kelly to ask
the person requesting the sign information her contact information and she would be happy to
help them through the process. More than two signs would likely require a variance which is an
application through the Planning Commission.
Staff Liaison Bodeker took a picture of the Heritage Preservation Commission for the City’s
website.
The Presentation of the Grandview Green Project took longer than planned at the Park and
Recreation Commission. The Heritage Preservation Commission asked if the presentation could
be moved to their October 10th meeting. Staff Liaison Bodeker said she would reach out to the
presenter, Katie Clark-Sieben to move the presentation to the next meeting.
IX. Staff Comments: None
X. Adjournment: 8:10 p.m.
Motion made by Moore to adjourn the August 8th, 2017 meeting at 8:10 p.m. Motion
seconded by Blake. Motion carried.
Respectfully submitted,
Emily BodekerEmily BodekerEmily BodekerEmily Bodeker
STAFF REPORT
Date:
To:
From:
October I0, 2017
Heritage Preservation Commission
Emily Bodeker, AICP, Assistant City Planner
Subject: Certificate of Appropriateness: 4622 Edgebrook Place
Information / Background:
The subject property, 4622 Edgebrook Place, is located on the west side of Edgebrook Place, east of
Minnehaha Creek. The home, constructed in 1936, is a Colonial style.
Proposed Changes:
The proposed changes to the front entry vestibule include extending the existing roof over the front stoop
to add a covered portico area. The applicant is proposing to replace the front door, add a transom window,
and add corbels on either side of the entry. They are also proposing to remove the existing columns on
either side of the existing garage and replace them with corbels to match the entry way. The stoop is not
changing in size and all proposed materials will match the existing home.
Preservation Consultant Robert Vogel's Comments:
The subject property is a 1-1/2 story residence built in 1936. For planning purposes, the house is classified as
a "Colonial" style home-based on the Field Guide to American Houses, I would classify it as an example of the
Minimal Traditional style. This eclectic suburban housing style was popular with home builders during the
1930s and 1940s because it reflected the design standards being promulgated by the Federal Housing
Administration. The subject property is not individually eligible for heritage landmark designation but
contributes to the historic significance and integrity of the Country Club District (which is designated Edina
Heritage Landmark); it is therefore considered a heritage preservation resource.
The owner proposed to alter the existing front entry vestibule by adding a portico (porch) to provide
additional shelter for the main entry. Based on the plans presented with the COA application, the proposed
work appears to be compatible with the architectural character of the house. The design guidelines
contained in the district plan of treatment allow for facade alterations which do not destroy significant
character defining architectural features. The altered font entry will not have an adverse effect on the
historic significance and integrity of the subject property or surrounding homes. Therefore, I recommend
approval of the COA.
City of Edina • 4801 W 50th St. • Edina, MN 55424
STAFF REPORT Page 2
Staff Recommendation and Findings:
Staff is in agreement with Consultant Vogel's evaluation and also recommends approval of the proposed
changes to the front entry and garage subject to the plans presented.
Findings supporting the approval recommendation include:
• The proposed work is compatible with the historic character of the house and will require minimal
alteration of the existing structure.
• The proposed facade changes will not result in the loss of any significant architectural character
defining features.
• The proposed work will be compatible with the size, scale, proportions and materials of the existing
house.
• The proposed work will not have an adverse effect on the surrounding homes or the neighborhood
as a whole.
Deadline for City Action: October 20, 2017
September 21, 2017
Dear Heritage Preservation Board:
Below is an overview of our proposed project for 4622 Edgebrook Place. We recently
purchased the home and are hoping to make some updates as detailed below.
History
The house was built in 1936. We are the 4th owner of the home. A large remodel was done in
the late 1980's; however, per our understanding, very few updates have been made to the house
since this time with the exception of two new windows in a bathroom and HVAC items.
Proposed Project
The front door of the home is no longer functioning properly and needs to be replaced. As we
started considering options, we noticed that there is not a covered area to protect visitors from
the weather elements in Minnesota. We feel that adding a covered portico will not only provide
a structural element for all weather conditions, it will also enhance the character of the front
entry area. We worked extensively with our contractor to redesign the appropriate plan to
maintain the architecture of the home and preserve the historic nature of the neighborhood.
Scope of the Project
We are keeping the same footprint of the home, including the existing stoop. The major
structural changes are as follows:
1) Extending the existing roof over the front stoop to add a covered portico area. The
exterior will essentially look the same as our current aesthetics but we would like to add
side corbels and a transom window above the front door to allow more natural light into
the interior foyer/entry way. All other trim detail will be replaced to match the existing
. layout.
2) We would like to replace the pillars by the garage for better accessibility. The pillars
would be replaced with corbels that match the covered portico area to maintain the
overall symmetry and character of the home.
Materials
All materials will match the existing home.
• Corbels: painted cedar
• Fascia: painted Miritek
• Crown: painted cedar
• Side Panels: painted wood with Miritek boards
• Front door: painted wood
• Storm door: painted wood with full glass panel
• Cement: relay existing areas with new slabs of cement
• Roof: cedar shake
Thank your for considering our proposal. Please advise if you have any further questions or
concerns.
—Steve and Annie Bishop
anniebishop@comcast.net
Annie's cell #952-820-5027
home #952-829-0231
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PROPOSED ENTRY ROOF FRONT ELEVATION
EXTEND EXISTING ENTRY ROOF
NEW ROOFING TO MATCH EXISTING CEDAR SHAKES
SOFFIT & FASCIA TO MATCH EXISTING (PAINTED)
EXISTING BRICK TO REMAIN
NEW CEDAR CORBELS & TRIM TO BE PAINTED TO MATCH EXISTING
EXISTING STOOP TO REMAIN
REPLACE GARAGE COLUMNS W/ CEDAR CORBELS TO MATCH NEW ENTRY
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9/19/2017 Bishop Residence 21185 Viking Blvd.
4622 Edgebrook Pl.
Edina, MN _22
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DESIGN
Wyoming, MN 55092
MN Lic#: BCO26555
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4622 Edge brook Pl.
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The CITY of
EDINA
Grandview Green:
A Case Study for Lid Development in MN
September 2017
Katie Clark Sieben, Project Consultant
*DRAFT for Preliminary Discussion Purposes
The CITY of
EDINAToday’s Agenda
Edina’s Grandview District
The Grandview Green Project:
Concept
Feasibility Study Findings
Five Year Vision
The Partnership
Next Steps
2DRAFT for Preliminary Discussion Purposes
The CITY of
EDINAWhy Grandview Green?
Reconnect neighborhoods and communities divided by Highway 100
◦Reestablishes street grids, safe pedestrian walkways and bicycle paths
◦Provides new green space for community programming and social events
Increases economic productivity:
◦Of airspace above Highway 100
◦Of land adjacent to Highway 100
Enhances sustainability practices through increased storm water
collection, potential solar installations, etc.
Serves as a case study for lid development in Minnesota
The CITY of
EDINAMN Green Lid Outcomes
…also serves as a case study to uncover how we leverage
unused public land to spur private development!
Neighborhood Connectivity Economic Development Green Space Transportation/ Parking
Longfellow Gardens, Minneapolis x
ABC Ramps, Minneapolis x
Fort Snelling,Saint Paul x
JW Marriott at MOA,Bloomington x
Leif Erickson Park, Duluth x x
Grandview Green, Edina x x x x
The CITY of
EDINA2012 Grandview District
Development Framework
Create a place with a unique identity announced by signature elements like: an iconic ‘gateway”, a central commons, serves the neighborhood’s needs, innovative 21st century sustainability approach
Completely rethink and reorganize the District’s transportation infrastructure to: make the district accessible to pedestrians and cyclists, provide automobile friendly access to convenience retail and preserve future transit opportunities consistent with the
district’s envisioned character
Leverage public resources to make incremental value-creating changes that enhance the public realm and encourage voluntary private redevelopment consistent with the vision that improves the quality of the neighborhood for residents, businesses, and
property owners
The CITY of
EDINA2016 Grandview District
Transportation Study
Short Term Changes (0-5 Years)
◦Pedestrian crossing and intersection improvements for Vernon and Eden Avenues
◦Conversion of two off-ramps from Highway 100
◦Reconfiguration of Arcadia Avenue along former Public Works site to accommodate pedestrians and bikers
Mid Term Changes (5-15 Years)
◦Vernon and Eden Avenues converted to support bikes, pedestrians, greenspace and traffic management
◦Added infrastructure to support bicycling on Eden Avenue over Highway 100
◦Enhanced bus stops
◦New frontage road providing southbound access to Highway 100 and development parcels on west side of Highway 100
◦Improved parking
Long Term Changes (15-30 Years)
◦New pedestrian and cyclist connection over Highway 100 to City Hall
◦New frontage road providing northbound access to Highway 100 and development parcels on east side of Highway 100
◦Direct connection for high capacity transit line and new district parking on the former public works site
The CITY of
EDINAGrandview Green Feasibility Study
In summary, the May 2017 feasibility study found:
◦No major fatal flaws in the development of a green lid over limited portions of Highway 100.
◦This concept has the potential to create approximately 13 acres of new buildable land on 16 parcels.
◦The area has the potential to support 2,525 new parking spaces and an additional 2.4 million square feet in private development.
◦After completion, property tax revenue is projected to increase from approx. $2 million to $100 million.
◦There is a dramatic range in the level of public investment that could be needed for this project:
$6.7 million for the construction of one lid segment (another est. $2.3 million for design, landscaping, etc.)
$70-90 million if both lid segments, new roads and off-ramps and public parking ramps are constructed
◦Several public entities could potentially be involved in this project –MnDOT, the Metropolitan Council, Hennepin County, the City of Edina and possibly others.
◦The initial economic analysis predicts the public investment will realize a 348% return on investment
over a fifteen year period (assumes a public investment of $37 million).
The CITY of
EDINA
The CITY of
EDINA
The CITY of
EDINA
The CITY of
EDINA
The CITY of
EDINA
The CITY of
EDINA
2017 2018 2019 2020 2021
City Engagement
Public AgencyEngagement
Community Engagement
Legislative Work
Funding and Financing
Concept Design/ Technical Studies
Development Master Planning
Detailed Design
Infrastructure Construction (Phased)
Building Construction (Phased)
Occupancy
Grandview Green
5 Year Vision
LEGEND
Explore
Discover
Build
The CITY of
EDINA
The Community
Edina City Council
Edina City Staff
State & CountyPublicOfficials&
Comp Plan Taskforce
FundraisingHostCommittee(501c3?)
LocalGrandviewStakeholders
Agencies
and Commissions
The Grandview Green Partnership…
will continue to grow!
The CITY of
EDINANext Steps:
Fall 2017:
◦Roadshow Presentations for City Commissions
◦Urban Land Institute Technical Assistance Panel
◦Launch Four Exploratory Technical Studies:
Transportation
Utilities
Sustainability
Market Research
◦Community Visioning Sessions with Businesses, Neighborhoods, Schools and Churches
January 2018:
◦Grandview Green Update to Edina HRA
The CITY of
EDINA
D R A F T
The CITY of
EDINA
D R A F T
The CITY of
EDINAContact Information
Katie Clark Sieben
Economic Development Project
ConsultantKsieben@edinamn.gov612-655-5199
Bill Neuendorf
Economic Development Manager
Bneuendorf@edinamn.gov952-491-1143
WORK OBJECTIVES
Commissions are being asked to:
1.Review and analyze policies and goals outlined in the 2008 Comprehensive Plan to
determine their current relevancy
2.Identify which existing 2008 policies and goals should be:
a.eliminated or retained
b.retained and modified
c.completely re-written or
d.created for inclusion in a current chapter and/or new chapter
3.Engage with other commissions
a.identify overlapping topics/issues
b.work together to determine relevancy of each other goals and policies
c.assist with writing additional goals and policies
4.Make recommendations to policies, goals and/or the addition of content
INSTRUCTIONS & TIMELINE
October
2017
A 2008 Comprehensive Plan chapter(s) will be given to the
Commission whose work is most closely related. For example,
members of the Edina Transportation Commission will receive the
Transportation Chapter from the 2008 Comprehensive Plan.
Objective 1
November
2017
Commissions will discuss their chapter(s), giving attention to goals
and policies at the conclusion of each chapter to determine their
current relevancy. It is anticipated that the discussions will include
critical evaluations of the goals and policies using the following
considerations and documents:
Changes that have taken place since the 2008
Comprehensive Plan
Examples of changes include: Economy, Environment,
Demographics, Housing, etc.
Vision Edina 2015 and Big Ideas Report (2017)
Commissions should review chapters through the
eight Vision Edina strategic focus area lenses.
Additional Edina Guiding Documents
Chamber of Commerce – Economic
Development/Stakeholder Engagement Analysis
(January 2017)
Quality of Life Survey (August 2017)
Living Streets Plan (2015)
Affordable Housing Policy (2015)
Parks, Recreation and Trails Strategic Plan (2015)
Metropolitan Council System Statement for the City of
Edina (2015)
Objective 1
November
2017
Determine if the goals and policies outlined in 2008’s
Comprehensive Plan should be:
eliminated or retained
retained and modified
completely re-written or
created for inclusion in a current chapter and/or
new chapter
Objective 2
Dec 2017/
Jan 2018
Engage with other to discuss overlapping issues and assist
with writing appropriate goals and policies.
Objective 3
Jan/Feb
2018
Complete work objectives Objective
1,2,3
March
2018
Make recommendations to policies, goals and/or the
addition of content
Commissions will present recommendations to
the Planning Commission at March work
sessions.
Objective 4
Page 1
Heritage PreseHeritage PreseHeritage PreseHeritage Preserrrrvationvationvationvation Information PacketInformation PacketInformation PacketInformation Packet
Edina Comprehensive Plan Task Force
September 2017
Page 2
Heritage Preservation: Main Ideas
• The mission of the City’s heritage preservation program is to preserve Edina’s historic
properties and heritage resources by protecting historically significant buildings, sites,
structures, objects, and districts.
• The City Heritage Preservation Program designates significant properties and resources as
Edina Heritage Landmarks. Some of these properties and resources are also been listed in
the National Register of Historic Places.
• The Heritage Preservation Board initiates important studies of historical and architectural
resources to verify and document the historic significance of the City’s properties and
determine if listing criteria are met.
• The Heritage Preservation chapter of the Comprehensive Plan is intended to assist City
decision-makers in determining the wise use of Edina’s significant heritage resources.
The Heritage Preservation chapter is also intended to provide a basis for increasing
understanding and awareness of the role heritage preservation plays in the delivery of
important City services.
• The Heritage Preservation chapter of the Comprehensive Plan should be integrated with
other city planning efforts to provide an efficient and effective means of evaluating the
performance of the heritage preservation program, as it relates to policies, goals, and
programs where the relationship to historic preservation is not immediately obvious.
Therefore, there should be opportunities to incorporate historic preservation policy
throughout the comprehensive plan, as it intersects with other topics.
Page 3
Historic Preservation: Historic Contexts and Inventory
Historic Contexts
Heritage preservation planning establishes historic contexts and uses them to develop goals and
priorities for identifying, evaluating, registering, and treating heritage resources. For planning
purposes, Edina historic contexts are organized in a two-tiered format.
The Tier 1 historic contexts represent broad, general themes in Edina history and are organized
around the concept of historic landscape to denote a holistic or ecosystem approach focused on
changing patterns of land use. Tier 1 historic contexts are city-wide in geographic scope.
The Native American Landscape (10,000 B.C. to A.D. 1851)
The Agricultural Landscape (1851 to 1959)
The Suburban Landscape (1887 to 1974)
Tier 2 historic context study units are more narrowly defined, both in terms of their thematic and
their geographical focus. As their names indicate, they represent aspects of Edina history that are
reflected in the resources found at particular locations. They may be thought of us “sub-historic
contexts” and in contrast with the Tier 1 study units there is more emphasis placed on cohesive
streetscapes, neighborhoods, and areas that possess an identity of time and place.
The Tier 2 historic contexts are:
Edina Mills: Agriculture and Rural Life (1857 to 1923)
The Cahill Settlement: Edina’s Irish Heritage (1850’s to 1930’s)
Morningside: Edina’s Streetcar Suburb (1905 to 1935)
Country Club: Edina’s First Planned Community (1921 to 1950)
Southdale: Shopping Mall Culture (1955 to 1974)
Country Clubs and Parks: The Heritage of Recreation, Leisure and Sport (1910 to 1974)
Minnehaha Creek: From Wilderness Stream to Urban Waterway (10,000 B.C. to A.D.
1974)
These historic context study units are intended to be revised, elaborated on, merged or
discarded as new information and interpretations become available.
Inventory
Between 1972 and 2006, the Edina Heritage Resource Survey documented more than 600
heritage resources within the city limits. These included surveys in the Country Club
District and at scattered individual buildings and reconnaissance-level studies focused on
the Morningside and Interlachen Boulevard neighborhoods and Minnehaha Creek.
Nevertheless, the existing inventory is very much a “work in progress,” and the
documentation on file does not accurately reflect the full spectrum of heritage resources
believed to exist. Indeed, there is a critical lack of detailed, accurate information on some
types of historic buildings and several older neighborhoods that were excluded from earlier
surveys.
These information gaps will need to be filled by systematic survey work.
Page 4
Historic Preservation: Trends and Challenges
Eleven trends and challenges were taken from the 2008 Comprehensive Plan. Have these been
addressed through the Commission’s work over the past 10 years? Do the same challenges exist
today? Have new trends and challenges emerged?
1. Heritage is integral to Edina’s identity. Heritage preservation has moved from being an
interesting avocation for a few to being recognized as an integral component of a city’s identity and
an anchor and reference point for new development, as well as a foundation for a built landscape
that reflects a community’s stream of history.
Concerns:
There is growing public appreciation of the fact that historically significant buildings,
sites, structures, objects, and districts have value and should be retained as functional
parts of the community in the 21st Century.
Heritage preservation should be viewed as an investment in community development
that enhances the community quality of life.
One of the prerequisites for an effective municipal preservation program is a
comprehensive preservation plan.
Since 1974, the City Council has given the Heritage Preservation Board (HPB)
major responsibilities in identifying, registering, and protecting the city’s heritage
resources.
City Code §850.20, as amended in 2002, created the Edina Heritage Landmark and
Landmark District zoning classifications as the City’s official register of significant
heritage resources.
The Edina Historic Context Study was prepared and adopted by the City in 1999; it
established thematic study units that provide a framework for identifying, evaluating,
and registering significant heritage resources.
Basic standards for heritage preservation planning have been established by the U.S.
Department of the Interior.
2. Historic survey and analysis are key to assessing significance. Communities that desire to
protect and preserve their heritage resources need a system to survey and analyze heritage
resources in order to assess their historical significance.
Concerns:
In heritage preservation, surveys are conducted to identify and gather information on
heritage resources
The effectiveness of the heritage landmarks program depends upon the quality and
comprehensiveness of the heritage resources survey.
Heritage resource surveys and their resulting inventories form an important basis
for preservation planning decisions.
Surveys can be conducted at a variety of scales, producing different kinds of
information applicable to different needs.
The usefulness of the survey as a planning tool depends in large part on its overall
accuracy and reliability.
Page 5
Professional historians, architectural historians, archaeologists, and planners will be
responsible for directing the survey effort. Although surveys will be supervised by
professionals, there is no reason that volunteers without professional training in the
preservation disciplines cannot carry out part of the historical research and field survey
work.
The HPB is authorized to provide continuing oversight of the heritage resource
identification and evaluation process.
3. Defined criteria are needed for evaluation. Heritage resources need to be evaluated to
determine whether they meet defined criteria of historical, architectural, archeological, or
cultural significance.
Concerns:
The primary reason to evaluate heritage resources identified by survey is to compile a
list of those which are worthy of preservation and will be considered in community
planning.
Only significant properties will qualify for heritage landmark zoning.
Evaluation of heritage landmark eligibility by the HPB will use established criteria and
reference to historic contexts.
The evaluation process will be balanced and HPB findings of significance will be
based solely on historical, architectural, or archaeological merits, without
consideration of the economic value of subject properties or how they may be treated
in planning.
Much of the heritage resource inventory data compiled prior to 1999 is incomplete or
outdated.
4. A legal designation process is needed to ensure legal protection. Significant heritage
resources need an explicit legal process to ensure their legal protection.
Concerns:
The Edina Heritage Landmarks and Landmark Districts were designed to be the local
government equivalent of the National Register of Historic Places and provide legal
protection for significant heritage resources; in some cases, landmark designation may
reinforce a National Register listing.
Properties are nominated as landmarks or landmark districts by the HPB; the Planning
Commission is given an opportunity to comment on all nominations; and only the City
Council can rezone a property as a landmark or landmark district.
Property owner notification and a public hearing on heritage landmark nominations
are required by ordinance; due process involves public hearing notification and the
opportunity for members of the public to rebut the findings of the HPB.
Heritage landmark zoning may confer economic benefits or impose constraints on the
use of a historic property.
5. Design review is necessary to gauge adherence to standards. Properties that are zoned
Edina Heritage Landmarks or Landmark Districts need a design review system to ensure that
changes meet predetermined standards.
Page 6
Concerns:
By ordinance, the HPB is responsible for reviewing all applications for city permits for
demolition, new construction including detached garages, moving a building, or
excavations in relation to properties zoned Edina Heritage Landmarks or Landmark
Districts; no city permit can be issued without a Certificate of Appropriateness from the
HPB.
Certificates of Appropriateness are not required for city permits for interior
remodeling, or for work which does not require a City permit.
Design review in a landmark district applies to all properties, including non-historic
properties, within the district boundaries.
6. Public facilities need to enhance, not detract from, heritage resources. Public
infrastructure projects may have detrimental impacts to heritage resources. A system needs to be
devised to ensure heritage resource protection when public facilities maintenance and construction
projects are carried out.
Concerns:
Heritage resources are vulnerable to decay and destruction caused by city maintenance
work and construction projects.
City staff will be made aware of the location of heritage resources in relation to
municipal infrastructure.
7. A voluntary program is needed to complement the formal design review process. Many
proposed alterations to heritage resources do not reach the level of required design review. The City
needs to develop a program to encourage voluntary compliance with historic preservation treatment
standards.
Concerns:
The heritage preservation ordinance does not provide for design review of many
kinds of activities that may alter the physical appearance of a significant heritage
resource.
Community enthusiasm for heritage preservation can manifest itself in highly motivated,
voluntary compliance with the highest standards for rehabilitation and restoration.
Inclusion of a property in a Heritage Landmarks, Landmark District, or National Register
district may make it eligible for federal or state incentives, such as investment tax credits
and tax deductions for the charitable contribution of easements.
The City of Edina does not offer financial incentives for the rehabilitation or
restoration of an Edina Heritage Landmark/Heritage Preservation Resource or Historic
Building.
The Secretary of the Interior’s Standards are broadly applicable to all heritage
preservation projects in relation to Edina Heritage Landmarks and Heritage Landmark
Districts.
8. Several City properties and rights-of-way have heritage resources. A program of
maintenance, rehabilitation, and restoration should be established to ensure their preservation.
Page 7
Concerns:
The city is the owner of a number of significant heritage resources, including but not
limited to the Cahill School, the Minnehaha Grange Hall, the Edina Mill site, and the
Browndale Bridge.
9. Heritage resource education can give needed perspective. Residents and property
owners need to know their city’s history and understand the importance of protecting and
preserving its heritage structures and historic landscapes. Many do appreciate the significance of
these resources, but others will benefit from education programs and activities.
Concerns:
The success of heritage preservation depends on developing a broad base of community
interest and involvement.
Public education programs and activities may include but are not limited to lectures and
presentations, websites, newspaper and newsletter articles, displays in public areas,
walking and driving tours, historical markers, publications, and interpretive programs.
Edina residents with professional training or an avocational interest in history,
architecture, archaeology, sociology, anthropology, geography, and other fields represent
an important resource for the City’s heritage preservation program.
10. Local funds can be augmented and leveraged. Cities that want to administer heritage
preservation need to embrace resources available from the state and federal governments to
augment and leverage their funds.
Concerns:
The certification of local government preservation programs under the 1980 amendments
to the National Historic Preservation Act has made it possible for municipal heritage
preservation programs such as Edina’s to exercise greater authority in the National
preservation program.
To qualify as a Certified Local Government (CLG) a local government must enforce
appropriate state and local preservation laws, establish and maintain a qualified heritage
preservation commission, provide for public participation in its activities, and maintain a
system for the survey and inventory of heritage resources; Edina became a CLG in 1998.
Participation in the CLG program makes the city eligible for grants-in-aid from the
Historic Preservation Fund administered by the National Park Service.
11. Natural disasters can have major impacts on heritage resources. Heritage resources can
be particularly vulnerable to various types of natural disasters. Cities need to be prepared to reach
out quickly and assist in disaster response.
Concerns:
Premature demolition of weakened historic buildings must be avoided. Heritage
resources can be damaged or destroyed by structural fires, tornadoes, wind storms,
thunderstorms, lightning, winter storms, hazardous materials, flooding, and other
events.
Disaster management for heritage resources needs to emphasize preparedness.
Page 8
Emergency response procedures need to be developed to give preservationists the
tools they need to respond to a disaster.
The disaster management plan needs to be shared with outside organizations.
Page 9
Heritage Preservation Goals and Policies (from existing 2008
Comprehensive Plan)
The following vision and goal statements were taken from the 2008 Comprehensive Plan. Are
the previous vision and goal statements still relevant? If not, how should they be changes?
1. Ensure that Edina will be a distinctive and recognizable community, committed to
preservation of historic buildings and sites that provide physical links to the past and
foster a sense of community identity.
2. Preserve historically significant buildings, sites, structures, objects, and districts as
functional, useful parts of the modern city so that they will be the focus of important
education, edification, recreation, and economic development activities.
3. Provide historic property owners and neighborhood groups with technical assistance and
education in historic preservation.
4. Sponsor heritage preservation programs that stress empowerment of individuals and
communities through stewardship, advocacy, education, and partnership.
The following benchmarks were taken from the 2008 Comprehensive Plan. According to the
2008 plan, they should be achieved by 2020. Have they been achieved? Are they still
relevant? Are there new benchmarks that should be included in the 2018 Comprehensive
Plan?
a) Fully integrate heritage preservation with other city planning for parks, recreation,
community development, public safety, public works, and education.
b) Identify and evaluate all buildings within the Country Club District more than 50 years old
to determine their heritage landmark eligibility.
c) Survey the Morningside, Browndale Park, West Minneapolis Heights, and Minnehaha
Creek neighborhoods, and Southdale Mall to determine the heritage preservation potential
of buildings, sites, structures, objects, and districts.
d) Re-survey the Edina Country Club District to refine and update the 1980 survey data.
e) Review and update each Heritage Landmark Plan of Treatment every ten years.
f) Carry out archaeological surveys of all undeveloped lands within the City limits.
g) Develop and implement effective, voluntary, non-regulatory approaches to preserving
significant heritage resources.
h) Develop historic property interpretation programs for selected heritage landmarks in
partnership with property owners and outside agencies.
i) Make all pertinent information on preserved heritage landmarks accessible to the general
public.
j) Make local history and heritage preservation a vital part of K-12 school curricula and
lifelong learning programs for Edina residents.
Page 10
Eleven policies (and supporting actions) are outlined in the 2008 Comprehensive Plan,
beginning on page 6-11 and running through to page 6-16. Of these 11 policies, which have
been implemented, and to what degree of success? Are the 11 policies still relevant? Are the
actions that support them still relevant? The 11 policies are:
Policy 1: Prepare and adopt a Heritage Preservation Plan.
Policy 2: Identify significant heritage resources worthy of consideration in community
planning.
Policy 3: Evaluate heritage resources to determine whether they meet defined criteria of
historical, architectural, archaeological, or cultural significance.
Policy 4: Rezone significant heritage resources as Edina Heritage Landmarks or Landmark
Districts.
Policy 5: Protect heritage landmarks through design review. Actions:
Policy 6: Carry out public facilities maintenance and construction projects in such a manner
that Significant Heritage Preservation Resources are preserved and protected.
Policy 7: Encourage voluntary compliance with historic preservation treatment standards.
Policy 8: Preserve Edina Heritage Landmarks/Heritage Preservation Resources, Landmark
Districts or Historic Buildings on City property and rights of way.
Policy 9: Provide public education regarding heritage preservation.
Policy 10: Participate in the federal-state-local government heritage preservation partnership.
Policy 11: Be prepared to respond to disasters involving heritage resources.
Implementation steps were outlined in the 2008 Comprehensive Plan, consistent with three
time periods: 1) ongoing, 2) short-term, and 3) medium term. Has implementation been
successful? Have time periods been observed? Were the implementation steps appropriately
matched with the time frame periods?
Ongoing
1. Carry out a comprehensive City-wide survey to identify and evaluate the preservation value
of historic buildings, structures, sites, objects, and districts.
2. Rezone historically, architecturally, archaeologically, and culturally significant properties as
Edina Heritage Landmarks, Landmark Districts, or Heritage Preservation Resources or
Historic Buildings.
3. Increase the use of partnerships with other agencies, organizations, and individual property
owners to ensure that significant heritage resources are preserved, protected, and used in a
manner that is responsive to community values and consistent with appropriate preservation
standards.
Page 11
Short-term
4. Update the information in the Heritage Resources Inventory and convert it to electronic form
so that it can be manipulated, used, and retrieved quickly. In addition, the inventory should be
made adaptable for Geographic Information System (GIS) users.
5. Redirect the resources of the Heritage Preservation Board toward an increased emphasis on
education and technical assistance programs. Use existing planning tools more effectively and
create a better “tool box” to address emerging heritage preservation challenges.
6. Establish and allocate resources to development of a heritage resources disaster management
plan.
7. Provide better public access to heritage preservation information through the media, outreach,
and the Internet.
Medium-term
8. Consider development of an array of economic incentives for the preservation,
rehabilitation, restoration, and reconstruction of significant, privately-owned heritage
resources.
9. Initiate innovative demonstration projects and disseminate information on the importance of heritage
preservation in developing sustainable neighborhoods.
2008 COMPREHENSIVE PLAN CHAPTERS
A Commission will be provided a chapter(s) as the lead reviewer. This does not mean
Commission's cannot provide input on other chapters AND there may be cases when a
Commission creates content that might be better served by its own chapter. The 2008
chapters includes:
▪ Land use
• Transportation
• Housing
• Water Resources
• Parks
• Health
• Heritage Preservation
• Sustainability
• Community Facilities and Services
• Implementation
Chapter Responsibility Chart:
We will look to Commissions for input on chapters most closely related to the goals and
missions of the Commission. The chart designates the chapter or chapters your commission will
be asked to focus on.
Chapter Title Commission(s)
Community Profile Human Rights and Relations Commission,
Community Health Commission
Landuse & Community Design Planning Commission
Housing Human Rights and Relations Commission
Heritage Preservation Heritage Preservation Commission
Transportation Transportation Commission
Water Resources Management Energy and Environment Commission
Parks, Open Space and Natural Resources Parks and Recreation Commission
Energy, Environment, and Resilience* Energy and Environment Commission
Community Services and Facilities Parks and Recreation Commission,
Community Health Commission, Human
Rights and Relations Commission
living, learning, raising families & doing business
CAI
( El 2008 Comprehensive Plan)
Chapter 6: Heritage Preservation
6.1 Introduction
6.2 Current Conditions: Historic Contexts and Inventory
6.3 Trends and Challenges
6.4 Goals and Policies: Heritage Preservation
6.5 Implementation
6.1 INTRODUCTION
The City of Edina has a wealth of heritage resources including numerous historic
buildings and sites worthy of preservation. To protect and enhance these non-
renewable community resources, since 1974 the City has developed specific
policies and procedures that integrate heritage preservation with other
community development planning.
The mission of the City's heritage preservation program is to preserve Edina's
heritage resources by protecting historically significant buildings, sites,
structures, objects, and districts.
The Heritage Preservation Board (HPB), appointed by the Mayor and City
Council, advises the City Council, City Manager and other City boards and
commissions on all matters relating to heritage resource preservation, protection,
and enhancement in the community. One of the most important products of the
City Heritage Preservation Program ("Program") has been the designation of
significant properties as Edina Heritage Landmarks; several local properties have
also been listed in the National Register of Historic Places. Several important
studies of historical and architectural resources have been carried out under the
auspices of the Heritage Preservation Board.
The terms historic property and heritage resource embrace buildings, sites,
structures, objects, and districts that are of interest for their association with
history, architecture, archaeology, engineering, and culture. The City of Edina is
committed to preserving and protecting those properties which possess historical
significance by being associated with an important historic context and retaining
historic integrity of those features necessary to convey their significance.
The purpose of the Comprehensive Heritage Preservation Plan is to help City
decision-makers plan for the wise use of Edina's significant heritage resources.
Comprehensive plans are useful because they provide a basis for making sound
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2008 Comprehensive Plan
decisions; they can also lead to increased understanding and awareness of the
role heritage preservation plays in the delivery of important City services.
Perhaps even more importantly, a plan that is truly comprehensive in scope and
integrated with other city planning will provide an efficient and effective means of
evaluating the performance of the heritage preservation program.
See Figures 6.1 and 6.2 for maps depicting Designated Landmarks and Eligible
Landmarks.
6.2 CURRENT CONDITIONS: HISTORIC CONTEXTS AND
INVENTORY
Historic Contexts
It is convenient to think of historic contexts as the cornerstone of the preservation
planning process because the concept itself is integral to understanding history.
Historic contexts have existed since ancient times to address people's
comparative historical interests in old things and to provide discipline for
decisions about the importance of those interests. Heritage preservation planning
establishes historic contexts and uses them to develop goals and priorities for
identifying, evaluating, registering, and treating heritage resources. In 1995, the
Edina Heritage Preservation Board completed a Historic Context Study that
delineated some of the most important historical, architectural, and cultural
patterns and themes that define historical significance for buildings, sites,
structures, and districts in the City of Edina. The study also developed goals and
priorities for survey work designed to identify and gather information on heritage
resources.
For planning purposes, Edina historic contexts are organized in a two-tiered
format. Tier 1 historic contexts represent broad, general themes in Edina history
and are organized around the concept of historic landscape to denote a holistic
or ecosystem approach focused on changing patterns of land use. Conceptually,
each landscape represents a different historical environment, part of a 10,000-
year succession of Edina cultural landscapes derived from the national
landscape. The emphasis is on linking general categories of heritage resources
with important broad patterns that reflect the most important forces that change
the relationships between people and their surroundings. Consequently, the Tier
1 historic contexts are city-wide in geographic scope.
The Tier 1 historic contexts are:
n The Native American Landscape (10,000 B.C. to A.D. 1851)
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n The Agricultural Landscape (1851 to 1959)
n The Suburban Landscape (1887 to 1974)
Tier 2 historic context study units are more narrowly defined, both in terms of
their thematic and their geographical focus. As their names indicate, they
represent aspects of Edina history that are reflected in the resources found at
particular locations. They may be thought of us "sub-historic contexts" and in
contrast with the Tier 1 study units there is more emphasis placed on cohesive
streetscapes, neighborhoods, and areas that possess an identity of time and
place. As planning constructs, the Tier 2 historic contexts are readily adaptable
to multiple-property surveys and landmark designations.
The Tier 2 historic contexts are:
n Edina Mills: Agriculture and Rural Life (1857 to 1923)
n The Cahill Settlement: Edina's Irish Heritage (1850's to 1930's)
n Morningside: Edina's Streetcar Suburb (1905 to 1935)
n Country Club: Edina's First Planned Community (1921 to 1950)
n Southdale: Shopping Mall Culture (1955 to 1974)
n Country Clubs and Parks: The Heritage of Recreation, Leisure and
Sport (1910 to 1974)
n Minnehaha Creek: From Wilderness Stream to Urban Waterway
(10,000 B.C. to A.D. 1974)
These historic context study units are intended to be revised, elaborated on,
merged or discarded as new information and interpretations become available.
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Inventory
Between 1972 and 2006, the Edina Heritage Resource Survey documented more
than 600 heritage resources within the city limits. Intensive surveys have been
conducted in the Country Club District and at scattered individual buildings;
reconnaissance-level studies have focused on the Morningside and Interlachen
Boulevard neighborhoods, and on Minnehaha Creek. Nevertheless, the existing
inventory is very much a "work in progress" and the documentation on file does
not accurately reflect the full spectrum of heritage resources that are believed to
exist. Indeed, there is a critical lack of detailed, accurate information on some
types of historic buildings and several older neighborhoods which were excluded
from earlier surveys. These information gaps will need to be filled by systematic
survey work.
6.3 TRENDS AND CHALLENGES
Heritage is integral to Edina's identity. Heritage preservation has moved from
being an interesting avocation for a few to being recognized as an integral
component of a city's identity and an anchor and reference point for new
development, as well as a foundation for a built landscape that reflects a
community's stream of history.
Concerns:
n There is growing public appreciation of the fact that historically
significant buildings, sites, structures, objects, and districts have value
and should be retained as functional parts of the community in the 21st
century.
n Heritage preservation should be viewed as an investment in
community development that enhances the community quality of life.
n One of the prerequisites for an effective municipal preservation
program is a comprehensive preservation plan.
n Since 1974, the City Council has given the Heritage Preservation
Board (HPB) major responsibilities in identifying, registering, and
protecting the city's heritage resources.
n City Code §850.20, as amended in 2002, created the Edina Heritage
Landmark and Landmark District zoning classifications as the City's
official register of significant heritage resources.
n The Edina Historic Context Study was prepared and adopted by the
City in 1999; it established thematic study units that provide a
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framework for identifying, evaluating, and registering significant
heritage resources.
• Basic standards for heritage preservation planning have been
established by the U.S. Department of the Interior.
Historic survey and analysis are key to assessing significance.
Communities that desire to protect and preserve their heritage resources need a
system to survey and analyze heritage resources in order to assess their
historical significance.
Concerns:
• In heritage preservation, surveys are conducted to identify and gather
information on heritage resources
• The effectiveness of the heritage landmarks program depends upon
the quality and comprehensiveness of the heritage resources survey.
• Heritage resource surveys and their resulting inventories form an
important basis for preservation planning decisions.
• Surveys can be conducted at a variety of scales, producing different
kinds of information applicable to different needs.
• The usefulness of the survey as a planning tool depends in large part
on its overall accuracy and reliability.
• Professional historians, architectural historians, archaeologists, and
planners will be responsible for directing the survey effort. Although
surveys will be supervised by professionals, there is no reason that
volunteers without professional training in the preservation disciplines
cannot carry out part of the historical research and field survey work.
• The HPB is authorized to provide continuing oversight of the heritage
resource identification and evaluation process.
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Defined criteria are needed for evaluation. Heritage resources need to be
evaluated to determine whether they meet defined criteria of historical,
architectural, archeological, or cultural significance.
Concerns:
• The primary reason to evaluate heritage resources identified by survey
is to compile a list of those which are worthy of preservation and will be
considered in community planning.
• Only significant properties will qualify for heritage landmark zoning.
n Evaluation of heritage landmark eligibility by the HPB will use
established criteria and reference to historic contexts.
• The evaluation process will be balanced and HPB findings of
significance will be based solely on historical, architectural, or
archaeological merits, without consideration of the economic value of
subject properties or how they may be treated in planning.
n Much of the heritage resource inventory data compiled prior to 1999 is
incomplete or outdated.
A legal designation process is needed to ensure legal protection.
Significant heritage resources need an explicit legal process to ensure their legal
protection.
Concerns:
• The Edina Heritage Landmarks and Landmark Districts were designed
to be the local government equivalent of the National Register of
Historic Places and provide legal protection for significant heritage
resources; in some cases, landmark designation may reinforce a
National Register listing.
• Properties are nominated as landmarks or landmark districts by the
HPB; the Planning Commission is given an opportunity to comment on
all nominations; and only the City Council can rezone a property as a
landmark or landmark district.
• Property owner notification and a public hearing on heritage landmark
nominations are required by ordinance; due process involves public
hearing notification and the opportunity for members of the public to
rebut the findings of the HPB.
• Heritage landmark zoning may confer economic benefits or impose
constraints on the use of a historic property.
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° 2008 Comprehensive Plan I
Design review is necessary to gauge adherence to standards. Properties
that are zoned Edina Heritage Landmarks or Landmark Districts need a design
review system to ensure that changes meet predetermined standards.
Concerns:
n By ordinance, the HPB is responsible for reviewing all applications for
city permits for demolition, new construction including detached
garages, moving a building, or excavations in relation to properties
zoned Edina Heritage Landmarks or Landmark Districts; no city permit
can be issued without a Certificate of Appropriateness from the HPB.
n Certificates of Appropriateness are not required for city permits for
interior remodeling, or for work which does not require a City permit.
• Design review in a landmark district applies to all properties, including
non-historic properties, within the district boundaries.
Public facilities need to enhance, not detract from, heritage resources.
Public infrastructure projects may have detrimental impacts to heritage
resources. A system needs to be devised to ensure heritage resource protection
when public facilities maintenance and construction projects are carried out.
Concerns:
• Heritage resources are vulnerable to decay and destruction caused by
city maintenance work and construction projects.
• City staff will be made aware of the location of heritage resources in
relation to municipal infrastructure.
A voluntary program is needed to complement the formal design review
process. Many proposed alterations to heritage resources do not reach the level
of required design review. The City needs to develop a program to encourage
voluntary compliance with historic preservation treatment standards.
Concerns:
• The heritage preservation ordinance does not provide for design
review of many kinds of activities that may alter the physical
appearance of a significant heritage resource.
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n Community enthusiasm for heritage preservation can manifest itself in
highly motivated, voluntary compliance with the highest standards for
rehabilitation and restoration.
n Inclusion of a property in a Heritage Landmarks, Landmark District, or
National Register district may make it eligible for federal or state
incentives, such as investment tax credits and tax deductions for the
charitable contribution of easements.
n The City of Edina does not offer financial incentives for the
rehabilitation or restoration of an Edina Heritage Landmark/Heritage
Preservation Resource or Historic Building.
n The Secretary of the Interior's Standards are broadly applicable to all
heritage preservation projects in relation to Edina Heritage Landmarks
and Heritage Landmark Districts.
Several City properties and rights-of-way have heritage resources. A
program of maintenance, rehabilitation, and restoration should be established to
ensure their preservation.
Concerns:
n The city is the owner of a number of significant heritage resources,
including but not limited to the Cahill School, the Minnehaha Grange
Hall, the Edina Mill site, and the Browndale Bridge.
Heritage resource education can give needed perspective. Residents and
property owners need to know their city's history and understand the importance
of protecting and preserving its heritage structures and historic landscapes.
Many do appreciate the significance of these resources, but others will benefit
from education programs and activities.
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Concerns:
n The success of heritage preservation depends on developing a broad
base of community interest and involvement.
n Public education programs and activities may include but are not
limited to lectures and presentations, websites, newspaper and
newsletter articles, displays in public areas, walking and driving tours,
historical markers, publications, and interpretive programs.
n Edina residents with professional training or an avocational interest in
history, architecture, archaeology, sociology, anthropology, geography,
and other fields represent an important resource for the City's heritage
preservation program.
Local funds can be augmented and leveraged. Cities that want to administer
heritage preservation need to embrace resources available from the state and
federal governments to augment and leverage their funds.
Concerns:
n The certification of local government preservation programs under the
1980 amendments to the National Historic Preservation Act has made
it possible for municipal heritage preservation programs such as
Edina's to exercise greater authority in the National preservation
program.
n To qualify as a Certified Local Government (CLG) a local government
must enforce appropriate state and local preservation laws, establish
and maintain a qualified heritage preservation commission, provide for
public participation in its activities, and maintain a system for the
survey and inventory of heritage resources; Edina became a CLG in
1998.
Participation in the CLG program makes the city eligible for grants-in-aid
from the Historic Preservation Fund administered by the National Park
Service.
Natural disasters can have major impacts on heritage resources. Heritage
resources can be particularly vulnerable to various types of natural disasters.
Cities need to be prepared to reach out quickly and assist in disaster response.
Concerns:
n Premature demolition of weakened historic buildings must be avoided.
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n Heritage resources can be damaged or destroyed by structural fires,
tornadoes, wind storms, thunderstorms, lightning, winter storms,
hazardous materials, flooding, and other events.
n Disaster management for heritage resources needs to emphasize
preparedness.
n Emergency response procedures need to be developed to give
preservationists the tools they need to respond to a disaster.
n The disaster management plan needs to be shared with outside
organizations.
6.4 GOALS AND POLICIES: HERITAGE PRESERVATION
The vision for the Program includes the following goals:
1. Ensure that Edina will be a distinctive and recognizable community,
committed to preservation of historic buildings and sites that provide
physical links to the past and foster a sense of community identity.
2. Preserve historically significant buildings, sites, structures, objects, and
districts as functional, useful parts of the modern city so that they will be
the focus of important education, edification, recreation, and economic
development activities.
3. Provide historic property owners and neighborhood groups with technical
assistance and education in historic preservation.
4. Sponsor heritage preservation programs that stress empowerment of
individuals and communities through stewardship, advocacy, education,
and partnership.
The following benchmarks have been established for the City Heritage
Preservation Program. By 2020, the Program will achieve the following:
a) Fully integrate heritage preservation with other city planning for parks,
recreation, community development, public safety, public works, and
education.
b) Identify and evaluate all buildings within the Country Club District more
than 50 years old to determine their heritage landmark eligibility.
c) Survey the Morningside, Browndale Park, West Minneapolis Heights, and
Minnehaha Creek neighborhoods, and Southdale Mall to determine the
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2
heritage preservation potential of buildings, sites, structures, objects, and
districts.
d) Re-survey the Edina Country Club District to refine and update the 1980
survey data.
e) Review-and update each Heritage Landmark Plan of Treatment every ten
years.
f) Carry out archaeological surveys of all undeveloped lands within the City
limits.
g) Develop and implement effective, voluntary, non-regulatory approaches to
preserving significant heritage resources.
h) Develop historic property interpretation programs for selected heritage
landmarks in partnership with property owners and outside agencies.
i) Make all pertinent information on preserved heritage landmarks accessible
to the general public.
j) Make local history and heritage preservation a vital part of K-12 school
curricula and lifelong learning programs for Edina residents.
Policy 1: Prepare and adopt a Heritage Preservation Plan.
Actions:
1. The City will adopt and maintain a Heritage Preservation Plan as part of
the City's Comprehensive Plan.
2. All preservation program activities will be carried out in a manner
consistent with the comprehensive plan.
3. The City will use the Heritage Preservation Plan to establish policies,
procedures, and plans for managing the preservation, protection, and use
of heritage resources.
4. The HPB will conduct research to augment, refine, and revise the thematic
study units outlined in the 1999 historic context study.
5. Heritage preservation planning will be integrated with other city planning
for community development.
6. The City will provide the HPB with the resources needed to prepare and
implement a comprehensive heritage preservation plan.
7. Because comprehensive planning is a continuous cycle, the HPB will
periodically review and update the Heritage Preservation Plan.
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Policy 2: Identify significant heritage resources worthy of consideration in
community planning.
Actions:
1. The HPB will carry out a comprehensive survey of heritage resources
within the city limits and maintain an inventory of all properties recorded.
2. The City will create heritage resource survey plans that advance the
goals and priorities of historic contexts.
3. All the information gathered on each property and area surveyed will be
placed in the permanent records of the Heritage Preservation Board.
Policy 3: Evaluate heritage resources to determine whether they meet
defined criteria of historical, architectural, archaeological, or cultural
significance.
Actions:
1. The HPB will evaluate all properties identified by the ongoing Heritage
Resources Survey and issue a finding of significance for those properties
that meet defined criteria; some determinations of landmark eligibility may
be provisional and it may be necessary for the HPB to conduct additional
studies prior to initiating the landmark nomination process.
2. For each property evaluated as eligible for heritage landmark designation
the HPB will issue a finding of significance with a report documenting its
location, ownership, date of construction, the relevant historic context and
property type, and the criteria on which the finding of significance was
based.
3. The HPB will maintain an accurate, up-to-date inventory and map
depicting the heritage resources evaluated as significant.
Policy 4: Rezone significant heritage resources as Edina Heritage
Landmarks or Landmark Districts.
Actions:
1. The HPB will nominate significant historic properties and districts for
designation as Heritage Landmarks or Landmark Districts.
Edina Comp Plan Update 2008 —
Chapter 6: Heritage Preservation
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...for living, learning, raising families & doing business 2008 Comprehensive Pla7)
2. A landmark nomination study will be completed for each property
nominated; the nomination study will locate and identify the subject
property, explain how it meets one or more of the landmark eligibility
criteria, and make the case for historic significance and integrity.
3. Each landmark nomination study will include a Plan of Treatment that will
develop specific approaches to design review and treatment.
4. Except in extraordinary circumstances, the HPB will not nominate a
property for landmark designation without the consent of the owner.
Policy 5: Protect heritage landmarks through design review.
Actions:
1. The City will take all necessary steps to ensure that no Significant
Heritage Preservation Resource is destroyed or damaged as a result of
any project for which a Certificate of Appropriateness has been issued by
the HPB.
2. The HPB will work with the Planning Commission to ensure that heritage
resources management issues are taken into account in planning for
residential, commercial, and industrial development.
3. Every application for a preliminary plat, rezoning, conditional use permit,
or variance from the zoning code that may affect an Edina Heritage
Landmark or Landmark District will be reviewed by the HPB, which will
advise the Planning Commission whether or not the requested action will
have an adverse effect on a Significant Heritage Preservation Resource.
4. When demolition or site destruction cannot be avoided, careful
consideration will be given to mitigating the loss by moving the affected
Edina Heritage Landmark/Heritage Preservation Resource, Landmark
District or Historic Building to another location, recording it prior to
demolition, or by salvaging architectural elements or archaeological data
for reuse or curation.
5. In cases involving permits that are not subject to design, a reasonable
effort will be made to preserve and protect important historical,
architectural, archaeological, and cultural features.
Policy 6: Carry out public facilities maintenance and construction projects
in such a manner that Significant Heritage Preservation Resources are
preserved and protected.
Edina Comp Plan Update 2008 —
Chapter 6: Heritage Preservation
6-13
14. 0 U i7
.for living, learning, raising families & doing business
2008 Comprehensive Plan
Actions:
1. The HPB and its staff will work with the city manager, city engineer,
community development director, and others to ensure that Edina
Heritage Landmarks/Heritage Preservation Resources/Landmark District
or Historic Buildings are taken into account in project planning.
2. The HPB and its staff will help project planners identify the historical,
cultural, aesthetic, and visual relationships between heritage landmarks
and their surroundings.
Policy 7: Encourage voluntary compliance with historic preservation
treatment standards.
Actions:
1. The City will cooperate with
property owners in developing
plans for their properties,
advise them about
approaches used in similar
preservation projects, and
provide technical assistance
in historic property
rehabilitation and restoration
treatments.
2. The HPB and City staff will
review voluntary requests for design review of work that would not
ordinarily be subject to the heritage preservation ordinance and issue
Certificates of Appropriateness for projects that meet preservation
treatment standards.
3. The City will consider development of financial incentives for the
preservation, rehabilitation, and adaptive use of heritage resources, such
as tax incentives, grants, loans, easements, and subsidies.
Policy 8: Preserve Edina Heritage Landmarks/Heritage Preservation
Resources, Landmark Districts or Historic Buildings on City property and
rights of way.
Edina Comp Plan Update 2008 —
Chapter 6: Heritage Preservation
6-14
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Actions:
1. The City will develop strategies and establish priorities for the restoration
and rehabilitation of City-owned heritage resources.
Policy 9: Provide public education regarding heritage preservation.
Actions:
1. The City will provide the public with
information on heritage
preservation activities in the city.
2. The HPB will design and maintain a
high-quality heritage preservation
page on the City's website.
3. The City will develop facilities and
programs that interpret heritage
resources for the public.
4. The HPB will make a special effort
to reach out to and involve the
Edina Historical Society,
neighborhood groups, and other
community organizations with
particular interests in historic
properties or community
development.
Policy 10: Participate in the federal-state-local government heritage
preservation partnership.
Actions:
1. The City will continue to participate in the CLG program.
2. The City will cooperate with neighboring cities and other communities in
developing their preservation programs.
Edina Comp Plan Update 2008 —
Chapter 6: Heritage Preservation
6-15
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Policy 11: Be prepared to respond to disasters involving heritage
resources.
Actions:
1. Define the City role and responsibilities in disaster preparedness,
response, and recovery relative to historic preservation.
2. Perform a risk assessment to identify the types of disasters likely to occur
and evaluate the vulnerability of specific heritage resources to disasters.
3. Provide members of the City disaster management team with information
on heritage resources and preservation priorities.
4. Encourage owners of historic properties to develop disaster preparedness
plans.
5. Establish a disaster response team of experienced preservationists,
architects, historians, and planners.
6.5 IMPLEMENTATION
Ongoing
1. Carry out a comprehensive City-wide survey to identify and evaluate the
preservation value of historic buildings, structures, sites, objects, and
districts.
2. Rezone historically, architecturally, archaeologically, and culturally
significant properties as Edina Heritage Landmarks, Landmark Districts, or
Heritage Preservation Resources or Historic Buildings.
3. Increase the use of partnerships with other agencies, organizations, and
individual property owners to ensure that significant heritage resources
are preserved, protected, and used in a manner that is responsive to
community values and consistent with appropriate preservation standards.
Short-term
4. Update the information in the Heritage Resources Inventory and convert it
to electronic form so that it can be manipulated, used, and retrieved
quickly. In addition, the inventory should be made adaptable for
Geographic Information System (GIS) users.
5. Redirect the resources of the Heritage Preservation Board toward an
increased emphasis on education and technical assistance programs.
Edina Comp Plan Update 2008 —
Chapter 6: Heritage Preservation
6-16
...for living, learning, raising families & doing business 2008 Comprehensive Plan
6. Use existing planning tools more effectively and create a better "tool box"
to address emerging heritage preservation challenges.
7. Establish and allocate resources to development of a heritage resources
disaster management plan.
8. Provide better public access to heritage preservation information through
the media, outreach, and the Internet.
Medium-term
9. Consider development of an array of economic incentives for the
preservation, rehabilitation, restoration, and reconstruction of significant,
privately-owned heritage resources.
10. Initiate innovative demonstration projects and disseminate information on
the importance of heritage preservation in developing sustainable
neighborhoods.
Edina Comp Plan Update 2008 —
Chapter 6: Heritage Presentation
6-17
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Edina Comp Plan Update 2008 —
Chapter 6: Heritage Preservation
6-18
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2008 Comprehensive Plan Update
Edina Comp Plan Update 2008 —
Chapter 6: Heritage Preservation
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November. 2008
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6-19
.for living, learning, raising families & doing business k 2008 Comprehensive Plan
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Chapter 7: Transportation
7.1 Introduction
7.2 Current Conditions
7.3 Trends and Challenges
7.4 Goals and Policies: Transportation
7.5 Implementation
7.1 INTRODUCTION
Background
Effective transportation planning is critically important for a community such as
Edina. Residents must be provided with transportation facilities and services that
meet mobility needs in an efficient and safe manner. Transportation facilities, at
the same time, need to be planned and constructed so as to limit negative social,
environmental, and aesthetic impacts to the greatest degree feasible. In
addition, residents who cannot or choose not to drive need to have transportation
options to meet their daily needs.
There is a fundamental link between transportation planning and land use
planning. Successful land use planning cannot take place without taking
transportation considerations into account. Conversely, transportation planning
is driven by the need to support existing and future land uses which the
community supports and/or anticipates. Chapter 4 of this Comprehensive Plan
identifies existing and planned future land uses. The remainder of this section
has been prepared with the goal of supporting the land use vision identified in
Chapter 4.
In 2003, the City formed the Edina Transportation Commission (ETC). It is made
up of citizens appointed by the City Council. It advises the City Council on
transportation issues facing the City, including congestion, roadway improvement
projects, and non-motorized transportation needs. This transportation chapter
was prepared under the guidance of the ETC.
Objectives
There are three primary objectives of this Transportation chapter:
Edina Comp Plan Update 2008 — 7-1
Chapter 7: Transportation
2008 COMPREHENSIVE PLAN CHAPTERS
A Commission will be provided a chapter(s) as the lead reviewer. This does not mean
Commission’s cannot provide input on other chapters AND there may be cases when a
Commission creates content that might be better served by its own chapter. The 2008
chapters includes:
Land use
Transportation
Housing
Water Resources
Parks
Health
Heritage Preservation
Sustainability
Community Facilities and Services
Chapter Responsibility Chart:
We will look to Commissions for input on chapters most closely related to the goals and
missions of the Commission. The chart designates the chapter or chapters your commission will
be asked to focus on.
Chapter Title Commission(s)
Community Profile Human Rights and Relations Commission
Community Health Commission
Landuse & Community Design Planning Commission
Housing Human Rights and Relations Commission
Heritage Preservation Heritage Preservation Commission
Transportation Transportation Commission
Water Resources Management Energy and Environment Commission
Parks, Open Space and Natural Resources Parks and Recreation Commission
Arts and Culture Commission
Energy, Environment, and Resilience* Energy and Environment Commission
Community Services and Facilities Parks and Recreation Commission
Community Health Commission
Human Rights and Relations Commission
Arts and Culture
Comprehensive Plan: Chapter Assessment ToolChapter Title: xxxxCommission Name: xxxxxCurrent GoalsEliminate from 2018 planStill Relevant, Include in 2018 planStill Relevant, but should be updated12345New Goals1234Current Policies123New Policies123
GOAL AND POLICY DEVELOPMENT EXAMPLE
The example goal and policy included in this tool kit was taken from the Parks, Open Space
and Natural Resources Chapter of the 2008 Comprehensive Plan. Each chapter in the 2008
Comprehensive Plan concludes with goals and policies that:
discuss aspirations, a vision, and steps the city will take
establish parameters and define overall approaches and directions the city will follow
The chapter on Parks, Open Space, and Natural Resources provides a particularly useful example
for Commissions on how these might be written for inclusion in the 2018 comprehensive plan
update.
Setting the stage for a successful physical plan are policies that are outlined in the plan. As a
policy plan, the plan document will reflect community goals and aspirations in terms of
community development. (These have largely been defined in Vision Edina and through the Big
Ideas Workshop.) High-level policies are the backbone of the plan because they will provide
overall direction, set parameters and limits, and guide the development of the physical plan.
Provided below (for your consideration as you review, analyze, and document goals and policies)
are excerpts from the 2008 Comprehensive Plan’s Parks, Open Space, and Natural Resources
Chapter.
EXAMPLE BELOW:
Natural Resources Conservation and Management
Background Over the past decade, residents of the Twin Cities metropolitan area and nation-wide have shown an
increased interest in the preservation and restoration of open space and unique natural areas. Consistent with national trends, Edina residents have voiced a strong interest in the protection and restoration of Edina’s natural resources. The community wants to examine ways to better restore native landscaping and maintain native vegetative buffers along the riparian corridors of Minnehaha Creek and Nine-Mile Creek, and the small lakes in Edina, to maintain and improve water quality, and to provide more and higher quality habitat for birds and wildlife.
The Community Needs Assessment Survey shows that 66 percent of Edina residents have a need/desire for natural areas and wildlife habitats compared to 48 percent which is the national benchmark response for that need/desire. Edina residents feel strongly about natural resources, natural areas and their protection and (where appropriate) restoration. The need/desire for natural areas and wildlife habitat was second only to the highest need/desire, which was walking and biking trails at 86 percent. Third place was the need for golf courses (49 percent) and fourth was playground equipment at 45 percent.
The City owns over 1,565 acres of park land and open space areas and the City is essentially 100 percent developed. Therefore, in establishing goals for Edina’s natural resources the primary focus is on establishing restoration and preservation management practices. Open space areas owned by the City are
intended to remain protected and preserved from any future development. Therefore, the focus will be to determine what level of management and restoration is desired for Edina’s natural resources.
Policies
The City’s Parks Department will conduct resource inventories and assessments to identify Edina’s prairies, woods and wetlands and produce a landscape comprehensive resource map. The inventories and assessments will identify rare plant and animal species, and exotic non-native plant species. The assessment can also include other important information such as soil types, existing infrastructures, and areas of significant historical and cultural values.
The City will establish a Natural Resources Conservation and Management Plan that outlines policies to address exotic or invasive plants and further protect native habitats for the health and safety of the public.
The City will develop a landscaping master plan, which will be updated on an annual basis, to identify additional landscape plantings are desired for each park.
The City will continue to coordinate with the Minnesota DNR and continue to carry out all Minnesota state mandates for shade tree disease control and noxious weed control.
The City will develop and implement a program for maintaining trees throughout the City, and replacing them as necessary. ,
The City, through its Parks Commission and Energy and Environment Commission, initiate programs to embrace and utilize volunteer service that provides valuable resident input and advice on natural resource conservation and management plans.
The City will not sell any park and/or open space property currently owned by the City. An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community.
Goals
Establish a scientifically-based Natural Resources Conservation and Management Plan to identify, restore and/or protect natural resources and native wildlife habitat. The primary reason to restore and/or protect natural resources is to sustain their ecological integrity and functions and protect the health and safety of the public. Natural resource areas shall include prairies, woods and wetlands. The Water Resources Management Plan is addressed under the Water Resources section of this Comprehensive Plan.
Ensure that Edina’s development regulations include provisions for protection of the shorelands of
those sections of Minnehaha Creek and Nine-Mile Creek within Edina, and for the shorelands of the lakes within Edina.
Identify a master landscape plantings plan for all Edina parks, which is the final phase of park
development that has yet to be completed.
Conserve, and replace as necessary, Edina’s urban forest to ensure the long- term vitality and viability of this integral part of Edina’s overall identity and attractiveness.
VISION EDINA
CITY OF EDINA STRATEGIC VISION and FRAMEWORK
This vision and framework is an outcome of the broad-based community engagement and
visioning process, conducted between September and December 2014
May 2015
CITY OF EDINA
STRATEGIC VISION AND FRAMEWORK
VISION EDINA
This vision and framework is an outcome of the broad-based community engagement and
visioning process, conducted between September and December 2014.
May 2015
Vision Edina – Strategic Vision Framework – May 2015 3
VISION EDINA
Vision Edina represents a fresh look at the future for the City of Edina. This work builds on the previous
Edina Vision 20/20 planning work that was undertaken 15 years ago. Since that time, the world has changed.
We are subject to stronger external trends and forces, and we face renewed pressures with increasing
population and developmental pressure. The future we face is one filled with greater uncertainty, more rapid
pace of change and emerging new opportunities. Vision Edina allows us to step back and look again at the
big picture, and decide how we continue to evolve to remain a relevant, competitive and progressive city.
Vision Edina is a long-term strategic framework that helps our community understand and guide the
important decision-making that will impact Edina’s future. This framework lays out the key issues identified
by our community, which we need to be focusing our attention and resources on, over the coming years. The
Vision Edina work and publications have been developed through a broad-based and inclusive community
visioning process conducted in 2014.
It is proposed that the current City of Edina mission statement remain largely unchanged. This is a potent
and relevant mission statement that has, and continues to, serve the City well.
“Our mission is to provide effective and valued public services, maintain a sound public
infrastructure, offer premier public facilities and guide the development and redevelopment
of lands, all in a manner that sustains and improves the health and uncommonly high quality
of life enjoyed by our residents and businesses.”
INSERT SECTION TITLE HEREBALANCING EDINA’S REDEVELOPMENT
Vision Edina – Strategic Vision Framework – May 20154
INSERT SECTION TITLE HERE
EDINA’S VISION STATEMENT
Edina holds a well-earned reputation as a city of choice. It is the model of a successful, mature, and
progressive urban community, that strives to lead in a modern and evolving world. We maintain
our heritage and attractiveness, and afford our residents the highest quality of life, while actively
embracing the future.
The features that define our future community include:
Inclusive and Connected
• Our community embraces diversity and cherishes the contributions of all residents and stakeholders.
• Our community offers an enticing mix of residential development that retains and builds upon our
strong foundation of single-family housing, but also includes a dimension of higher density multi-
family options, especially for the young and the old.
• We strive to promote a healthy demographic mix that builds on the tradition of multi-generational
families, and also provides entry opportunities for new people seeking to raise families, start
businesses, and join our quality community.
• Our residents enjoy a wide range of transportation options that foster mobility and interconnectedness.
• Our cohesive neighborhoods are able to retain their unique individual character, while being linked
seamlessly together into the broader fabric of our city.
• Our residents benefit from close access to parks and other gathering spaces where they can regenerate,
connect with community members and enjoy nature.
Built-to-Scale Development
• Our community has worked hard to create an innovative and long-term comprehensive development
policy that strikes the right balance between renewal and progress, and protection and preservation.
• Our development policy promotes partnerships between developers and community members and
encourages innovative ideas.
• Our community’s commercial and retail base has been significantly enhanced through the creation of
more mixed-use locations, carefully woven throughout our neighborhoods.
• We have proactively developed planning procedures and policies that allow the character of our
neighborhoods to be preserved and enhanced. Local development reflects the aspirations of both
neighborhood residents and the community as a whole.
EDINA’S VISION STATEMENT
Vision Edina – Strategic Vision Framework – May 2015 5
Sustainable Environment
• Edina has focused and invested in world-class citywide resource management systems, built around
the leading principles of environmental sustainability.
• We have substantially reduced our overall environmental impact and significantly increased our
resource use efficiency.
• Our planning has integrated the best-proven standards of sustainable building and environmental
stewardship into all aspects of our city planning and building codes.
• Our community continues to treasure and protect our public spaces and parks. We have enhanced our
biodiversity and natural ecosystems, which in turn support and purify our natural environment.
A Community of Learning
• Edina has continued to evolve as a highly engaged community, where residents share the responsibility
for decision making and working collectively toward the common vision.
• We recognize and appreciate the significant value of our education system, and we continue to work
and invest to strengthen and grow this key community asset.
• As technology and society have evolved, so has our prized education system. We have a high quality,
future- oriented education system, which undeniably prepares our students to thrive in an increasingly
competitive and globalized world.
• As residents, we never tire in our pursuit of knowledge and understanding. We collectively promote
the value of engagement and education, and we ensure that we have the capacity as a community to
understand and remain agile in a fast changing and complex world.
Future-Oriented
• As a community, we continually look forward and are always working to remain competitive, relevant
and innovative. We stand on the foundation of our traditions, but are not afraid to adapt and change
as the city evolves.
• Our city leaders and organizations are actively engaged in regional leadership and in ensuring the
interests of Edina are represented at the level of the Twin Cities metropolis, but also beyond.
• Edina is willing to use its resources and expertise to apply new ideas and technology, and we actively
invest ourselves in finding and creating innovative solutions to the emerging challenges of living in a
major city.
INSERT SECTION TITLE HEREEDINA’S VISION STATEMENT
Vision Edina – Strategic Vision Framework – May 20156
INSERT SECTION TITLE HERE
STRATEGIC FOCUS AREA, ISSUES AND ACTIONS
Eight key strategic focus areas have emerged through the Vision Edina process. These areas are built
from the key drivers and issues identified early in the Vision Edina process, and have carried through the
extensive community and stakeholder engagement process. These focus areas, and the attendant issues
and actions, represent emerging priority areas that can both leverage and guide the future evolution of
our city. This is not intended to be an exhaustive list, and in no way displaces the underlying foundational
work that continues on our key areas of infrastructure, community services, governance and fiscal
management. Rather, these strategic focus areas represent key emerging priorities, and reflect the core
drivers of our future that can be summarized in the categories of Balancing Edina’s Redevelopment, and
Enhancing Our Community Fabric and Character.
STRATEGIC FOCUS AREA, ISSUES AND ACTIONS
Vision Edina – Strategic Vision Framework – May 2015 7
INSERT SECTION TITLE HEREBALANCING EDINA’S REDEVELOPMENT
1. RESIDENTIAL DEVELOPMENT MIX
The issue of residential property development has been repeatedly raised throughout the Vision Edina
process. The City has been faced with a number of redevelopment pressures and challenges across
numerous areas. Residents strongly favor a continued focus on the single-family housing nature of the
majority of the city neighborhoods, but there is increasing concern about the trend and impact of so-called
‘teardowns’ on the community. There is also recognition of some need for additional multi-family options
to create more diversity in housing affordability. This would provide increased options at all stages of life
and attract younger residents.
ISSUES
• Residential neighborhoods continue to serve as the defining characteristic of the city, and there is a
high desire to protect and enhance such neighborhoods.
• Residents take a great deal of pride in their homes, and express concern about the escalating
redevelopment pressures facing some neighborhood areas.
• Edina continues to face competition from neighboring communities that claim to offer a similar
quality of life while also offering more available land for development.
• The community must balance the needs of the families that have defined its character, with an aging
population that desires to ‘age in place.’
STRATEGIC ACTIONS
• Further encourage the development of neighborhood associations and the overall neighborhood
concept. Define the unique character and brand of each of the well-established neighborhoods,
and explore innovative planning guidelines to allow preservation and enhancement of the desired
neighborhood visual appeal.
• Pursue further planning and development options that protect and locate key amenities, such as
parks and community facilities, within the neighborhood framework to allow neighborhood centers
and focus points to further evolve.
• Continue to explore options for new multi-family housing throughout the city in mixed-use areas and
near public spaces, including areas such as Southdale, Pentagon Park and Grandview.
• Work to create affordable housing options close to transit, shopping and employment centers.
Vision Edina – Strategic Vision Framework – May 20158
INSERT SECTION TITLE HERE
2. TRANSPORTATION OPTIONS
Participants in the Vision Edina process expressed a strong desire to continue to expand a variety of
transportation options to both reduce dependency on automobiles and enhance the community’s work
and life balance, and ease of connectivity. Walking, biking, and transit options represent key amenities
that help residents feel connected to their community, and improve the overall quality of life. A diversity
of transportation options is also highly preferred among younger residents. However, such options have
met resistance in some areas, largely a reflection of a ‘not in my back yard’ reaction. The larger community
sentiment of support should be highlighted to advance policies and developments deemed to be in the
larger public good.
ISSUES
• The community’s infrastructure continues to age and be stressed by increasing traffic volume.
• The majority of Edina’s employed population works outside of the city and is therefore reliant on the
connectivity and maintenance of the roadway system for their livelihood.
• The community overall is highly supportive of increased diversity and integration of transportation
and local access options.
STRATEGIC ACTIONS
• Undertake community education and promotion to highlight the broad support and benefits of more
diverse transportation options, and particularly to highlight the support expressed across multiple
age demographics.
• Work to expand transit options to Edina, and ensure that Edina residents do not become further
isolated from the larger transit infrastructure.
• Develop an integrated long-term plan that lays out a future-oriented and ambitious transportation
network that covers multiple modes of transportation, and takes into account potential impacts of
future technology on transportation modes and corridors.
• Continue to promote and develop the sidewalk, trail and bike networks to improve accessibility and
connectivity throughout the city and beyond.
BALANCING EDINA’S REDEVELOPMENT
Vision Edina – Strategic Vision Framework – May 2015 9
3. COMMERCIAL DEVELOPMENT MIX
Edina has traditionally embraced commercial development along a relatively narrow corridor along France
Avenue, and originally anchored by Southdale Center. While this practice has been successful and has led
to additional growth along France Avenue, Vision Edina participants have expressed a desire for easier and
more proximal access to small retail options and other amenities. Many participants of the engagement
process highlighted the unique and appealing experience of the 50th & France district. New development
opportunities can build upon this example and model to develop neighborhood nodes of an appropriate
scale in other locations across the city.
ISSUES
• Edina has historically favored large-scale commercial development. Best practice and community
desire has moved toward also including smaller-scale models.
• Residents currently feel somewhat disconnected from common amenities, including banking, dry
cleaning, groceries and pharmacies – and this is an issue likely to be exacerbated with an aging
population.
• The community has significant redevelopment opportunities in the Pentagon Park, Grandview, and
Southdale areas, but as of yet, there appears to be no clear consensus as to the best and most
appropriate uses and ultimate outcomes.
STRATEGIC ACTIONS
• In light of the escalating developmental pressures facing the Council and City, the City should as a
priority renew its broader land use plan. This plan should examine and consider the future broad fabric
of the community, and begin to define key nodes of higher-density mixed use, and potential nodes of
small-scale commercial opportunity, embedded in more of a neighborhood context.
• More consideration of scale and appropriate mixed use could be used in the review of new commercial
development proposals, especially to take into account the compounding impact of numerous
developments in close proximity and the concerns about this overall impact on streetscape,
environmental aspects, transportation and utilities and services.
• The community should further examine and consider the development of small neighborhood-based
business nodes to provide a range of local amenities and services.
• Edina should continue to explore strategies that promote the continued vitality of existing core retail
zones around Southdale Center, and also actively pursue economic development strategies targeting
specific professional services clusters. These approaches could enhance the core economic underpinning
of the local economy.
INSERT SECTION TITLE HEREBALANCING EDINA’S REDEVELOPMENT
Vision Edina – Strategic Vision Framework – May 201510
INSERT SECTION TITLE HERE
4. LIVE AND WORK
Edina’s community has a large number of high-wage earners, most of whom commute to areas outside
the city for work. Therefore, Edina is highly dependent on the vitality of the regional economy to maintain
prosperity. At the same time, the community also recognizes a growing desire, especially among young
professionals, to both live and work in the same location. There is evidence to suggest this represents
part of a larger societal trend, and could have important implications to the future location appeal of
Edina. The city currently offers limited opportunities to do so, as a mismatch exists between the wage-
earning potential of many of the employment opportunities in the community and the relatively high cost
of quality housing. However, the city is very well endowed with recreation facilities, which offers excellent
outdoor and sporting amenities.
ISSUES
• Many of the city’s residents commute outside of the city for work. This creates a disincentive to
young professionals who may aspire to live and work in Edina.
• The community does not possess significant spaces for collaborating, start-ups or telecommuting.
• Many people who work in Edina cannot afford to live in the community.
STRATEGIC ACTIONS
• Edina should support the development of a start-up or entrepreneurial climate in the city, and bring
together key stakeholders to develop an integrated economic development strategy.
• The community should consider the inclusion of incubators or co-working spaces in any new
redevelopment projects and in mixed-use proposals.
• The City should promote the development of a mix of commercial amenities, including restaurants
and cultural amenities, which are attractive to young families and professionals and can further act as
connection points or hubs within the fabric of neighborhoods and development areas.
BALANCING EDINA’S REDEVELOPMENT
Vision Edina – Strategic Vision Framework – May 2015 11
INSERT SECTION TITLE HERE
5. EDUCATIONAL FOCUS
Edina Public Schools are recognized as one of the principal assets of the community. The school district
and its institutions are routinely recognized as among the best in the state and nation. Participants in
the Vision Edina process routinely singled out quality education as one of the defining characteristics of
their preferred future. However, respondents also expressed a desire for the greater use of technology in
the classroom, expansion of cultural and ‘globally-focused’ learning opportunities and the promotion of
lifelong learning.
ISSUES
• Education policy and funding are largely a state matter, placing the City in an advocacy and partnership role.
• Respondents desire an educational system that maintains high quality while also embracing new
techniques and technologies. A balance needs to be struck.
• While Edina Public Schools and other local institutions adeptly provide K-12 education, lifelong
learning and other cultural education opportunities requires leadership from a variety of community
institutions.
STRATEGIC ACTIONS
• The community should promote a culture of learning among all of its residents, and continue to find
ways to explore, understand and present best practices across a range of topics. In particular, it is
important to expand the scope beyond regional expertise and explore best practices and emerging
trends on a global scale.
• The City should continue to foster its productive working partnership with Edina Public Schools. These
two entities represent some of the key leverage points in the city, and combining their influence
could accelerate the progress on key initiatives. Similar partnerships should be established with the
Richfield and Hopkins school districts.
• The City and school district should continue to explore future opportunities for expanded partnerships
between the schools and existing employment opportunities within the community, thereby helping
develop career paths and local workforce development.
ENHANCING OUR COMMUNITY FABRIC AND CHARACTER
Vision Edina – Strategic Vision Framework – May 201512
INSERT SECTION TITLE HERE
6. POPULATION MIX
The demographics of the Twin Cities are constantly changing as new residents are attracted by strong
regional employment prospects, economic tailwinds and quality cultural and public amenities. Edina
is well positioned to attract many of these new residents because of its high quality of life. Edina’s
population is also undergoing a generational transformation as its population continues to age, creating
a new group of active senior citizens with different housing and amenity needs. Developing an effective
balance in each of these areas is critical to ensuring future sustainable growth.
ISSUES
• The perception of an ‘Edina Bubble’ carries with it the stigma of being an exclusive and exclusionary
community.
• The relatively high cost of housing is a barrier to entry into the community, especially for younger
families.
• The needs of an aging population are often in conflict with the preferences of the younger residents
the community seeks to attract.
STRATEGIC ACTIONS
• The City should expand its work with local school districts to expose students and parents to a variety
of cultural experiences. This will serve to foster a global mindset while also cementing the education
system as a key population draw.
• Edina’s civic organizations should promote a welcoming image of the city. These efforts should be
equally directed toward new residents and businesses. These organizations should also take a lead
role in publicizing the city’s cultural amenities.
• The City should continue to prioritize amenities that meet the needs of residents of all ages. The
City should continue discussions about the effects of an aging population, as referenced in the Vision
20/20 process. Similar efforts should be used to engage young adults, including high school students.
ENHANCING OUR COMMUNITY FABRIC AND CHARACTER
Vision Edina – Strategic Vision Framework – May 2015 13
INSERT SECTION TITLE HEREENHANCING OUR COMMUNITY FABRIC AND CHARACTER
7. ENVIRONMENTAL STEWARDSHIP
Participants in the Vision Edina process were more supportive of environmentally responsible policies and
practices than any other issue area. There is a growing awareness of the impact that the built environment has on
the natural environment, and the individual and collective responsibility we all have toward good environmental
stewardship. Community residents and stakeholders believe that Edina can take an active and ambitious internal
and regional leadership role in embedding environmental stewardship principles through actions such as promoting
more comprehensive recycling, smart building and energy efficiency practices. These themes couple well with the
parallel benefits in smarter urban planning, increased transportation options and application of technology.
ISSUES
• Residential and commercial developers have little incentive to balance environmentally friendly building practices
with market pressures, or in fact to provide leading-edge examples of energy efficient and environmentally
sensitive construction.
• Currently, residential waste removal and other environmental services are poorly coordinated, and in some cases
multiple providers are serving the same streets, contributing to noise, environmental impact and inefficiencies.
• The need for green spaces is well recognized, but the use of these areas currently follows more traditional
‘green lawn’ approaches rather than integrated habitat zones.
• Developmental pressures are likely to continue to place increased demands on the City’s infrastructure and
contribute to concerns about decline in environmental quality in the community.
STRATEGIC ACTIONS
• Develop a comprehensive city-wide environmental management plan that explores and includes best practices in
water management, biodiversity, green space management, street scape enhancement and waste management.
• Partner with energy and utility service providers to educate residents on the importance of energy efficiency
in their daily living and promote energy efficiency and smart building practices at all City-owned properties.
This could include well-established practices such as publishing data on the carbon emission, waste levels and
recycling levels.
• Identify a series of environmental flagship pilot projects to bring stakeholders together and begin exploring
creative solutions. Examples could include: waste collection and management across the city; recycling and green
waste management; environmental overlays on development projects such as Pentagon Park; and utilization of
available areas such as Fred Richards Park as community gardens and biodiversity spaces.
• Develop incentives for individual households to take an active role in the overall city responsibility for environmental
management, including reducing nutrient loads in run-off, local recycling and efficient resource usage.
Vision Edina – Strategic Vision Framework – May 201514
INSERT SECTION TITLE HERE
8. REGIONAL LEADERSHIP
Edina has long been recognized as one of the premier communities in the Twin Cities. The City has been
historically viewed as somewhat progressive in its development policies and practices. The existing phase
of redevelopment and the expanding pressures from the surrounding metropolitan area highlights the
need and opportunity for Edina to continue as an innovator, seeking and implementing creative solutions
to local and regional issues.
ISSUES
• City leadership has rightfully focused on many local issues, in large part driven by changing community
needs and expectations. In recent years, City officials have also been playing an important role in
some significant regional discussions.
• Edina’s size may limit its influence when compared to larger neighboring communities, its popularity
with respect to redevelopment has presented a unique set of challenges and the opportunity to lead
on some issues previously not encountered in the larger metropolitan area.
• The community has regional economic importance, but its cultural importance has been somewhat
more limited. However, there is potential for Edina to have some destination value as a regional
cultural center.
STRATEGIC ACTIONS
• City leaders should actively advocate for Edina’s interests in the Met Council and other regional bodies.
In addition, the City should form particularly close functional connections with the immediately
neighboring cities, as they share many aspects and challenges.
• City leaders should continue to inform residents on the impact of issues of regional importance and
work to better integrate an understanding of the importance of being an active participant, and leader,
in the larger regional system
• City leaders and residents should collaborate to discover, develop and apply new best practices in
environmental sustainability, aging in place, educational quality and other broad areas of consensus.
These efforts will ensure that Edina builds the future intelligence capacity to retain a future-focused
worldview, and act as an example and role model to other cities in North America.
ENHANCING OUR COMMUNITY FABRIC AND CHARACTER
Vision Edina – Strategic Vision Framework – May 2015 15
INSERT SECTION TITLE HERECONCLUSION
CONCLUSION
The Vision Edina process has presented an opportunity for the community to come together and explore
the longer-term future. The current period of intense redevelopment, which is occurring within Edina,
represents an important juncture in the community’s history and evolution. This is coupled with a more
gradual generational shift, as the predominant Baby Boom generation moves through the demographic
system. The resultant situation is where Edina stands poised before some significant choices about future
trajectory and outcomes. This has been well articulated in the Vision Edina process.
The community has chosen a path forward that represents some significant change and reinvention, but
without losing touch with the important family values and rationale that has always defined Edina as a
community. The path ahead is not without its challenges and will require careful balancing of differing
priorities, aspirations and desires. The collective decision-making process required to move forward will
set Edina apart as an intelligent, engaged, thoughtful and forward-looking city. It will require maturity
and patience on behalf of the citizens and leadership, and recognition that the complex resident mix,
which makes Edina interesting, also brings with it differing opinions and perspectives. Understanding
the importance of the common good over personal self-interests will be critical to build alignment around
important future shaping decisions and actions.
The population and leadership of Edina possess and exhibit more than sufficient knowledge and experience
to guide the City toward the vibrant and balanced future desired by the residents and stakeholders.
FOR MORE INFORMATION
VISION EDINA
The Vision Edina initiative has aimed to define a shared vision for the City of Edina. The vision and strategic
framework is the outcome of a broad-based and inclusive community visioning process. The engagement
portion of this important planning process ran from September to December 2014, and gathered significant
community input.
From a strategic planning perspective, Vision Edina examines the issues that have been identified as
having the highest priority within the community. The initiative examined future trends in cities across
North America and the world, and how generational values are changing. This was also linked to local
aspirations, values and desires for the future. This process provides a clearer understanding of what
people might be looking for in Edina in 2030 and beyond. Vision Edina has represented an opportunity for
all residents to have a say and contribute to creating the shared future vision. Vision Edina is part of the
overall community process to update the long-term vision for the City of Edina. Vision Edina will also serve
as an important foundation for other strategic efforts, such as the City’s Comprehensive Plan and Capital
Improvement Plans.
The City of Edina partnered with Future iQ Partners, an international consultancy company, to design and
facilitate the process.
For more information on the Vision Edina project and the City of Edina, please contact:
Scott H. Neal, City Manager
City of Edina
952-826-0415
SNeal@EdinaMN.gov
www.EdinaMN.gov
Page i
Mapping Edina’s Big Ideas
Bridging between Vision and Planning
Prepared for:
City of Edina, Minnesota
4801 W 50th St, Edina, MN 55424
Prepared by:
Biko Associates, Inc.
79 13th Avenue NE
Studio 107
Minneapolis, MN 55413
May 24, 2017
Page ii
Table of Contents
Introduction .................................................................................................... 1
Purpose ............................................................................................................. 1
Background ....................................................................................................... 1
Wednesday, April 19 Big Ideas Workshop ........................................................ 7
Summary of Findings......................................................................................... 7
Transportation .................................................................................................. 8
Environmental Stewardship .............................................................................. 8
Education Focus ................................................................................................ 8
Commercial Development Mix ......................................................................... 9
Residential Development Mix ........................................................................... 9
Regional Leadership ........................................................................................ 10
Population Mix ................................................................................................ 10
Live and Work ................................................................................................. 11
Saturday, April 22 Mapping Edina’s Big Ideas ................................................. 13
Agenda and Format ........................................................................................ 13
“Where is Important to me in Edina?” ........................................................... 15
“How do I Travel to Important Places?” ......................................................... 15
“Where Should Big Ideas be Implemented and How are
Big Ideas Related ....................................................................................... 16
Physical Framework for Implementing Big Ideas ........................................... 16
Edina’s Big Ideas by Quadrant ........................................................................ 19
Interpreting Edina’s Big Ideas for Inclusion in the Comprehensive
Plan and Implementation ......................................................................... 21
Proposed Process for Incorporating Big Ideas in the
Comprehensive Plan ................................................................................ 23
Page iii
Page 1
Introduction
Purpose
This report documents two community-based events held in the City of
Edina in April 2017 to provide community members opportunities to
collaborate and develop future-oriented Big Ideas that will shape the
city’s growth and development in extraordinary ways over the next 20
years.
The report summarizes outcomes from these two events and identifies a
recommended process that will be put in place during a study to prepare
the city’s 2018 comprehensive plan update to ensure that the Big Ideas
will be given consideration in the plan.
Background
Comprehensive Planning in the Twin Cities
Communities in the Twin Cities metropolitan area are required by statute
to update their comprehensive plans every ten years. Traditionally, a
community’s comprehensive plan, based on a shared community vision
and goals, outlines growth and development policies and describes what,
where, and by how much a community will grow…and, as importantly,
where growth will not occur. Local comprehensive plans, which provide
communities with a foundation to support defensible land use decision
making, land use regulations, and building codes, can also include urban
design guidelines to help define the desired design and appearance of
districts and new developments.
Within the Twin Cities metropolitan area, completed comprehensive
plans are approved and adopted by local governments. The plans are
also reviewed for adequacy by the Twin Cities Metropolitan Council, the
metropolitan area’s regional planning agency. As such, the Council is
charged with planning and coordinating the growth and development of
the seven-county metropolitan area. Its review of local comprehensive
Page 2
plans is largely focused on determining how a local community’s growth
plans will impact regional systems (e.g., transportation, sanitary sewer
and water treatment, water systems, and regional parks) and whether a
local community’s plans are aligned with an overall framework that is
provided in regional plans.
Thus, comprehensive plans in the metropolitan area have two purposes.
They are tools for local governments to use in planning for their
communities, and they are tools the Council uses to ensure that regional
systems can be provided to communities in the metropolitan area in a
planned and cost efficient manner.
Without a defined community vision, potential exists that a community’s
comprehensive plan, while adequately addressing regional concerns,
could fail to adequately address its own local concerns.
Edina’s Current Comprehensive Planning
As mentioned, a community’s comprehensive plan is fundamentally built
on a shared community vision and goals, and initial steps in accepted,
comprehensive planning processes include community outreach activities
designed to define community members’ vision for the future. Thus, it is
a community’s shared vision and support for the vision that permit a
comprehensive plan to assert an overall direction for growth and
development.
Future iQ’s Vision Edina 2015:
The City of Edina in 2014 contracted Future iQ to prepare Vision Edina, a
series of documents that articulated a vision for the city and outlined a
long-term strategic framework that lays out key issues identified by
Edina’s community members. The visioning process used by Future iQ
included extensive community outreach activities (focus group meetings,
community-wide surveys, think tank meetings, community meetings,
etc.) and demonstrated wide spread community support for the vision
and strategic framework. Eight strategic focus areas were identified in
Vision Edina:
Page 3
Page 4
It was determined by the Edina Council that Vision Edina should be
revisited in two workshops in order to ensure a bridge between the city’s
vision and the 2018 comprehensive plan update.
Page 5
Big Ideas Workshop:
The purpose of the first workshop, held April 19, 2017 was to encourage
new “Big Ideas” and connect them to the eight key strategic focus areas
that emerged from Vision Edina with an ultimate goal of propelling Edina
toward its “Nodes and Modes” preferred future.
Mapping Edina’s Big Ideas:
The purpose of the second workshop, April 22, was to determine where
and how earlier defined “Big Ideas” would be located on the landscape of
the city.
Page 6
Page 7
Wednesday, April 19 Big Ideas Workshop
Summary of Findings
The workshop began with a review of major conclusions reached in Vision
Edina 2015. Participants were asked to rank which major strategic focus
areas should be a priority for innovation in Edina over the next 5 years.
The participants ranked Environmental Stewardship (25%) and
Transportation Options (25%) as the top two innovation priority areas,
followed by Education Focus (18%), Commercial Development Mix (11%),
Residential Development Mix (9%), Regional Leadership (6%), Population
Mix (4%), and Live and Work (1%).
Participants were then asked to identify Big Ideas under each strategic
focus area and then rank them. The top Big Ideas with the most votes,
under each focus area, are listed on the following pages. A complete list
the Big Ideas is presented in Nodes and Modes: Bridging between Vision
and Planning, April 19 Big Ideas Workshop, Future iQ.,
25%
25%
18%
11%
9%
6%
4%
1%
Page 8
Transportation
Environmental Stewardship
Education Focus
Page 9
Commercial Development Mix
Residential Development Mix
Page 10
Regional Leadership
Population Mix
Page 11
Live and Work
Page 12
Page 13
Saturday, April 22 Mapping Edina’s Big Ideas
Agenda and Format
The agenda followed for the Saturday morning workshop is presented on
the following page. The all-day session was divided into two parts.
Part I
The first part, an early meeting, was held to map the Big Ideas that had
been developed at the April 19 Big Ideas Workshop.
Three mapping exercises were completed, and each was followed by a
discussion where participants were able to comment on outcomes from
the mapping and report on observations. The three mapping exercises
were:
1. Where is important to me in Edina? (I.e., identify nodes)
2. How do I travel to important places? (I.e., identify modes)
3. Where Big Ideas should be implemented? (I.e., where are
opportunity sites, where are opportunities to link Big Ideas, and
does this reinforce Edina’s future vision?)
The three mapping exercises were completed on a 25 foot-long by 20
foot-wide map of the city that was printed on a durable fabric and taped
to the floor in the city’s Public Works Department Building. (See the
attached hyper-link https://youtu.be/X8hZ8m9m8h4)
Part II
The second part included a discussion that was held among design and
planning professionals, residents, Planning, Commission members, and
staff. The planning consultants who have begun preparing the city’s 2018
comprehensive plan update requested the post-mapping discussion to
help bring clarity to their work tasks and ensure that there would be a
physical framework on which Big Ideas could be implemented throughout
the city and discussed in the comprehensive plan.
Page 14
Mapping Edina’s Big Ideas Workshop
Agenda
Saturday, April 22, 2017
8:00 Doors open, social hour
9:00 Welcome, Introductions, and Purpose ............... Cary Teague, City of Edina and Bill Smith, Biko Associates
9:15 Recap Big Ideas Workshop ..................................................................................... David Buerle, Future iQ
9:30 Post-It Mapping Exercise 1: Nodes — Where is important to me in Edina?
- My home
- Places I haunt (shop, get coffee, meet friends, entertainment)
- Where I work or attend school
- Recreational places or systems I use
10:00 Observations on important places
10:20 Yarn Mapping Exercise 2: Modes — How do I travel to important places:
- Light green for existing walking/running/biking recreational trails
- Dark green for desired walking/running/biking recreational trails
- Light yellow for the existing bike network (on-street or commuter — separate from more
exclusively recreational trails)
- Orange for desired bike network
- Light blue for existing transit
- Dark blue for desired transit
- Black for motor vehicle
- Pink for sidewalks and pedestrian systems
- Red for critical gaps in any of the above networks
10:50 Observations on transportation modes
11:10 Post-It Mapping Exercise 3: How should Edina evolve, and how can this evolution incorporate the Big
Ideas you explored on Wednesday? White Post-Its with written descriptions:
- What are the best opportunities for change?
- Where should they be located and why?
- How do they reinforce Vision Edina?
- Why is this important to Edina’s future?
11:40 Observations on the relationships physical nodes and modes and Edina’s Big Ideas
12:00 Invitation to return for Pin-Up at 3:00 ..................................................................................... Cary Teague
Policy, Project and Design Discussion
12:00 Lunch break and discussion ...................................................................... CPTF, Staff, Urban Design Team
- Big Ideas contribution to the Comprehensive Plan update
- Policies
- Projects
1:00 Urban Design Team illustrations
2:45 Prepare for Pin-Up
3:00 Pin-Up presentation
4:00 Adjourn
Page 15
“Where is Important to me in Edina?”
1. The majority of nodes are located in the eastern quadrants of the
city. Fewer are located in the western quadrants.
2. The important places are known activity centers.
3. The most active nodes are five of the six small areas that are
being addressed in the comprehensive plan. 70th/Cahill, one of
the six small areas, is not widely viewed as a high activity center.
4. The schools are recognized as important places.
5. How does the city’s changing demographics impact the
identification of important places?
6. Churches (houses of worship) are also important places where
people gather.
7. Opportunities to increase the number of live/work uses should be
place-based.
8. What are the engines for change in Edina?
9. The northwest quadrant is an area with large lots. Residents in
this quadrant cannot walk to many places. Is this the way they
want to live….without a node, gathering place, or activity center?
“How do I Travel to Important Places?”
1. The major transportation mode is driving. Is this the way we want
to be?
2. It’s a big city; 4 miles by 4-1/2 miles. Travelling across the city is
not easy without a car.
3. How do people travel within the four quadrants? How do people
travel across quadrants?
4. Our city has been cut apart by the highways (TH 100 and TH 62).
It is not possible to get to other places without travelling
(sometimes) out of the way to get to an overpass.
5. There aren’t lots of transit routes. Those that the city has are very
good at providing transportation service. There should be more
routes, however.
Page 16
6. The Southwest LRT should have a station at TH 169/Valley View
Road.
7. The streets that are county roads are problematic: they function
to carry lots of traffic and there isn’t much room left over for
other functions like bikes. France is an example.
8. There should be more inter-quadrant connectors in Edina.
Observations from “Where should Big Ideas be Implemented
and How are the Big Ideas Related?”
1. Because of our aging population, the housing needs of the future
will change.
2. Health care clinics and child care facilities could be physically
combined in community centers. All of these should be accessible
to all travel modes.
3. The Promenade should be extended north of TH 62.
4. Grandview should have a freeway lid.
5. The Zoning Code should be modified to allow pocket
neighborhoods with several bungalows on a parcel.
6. Each neighborhood should have a community-specific, community
defined activity center.
7. A circulator transit service is needed to connect the nodes.
8. Streets should be complete for all types of users.
9. Parks and park buildings could be expanded and redeveloped to
meet neighborhood needs.
10. Large buildings should be energy self-sufficient with solar and
green roofs.
The Physical Framework for Implementing Big Ideas in the
Comprehensive Plan
Presented on page 18 is a City of Edina aerial base map that shows each
of the city’s neighborhoods. The map shows that the city is divided into
four quadrants that are defined by north/south Trunk Highway (TH) 100
and east/west TH 62 (aka Crosstown Highway); Quadrant 1 – Northwest
Page 17
Edina, Quadrant 2 – Northeast Edina, Quadrant 3 -- Southeast Edina, and
Quadrant 4 – Southwest Edina.
The map identifies the following physical features that form a framework
for incorporating Big Ideas in the comprehensive plan.
Page 18
Page 19
Edina’s Big Ideas by Quadrant (all participants’ comments are shown below)
Page 20
Edina’s City-Wide Big Ideas (all participants’ comments are shown below)
Page 21
Interpreting Edina’s Big Ideas for Inclusion in the
Comprehensive Plan and Implementation
Nodes and Modes
Create a Vibrant Public Realm in Edina:
Reimagine nodes as places of more dense community activity connected
by vibrant multi-modal parkways and boulevards
What are Nodes? Nodes are existing and potential future commercial
districts. Nodes can be some parks, some schools, and many of the city’s
existing and future gathering places. Nodes are defined as the point
where a minimum of two transportation facilities cross. The connections
(parkways and boulevards) are the key….there must be a facility that
accommodates a range of movement type.
Enliven Edina’s Commercial Zones:
Reform commercial zones as unique combinations of activity offering
greater diversity of use, especially related to housing choices and
opportunities for public gathering.
This should be a primary focus of the small area plan portion of the
comprehensive plan. Without some statement like this, that effort seems
un-comprehensive.
Encourage Infrastructure Development that Serves Many Purposes:
Reconsider the community’s infrastructure in ways that are sustainable,
prudent, efficient, and most important, are relevant for people.
Work with other taxing authorities in Edina need to work better to
achieve the plan. The city might become more active in pursuing
relationships with MnDOT (arterial trails and lids), Hennepin County (turn
backs, library site), Watershed District (day-lighting creeks and storm
water ponds).
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Refocus Energy on Education as a Community Value:
Excellence in education is one of Edina’s strongest selling points. Make
education and learning a hallmark of any development, redevelopment,
and revitalization strategy. Provide opportunities for learning at each
node and along all modes.
Recreate the Community’s Industrial Areas:
The city’s industrial areas are showing signs of age. In recent times, non-
industrial uses are being approved to occupy industrial spaces. Industrial
uses are a major source of tax revenue where the demand for public
services is comparatively low.
This is about not starting over… we don’t want to get rid of what we
have… we want to encourage innovation and evolution. Retaining
existing industrial uses, encouraging existing uses to stay, and attracting
new uses is the direction the city should establish.
Reclaim Unused Pieces of Bisecting Arterials:
Edina is a community that is divided into four quadrants by TH 100 and
TH 62. Use under-utilized roadway facilities as new bridges and decks
over these highways to reconnect the community.
Create Vital and Relevant Neighborhoods:
Renew Edina’s neighborhoods through thoughtful new introductions for
contemporary living that respects the fabric unique to each street and
block and so that the grain of how it happens is really critical—so street
and block are the scale, not neighborhood.
Reinforce Equity in the Practices and Actions of the Community
Edina should be a Fair, Inviting, and Equitable community. Efforts should
be made, when developing policies and goals and when implementing
programs and projects, to determine the implications on existing and
future Edina residents.
Questions to ask: Are city practices and actions exclusionary or
inclusionary? Do city practices and actions invite or discourage a diverse
population?
Page 23
Proposed Process for Incorporating Big Ideas in
the Comprehensive Plan
Community Engagement
Community engagement activities will be conducted throughout the
comprehensive planning process. These events can be divided into two
categories -- 1) events that will take place during three small area
planning studies and 2) events that will take place as the city-wide
comprehensive plan update is being prepared.
Small Area Planning Engagement Activities:
Each of the three small area planning processes will include direct and
close involvement with a Work Group and three community meetings.
Findings from Edina’s 2015 vision study will be reviewed for each small
area with Work Group members and community members at community
meetings. Community members will be asked to provide input on how
the city-wide vision applies to their particular small area.
In addition, the Big Ideas workshop activities will be explained, and
community members will be asked to contribute additional Big Ideas,
which will be added to the already existing list (see pages 15 through 20).
The three small area planning processes are anticipated to extend from
mid-May 2017 to mid-May 2018.
City-Wide Comprehensive Planning Update:
Work on the city-wide comprehensive plan update has already begun
with the consultant team working to update chapters of the 2008 plan in
areas where outreach and engagement are not required. For example,
the demographic analyses, which will be included in the Community
Character Chapter of the plan, have already been completed.
Outreach and engagement activities will begin in earnest in the spring of
2018. These activities will include pop-up events at locations where
community members gather; e.g., shopping venues and community
Page 24
festivals. Opportunities will be provided for community members to
contribute to the list of Big Ideas at these events.
Comprehensive Plan Task Force and Commissions
All information learned by the consulting team during its community
engagement activities will be brought to the Comprehensive Plan Task
Force (CPTF). In activities that are focused on an evaluation against
preliminary screening criteria , the CPTF will determine which of the Big
Ideas should be eliminated from further discussion and which should be
retained. Big Ideas that are retained will be defined and categorized to
match chapters of the comprehensive plan and brought to the attention
of the city’s respective commissions at their monthly meetings.
It is proposed that the CPTF members will then share information about
the list of retained Big Ideas with their respective commissions and
conduct a second screening (with their commissions) to determine how
the retained Big Ideas measure against established evaluation criteria.
Based on their performance, the commissions will help CPTF members by
letting them know which Big Ideas they can support as candidates for
inclusion in the comprehensive plan.
Following their meetings with their respective commissions, CPTF
members will participate in larger discussions at their monthly workshop
meeting with the comprehensive plan consultants. It is proposed that, at
this level, the CPTF members will jointly agree on the Big Ideas that
should be included in the plan.
The evaluation criteria for the preliminary evaluation should be taken
from the city’s mission and vision statements, city adopted goals, and the
strategic focus areas outlined in Vision Edina. The evaluation criteria for
the second evaluation should be taken from goals that have already been
developed by the commissions to guide and direct their work.
Page 25
The final discussion and decision to include or not include a Big Idea in
the comprehensive plan should consider a number of evaluation criteria,
including:
2015 SYSTEM STATEMENT
System Statement Issue Date:
2015SYSTEM STATEMENT
2015 SYSTEM STATEMENT FOR
CITY OF EDINA
September 17, 2015
Regional Development Plan Adoption
Thrive MSP 2040 Thrive
2040 Transportation Policy Plan, 2040 Regional Parks Policy Plan 2040 Water Resources Policy Plan 2040 Housing Policy Plan
Thrive MSP 2040
http://www.metrocouncil.org/Communities/Planning.aspx
System Statement Definition
Within nine months after receiving a system statement for an amendment to a metropolitan system plan, and within three years after receiving a system statement issued in conjunction
with the decennial review required under section , each affected local
governmental unit shall review its comprehensive plan to determine if an amendment is
necessary to ensure continued conformity with metropolitan system plans. If an amendment is
necessary, the governmental unit shall prepare the amendment and submit it to the council
for review.
What is in this System Statement
Dispute Process
Request for Hearing
Regional Development Guide
Thrive MSP 2040Thrive
stewardshipThriveprosperousequitable livable
sustainable
integration
collaboration accountability
Thrive
Community Designation
Thrive MSP 2040
Thrive
Thrive
2040 Transportation Policy Plan
Community Page Local Planning Handbook.
Forecasts
Thrive
Thrive
2010 (actual) 2014 (est.) 2020 2030 2040
Housing Policy
Housing Policy Plan
Thrive MSP 2040 Housing Policy Plan
Affordable Housing Need Allocation for Edina
Total Units 878
Local Planning Handbook
Figure 1. Edina Community Designation
TRANSPORTATION SYSTEM
STATEMENT
City of Edina
2040 Transportation Policy Plan (TPP)
Transportation Policy Plan 2030 TPP
TPP Thrive MSP 2040
Federal Requirements
TPP
TPP
TPP
TPP
Current Revenue Scenario
Increased Revenue Scenario
2040
Transportation Policy Plan
2040 Transportation Policy Plan http://www.metrocouncil.org/Transportation/Planning-2/Key-Transportation-Planning-
Documents/Transportation-Policy-Plan-(1)/The-Adopted-2040-TPP-(1).aspx
Transportation Policy Plans TPP
Key Changes in the 2040 Transportation Policy Plan
2040 Transportation Policy Plan
Metropolitan Highway System - Chapter 5
TPP
2040 TPP
TPP
TPP
Appendix D - Functional Classification Criteriandix F –
Highway Interchang Requests Appendix C – Project List
Transit System - Chapter 6
TPP TPP
TPP
TPP
TPP
TPP
TPP
TPP
Aviation System - Chapter 9
TPP
2040 TPP
TPP
Appendix I – Regional Airspace, Appendix J – Metropolitan Airports
Commission Capital Investment Review Process, Appendix K – Airport Long Term Comprehensive Plans and Appendix L – Aviation Land Use Compatibility.
Other Plan Changes
Regional Bicycle Transportation Network - Chapter 7
2040 TPP TPP
Freight - Chapter 8
TPP
TPP
System Plan Considerations Affecting Your Community
2040 Transportation Policy Plan Thrive MSP 2040
Local Planning Handbook
Metropolitan Highways
TPP
Transit System
Transit Market
Area
Market Area Description and Typical Transit Services
Market Area II
Market Area III
TPP
Local Planning Handbook.
Transitways
Current Revenue Scenario Transitways
TPP
TPP
TPP
Local Planning HandbookTransit Oriented Development Guide Local Planning
Handbook
Increased Revenue Scenario Transitways
TPP
TPP TPP
Local Planning Handbook Transit
Oriented Development Guide
Aviation
2040 TPPTPP
Local Planning Handbook
Other Plan Considerations
Regional Bicycle Transportation Network
TPP 2040 TPP
TPP
TPP
Local
Planning Handbook
A Minor System / Functional Classification
TPP
2040 TPP
Appendix D - Functional Classification Criteria.
Freight
TPP
Figure 1-1 of the TPP
Figure 1-2 of the TPP
Figure 5-8 of the TPP
Figure 6-3 of the TPP
Figure 6-8 of the TPP
Figure 6-9 of the TPP
Figure 7-1 of the TPP
Figure 8-1 of the TPP
Figure 9-1 of the TPP
WATER RESOURCE REQUIREMENTS/
WASTEWATER SYSTEM STATEMENT
City of Edina
2040 Water Resources Policy Plan
To protect, conserve, and utilize the region’s groundwater and surface water in ways that protect
public health, support economical growth and development, maintain habitat and ecosystem health, and provide for recreational opportunities, which are essential to our region’s quality of life.
Key Concepts in the 2040 Water Resources Policy Plan
2040 Water Resources Policy Plan
:
o
o
o
oo
Thrive MSP 2040 Local Planning Handbook
System Plan Considerations Affecting Your Community
Metropolitan Sewer Service
Local Planning Handbook
Forecasts
2040 Water Resources Policy Plan
http://www.metrocouncil.org/Wastewater-Water/Planning/2040-Water-Resources-Policy-Plan.aspx
Local Planning Handbook.
Description of the Metropolitan Disposal System Serving Your Community
Description of the Regional Inflow/Infiltration (I/I) Program 2040 Water Resources Policy Plan
Management of Subsurface Sewage Treatment Systems (SSTS) and Private
Systems
Local Planning Handbook
Surface Water Management
Failure to have an updated local water plan
will result in the comprehensive plan being found incomplete for review until the required plan
is provided to the Council.
2040
Water Resources Policy Plan Local Planning Handbook.
Water Resources Policy Plan
Other Plan Considerations
Water Supply
FOR COMMUNITIES WHO OWN/OPERATE A PUBLIC WATER SUPPLY SYSTEM:
The updated local water supply plan should include information about your community along
with information about any neighboring communities served by your system.
Failure to have an updated local water plan will result in the comprehensive plan being found
incomplete for review until the required plan is provided to the Council.
2040 Water
Resources Policy Plan Local Planning Handbook Master Water Supply Plan.
Master Water Supply Plan
Figure 1. MCES Sanitary Sewer Meter Service Areas
Figure 2. Surface Water Resources
Figure 3. Surface water features and interaction with the regional groundwater system, and state-protected surface water features
Figure 4. Availability of MN Department of Natural Resources groundwater level and MN Department of Health aquifer test data
Figure 5. Municipal public water supply system interconnections and regulatory management areas
REGIONAL PARKS SYSTEM
STATEMENT
City of Edina
2040 Regional Parks Policy Plan Thrive MSP 2040
Thrive MSP 2040
2040
Regional Parks Policy Plan.
Key Concepts in the 2040 Regional Parks Policy Plan
2040 Regional Parks Policy Plan
Recreation Activities and Facilities Policy:
Siting and Acquisition Policy:
Planning Policy:
Finance Policy:
System Protection Policy:
.
2040 Regional Parks Policy Plan
2040 Regional Parks Policy Plan the Council’s website
2040 Regional Parks System Facilities
Regional Parks
Park Reserves
Special Recreation Features
Regional Trails
2040 Regional Parks System Components
2040 Regional Parks Policy Plan
Existing Regional Parks System Facilities:
Planned Regional Parks System Facilities (not yet open to the public):
Regional Parks System Boundary Adjustments:
Regional Park Search Areas:
Regional Trail Search Corridors:
2040 Regional Trail Search Corridor System Additions:
2040 Regional Parks Policy Plan
Key Changes in the 2040 Regional Parks Policy Plan
040 Regional Parks Policy Plan
Identify all proposed regional trails as regional trail search corridors
2030 Regional
Parks Policy
Acquire and develop ten new regional trails or trail extensions to meet the needs of the
region in 2040. The 2040 Regional Trail Search Corridor Additions include:
Carver County:
Three Rivers Park District:
2040 Regional Parks System Plan Map
2040 Regional Parks Policy Plan
Thrive MSP 2040 Local Planning
Handbook
System Plan Considerations Affecting Your Community
Regional Parks System Components in your community
2040 Regional
Parks Policy Plan
Regional Trails
Nine Mile Creek Regional Trail:
South Hennepin West (CP Rail) Regional Trail Search Corridor:
.
Figure 1. 2040 Regional Parks System Plan Map
Figure 2. Regional Parks System Facilities in and adjacent to Edina
EDINA HERITAGE PRESERVATION COMMISSION
ANNUAL CERTIFIED LOCAL GOVERNMENT (CLG) REPORT
2017 FISCAL YEAR
The following is a summary of the projects, reviews and activities reported to the City Council and
Minnesota Preservation Office for the fiscal year 2017, (October I, 2016 to September 30, 2017):
A. Local Designation of Preservation Sites:
I.See attached list of properties designated Edina Heritage Landmarks & those determined eligible
for designations as Exhibit "A".
2.No new properties were determined eligible for Edina Heritage Landmark designation.
3.The city protected approximately 600 historically significant properties in fiscal 2017 and intends to
add more in 2018.
4.No significant heritage resources were destroyed or damaged as a result of any activity financed,
permitted, or otherwise supported by the City of Edina.
B. Review of Requests for a Certificate of Appropriateness in the historic Country Club
District:
I. 4608 Casco Avenue
Request: New Home with Attached Garage (Non-Historic Property built in 1977)
Action: Final Approval 10.10/16
2. 4920 Arden Avenue
Request: Change to Street Facing Façade
Action: Approved 3/14/17
3. 4632 Browndale Avenue
Request: Change to Street Facing Façade
Action: Approved 4/17/17
4. 4607 Bruce Avenue
Request: New Detached Garage
Action: Approved 5/9/17
5. 4608 Wooddale Avenue
Request: New Front Entry Canopy
Action: Approved 6/13/17
6. 4505 Casco Avenue
Request: Change to Front Entry Vestibule
Action: Approved 6/13/17
7. 4629 Casco Avenue
Request: New Detached Garage
Action: Approved 7/11/17
Edina Heritage Preservation Commission
2017 CLG Report
8. 4602 Browndale Avenue
Request: Change to Street Facing Façade
Action: Approved 8/8/17
C. Heritage Preservation Commission Membership: 2017
The City Council officially changed the name of the Heritage Preservation Board to the Heritage
Preservation Commission. See attached HPC Roster Exhibit "B"
D. National Register Nominations in 2017: None
The following properties in Edina are listed on the National Register of Historic Places:
I) George Baird House, 4400 West 50th Street
2) Jonathan Taylor Grimes House, 4200 West 44th Street
3) Grange Hall, 4918 Eden Avenue
4) Cahill School, 4924 Eden Avenue
5) Country Club District
6) Wooddale Bridge #90646, Wooddale Avenue over Minnehaha Creek
E. Local Inventories and Studies:
• Local Inventory: "Historic Building Survey of Edina, MN",
Prepared by Setter, Leach & Lindstrom, July 1979, Historic Consultant, Jeffrey A. Hess
• "Historic Context Study", Prepared by Robert C. Vogel and Associates, July 1999
• Recodified Section 850.20 "Edina Heritage Landmarks" of the Zoning Ordinance, 2003
• Comprehensive Heritage Preservation Plan, June 2006
• Heritage Preservation Element of City's Comprehensive Plan submitted to Metropolitan
Council, 2009
• Morningside Bungalow Multiple Property Study, 2010
• Section 801 Heritage Preservation Board of City Code replaced with Section 1500/1504, 201 I
• Thematic Study for Heritage Resources Associated with Edina Women, 201 I
• Suburban Development in Edina Since 1935: A Historic Context Study, 2013
F. Assurances:
The HPC held monthly meetings as needed. The minutes of said meetings are recorded and kept at
City Hall, Edina, MN. The meetings were posted and open to the public. The assurance statement is
attached for Public Participation and Commission records.
G. Activities Accomplished in 2017 and Planned for 2018:
2017 Activities & Accomplishments:
I . The City of Edina contracted with Pathfinder CRM, LLC to provide heritage preservation
advice and services.
2. 2017 Heritage Preservation Award - Awarded during Preservation Month (May)
2
Edina Heritage Preservation Commission
2017 CLG Report
Nancy Johnson & Paul Anton- 5133 Mirror Lakes Drive. Built in 1951, on a heavily wooded, 2/3
acre site within the Highlands neighborhood. The home was designed by architect Robert
Cerny, famous for his mid-century style homes in Minnesota. Ms. Johnson and Mr. Anton
purchased the home in 2014 and have done both interior and exterior improvements that
stayed true to Robert Cerny's vision and improved the home's contemporary livability.
3. The HPC's annual summer tour — Veteran's Memorial Park /Wooddale Bridge in Utley Park.
4. Staff Liaison Emily Bodeker attended the 2017 MNSHPO conference Albert Lea, MN on
September 14th & 15th.
5. As part of the City's 2018 Comprehensive Plan update work, the HPB evaluated adding the
following 4 themes to the Historic Context Study:
1) Churches
2) Cold War Fall-out Shelters
3) WPA Federal Relief Construction
4) American Four-Square Houses.
Proposed 2018 Work Plan Initiatives: (Attached as Exhibit "C") to be considered by the
Edina City Council, December 2017.
Prepared by: Joyce Repya, Senior Planner and Staff Liaison to the Heritage Preservation Commission
(July 2017)
And
Emily Bodeker, Assistant Senior Planner and Staff Liaison to the Heritage Preservation Commission (July
20 I 7-Present)
3
Local Government Official
Annual HPC Certified Local Government Assurances
Name of HPC: Edina
Fiscal Year: 2017
1. I hereby certify that the Edina Heritage Preservation Commission has adhered to the
public participation provisions as stipulated under Section III.D of the "Minnesota
Certified Local Government Procedures Manual" issued by the Minnesota State Historic
Preservation Office.
2. I hereby certify that the Edina Heritage Preservation Commission has adhered to the
procedures of the State Archives Department of the Minnesota Historical Society,
regarding commission records (see the State Archives publication "Preserving and
Disposing of Government Records," pursuant to Minnesota Statutes 138.17, online at
www.mnhs.org/preserve/records/recser .)
(This form may be used to certify compliance with requirement of the Annual
Report required for all CLGs.)
,-/
Date
February 1985; Revised May 2010
EXHIBIT "A"
EDINA HERITAGE LANDMARKS
EDINA HERITAGE LANDMARK DISTRICT (EHLD) PROPERTIES: Address & Year
Designated
I. Grimes House - 4200 W. 44th Street - 1976
2. Minnehaha Grange Hall - Frank Tupa Park, 4918 Eden Avenue - 1977
3. Cahill School - Frank Tupa Park, 4918 Eden Avenue - 1977
4. Baird House - 4400 W. 50th Street - 1978
5. Peterson House - 5312 Interlachen Boulevard - 1987
6. Country Club District - NE Edina - 2003
7. Edina Theater Sign - 3911 W. 50th Street - 2006
8. Edina Mill Site - Dwight Williams Park, W. 50th Street - 2006
9. Browndale Bridge - Browndale Avenue over Minnehaha Creek - 2008
10. Oskam House - 6901 Dakota Trail - 2015
11. Wooddale Bridge #90646 - Wooddale Avenue over Minnehaha Creek - 2016
The properties listed above have been officially rezoned by the City Council upon nomination by the
HPC. Certificates of Appropriateness are required for demolition, moving a building, new construction,
and excavation.
Determined Eligible for Landmark Designation: (Heritage Award winners = *)
Eligibility for landmark designation places no restriction on the property owner, but would put some
limits on the government's ability to do projects that impact the property.
By ordinance, the HPC has sole responsibility for nominating properties for designation as Edina
Heritage Landmarks. The first step in the nomination process is the HPC Determination of Eligibility,
which is a policy statement that in the opinion of the Board a given property meets one or the Heritage
Landmark eligibility criteria by being associated with an important historic context and by retaining
historic integrity of those features necessary to convey its significance. The next step is to prepare a
written nomination and a plan of treatment, which is prepared by staff subject to the approval of the
HPC. All authority for the designation of Heritage Landmarks is vested in the City Council.
I. Erickson House - 4246 Scott Terrace - 1980
2. Odd Fellows Hall - 4388 France Avenue - 1980
3. St. Stephen the Martyr Episcopal Church* -, 4439 W. 50th Street - 1980
4. Simmons House - 4116 W. 44th Street - 1980
5. Leeskov House - 4410 Curve Avenue - 1980
6. Skone House - 4311 Eton Place - 1980
7. Morningside United Church of Christ* - 4201 Morningside Road — 1980
8. Onstad House - 4305 Morningside Road — 1980
9. Sly House* - 6128 Brookview Avenue — 1980
EXHIBIT "A"
10. West Minneapolis Heights (NW Edina) — 1980
II. Blackbourn House - 5015 Wooddale Lane - 2010
12. Morningside Bungalow Style Homes — @I50 Homes - 2011
3.4400 — 4412 France Ave. Commercial Building - 2012
14. Convention Grill* — 3912 Sunnyside Road - 2012
15. Southdale Center* — W. 66th St./France Ave./ W. 69th St,/ York Ave. - 2012
16. Sara W. Moore House - 6909 Hillcrest Lane - 2014
17. Arthur Erickson House* - 5501 Londonderry Road - 2014
18. Foursquare House, 4247 Grimes Avenue - 2014
19. Johnson House, 4300 France Avenue - 2014
20. Millpond Cascade, Minnehaha Creek (W of Hwy 100) - 2014
21. Schaefer House and Stable, 5117 Schaefer Road - 2014
22. Paul and Mary Carson House ("Maryhill"), 6001 Pine Grove Road - 2014
23. Claude D. Kimball House, 4520 W. 44th Street - 2014
24. Bruce A. Abrahamson House, 7205 Shannon Drive - 2014
2 1 P a 12,
EXHIBIT "B"
2017
EDINA HERITAGE PRESERVATION COMMISSION
Name
Michael Birdman
Laurie Blake
Karen Kelly
Scott Loving
Robert Moore
Sarah Nymo
Peter Sussman
Hannah Nemerov
Payton Puerzer
Contact Information
michael@birdmanenterprises.com
Lablake10@gmail.com
karenkelly7@comcast.net
Scott.loving@gmail.com
boblmoore@hotmail.com
sarah@rehkamplarson.com
peter@sussman-mn.com
Student Member
Student Member
Term
3/2019
3/2020
3/2019
3/2019
3/2018
Edina Historical Society
3/2020
3/2018
Hennepin History Museum
9/2017
9/2017
******************************************************************************
Staff Liaison: Emily Bodeker
Assistant City Planner
ebodeker(&,edinamn.gov
Consultant: Robert Vogel
Pathway CRM
revogelQvathfindercrm.com
City of Edina (952-826-0462)
4801 West 50th Street
Edina, MN 55424
319 So. Division Ave.
P.O. Box 503
Spring Grove, MN 55974
EXHIBIT "C"
2018 Annual Work Plan Proposal
Initiative # 1 Council Charge (Proposed Charge Completed by CM) Target Budget Required
Staff Support Required
q 1 (Study & Report) q 2 (Review & Comment)
Completion (Staff Liaison)
(Staff Liaison)
q 3 (Review & Recommend) q 4 (Review &
Date
Decide
Ongoing Initiative Type
q New Initiative q Continued Initiative IZ Ongoing Responsibility
Evaluate potential heritage resources to add to the determined eligible for
heritage landmark designation list. -Research
• Funds available
Funds are included in the Planning
Department Budget.
q Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
• Staff Liaison
q CTS (including Video)
• Other Staff: Consultant, Robert
Vogel
Liaison Comments:
City Manager Comments:
Progress Report:
Initiative # 2 Council Charge (Proposed Charge Completed by CM)
q 1 (Study & Report) q 2 (Review & Comment)
q 3 (Review & Recommend) q 4 (Review &
Decide)
Target Budget Required
Completion (Staff Liaison)
Date
Staff Support Required
1 (Staff Liaison)
Initiative Type
q New Initiative q Continued Initiative IZ Ongoing Responsibility
Ongoing
Review Certificates of Appropriateness (COA) application for changes to
heritage landmark designated properties. -Preservation
Funds available
Fees are collected for COA
Applications: $600 or $1200 for a new
house in the CCD.
q Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
IZ Staff Liaison
q CTS (including Video)
• Other Staff Consultant, Robert
Vogel
Liaison Comments:
City Manager Comments:
Progress Report:
Initiative # 3 Council Charge (Proposed Charge Completed by CM) Target Budget Required
Staff Support Required
q 1 (Study & Report) q 2 (Review & Comment)
Completion (Staff Liaison)
(Staff Liaison)
q 3 (Review & Recommend) q 4 (Review &
Date
Decide)
Ongoing Initiative Type
q New Initiative q Continued Initiative Ongoing Responsibility
Invite owners of determined eligible properties to designate their
properties Edina Heritage Landmarks. -Preservation
▪ Funds available
Funds are included in the Planning
Department Budget.
q Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
E Staff Liaison
q CTS (including Video)
q Other Staff
Liaison Comments:
City Manager Comments:
Progress Report:
Initiative # 4 Council Charge (Proposed Charge Completed by CM)
q 1 (Study & Report) q 2 (Review & Comment)
q 3 (Review & Recommend) q 4 (Review &
Decide)
Target Budget Required
Completion I (Staff Liaison)
Date
Staff Support Required
(Staff Liaison)
Ongoing Initiative Type
q New Initiative q Continued Initiative Ongoing Responsibility
Provide opportunities for the public to engage in celebrating Edina's
heritage during Preservation Month (May), and throughout the year.
—Communication & Education
El Funds available
Funds are included in the Planning
Department Budget.
q Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
▪ Staff Liaison
q CTS (including Video)
q Other Staff
Liaison Comments:
City Manager Comments:
Progress Report:
Initiative # 5 Council Charge (Proposed Charge Completed by CM)
q 1 (Study & Report) q 2 (Review & Comment)
q 3 (Review & Recommend) q 4 (Review &
Decide
Target , Budget Required
Completion (Staff Liaison)
Date
Staff Support Required
(Staff Liaison)
Ongoing Initiative Type
q New Initiative q Continued Initiative El Ongoing Responsibility
Add to resources publically available on topics such as architecture and
technical advice, i.e. the "Preservation Toolbox".
El Funds available
Funds are included in the Planning
Department Budget.
q Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
El Staff Liaison
q CTS (including Video)
Z Other Staff: Consultant, Robert
Vogel
Liaison Comments:
City Manager Comments:
Progress Report:
Initiative # 6 Council Charge (Proposed Charge Completed by CM)
q 1 (Study & Report) q 2 (Review & Comment)
q 3 (Review & Recommend) q 4 (Review &
Decide)
Target Budget Required
Completion (Staff Liaison)
Date
Staff Support Required
(Staff Liaison)
2018 Initiative Type
New Initiative q Continued Initiative q Ongoing Responsibility
Re-survey the historic Country Club District (required every 10 years; last
done in 2008) with an eye on re-evaluating the District's plan of treatment.
I Funds available
Funds are included in the Planning
Department Budget.
q Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
IZ Staff Liaison
q CTS (including Video)
IZ Other Staff: Consultant, Robert
Vogel
Liaison Comments:
City Manager Comments:
Progress Report:
Initiative # 7 Council Charge (Proposed Charge Completed by CM) Target Budget Required Staff Support Required
q 1 (Study & Report) q 2 (Review & Comment) Completion (Staff Liaison) (Staff Liaison)
q 3 (Review & Recommend) q 4 (Review & Date
Decide)
Initiative Type 2018 0 Funds available
q New Initiative Z Continued Initiative q Ongoing Responsibility Funds are included in the Planning Z Staff Liaison
Department Budget.
Comprehensive Plan Update-assist as requested with the development of
the City's Comprehensive Plan update.
q Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
q CTS (including Video)
Z Other Staff: Consultant, Robert
Vogel
Liaison Comments:
City Manager Comments:
Progress Report:
Parking Lot: (These items have been considered by the BC, but not proposed as part of this year's work plan. If the BC decides they would like to
work on them in the current year, it would need to be approved by Council.)
Proposed Month for Joint Work Session (one time per year, up to 60
minutes):
q Mar q April q May q June q July q Aug q Sept q Oct q Nov
Council Comments:
1
MEMORANDUM
TO: Heritage Preservation Board
FROM: Robert Vogel, Preservation Planning Consultant
DATE: April 3 2012
SUBJECT: Westgate Commercial District Survey
This memorandum presents a summary of the results of an intensive-level heritage
resources survey of the Westgate commercial district. The survey involved background
research in documentary sources as well as field examination of individual buildings.
The purpose of the investigation was to identify and gather information on heritage
preservation resources and to determine whether identified properties meet defined
criteria of historical, architectural, or cultural significance. The survey was carried out by
the city’s preservation planning consultant, who is solely responsible for the
interpretations and recommendations contained in this report. All records generated by
the survey will be placed on file with the city planning department.
SURVEY AREA
The Westgate commercial district is located in the northeastern part of the city within the
historic Morningside neighborhood around the intersection of West 44th Street and
France Avenue South. France Avenue forms the municipal boundary between Edina
and Minneapolis and defines the western limits of the Linden Hills neighborhood in
south Minneapolis.
RESEARCH DESIGN & METHODS
The primary planning goal of the survey was to identify and gather data on historic
commercial buildings in the vicinity of France Avenue and West 44th Street. It included
background research in documentary sources as well as field survey (i.e., the physical
search for and recording of historic buildings on the ground). The underlying reason for
conducting the survey was to determine whether identified properties meet defined
criteria for historical, architectural, or cultural significance. The survey was designed to
be a planning tool and was not intended to result directly in the designation of properties
as Edina Heritage Landmarks.
Because this was an intensive survey, the objective was to document all commercial
properties over 50 years old in sufficient detail to permit evaluation of their heritage
landmark eligibility. As a result, the survey involved the visual inspection of the exterior
of every building in the survey area. Nonhistoric properties were not surveyed. The
field survey was preceded and accompanied by historical research to define historic
context (i.e., the historic events and trends that shaped the important broad patterns of
commercial development) and reconstruct the specific history of individual buildings.
The field survey was carried out on foot and resulted in a detailed report on each
2
property, with written data, photographs, and other documentation, which were the
basis for evaluating historic significance and integrity.
Some archival research and reconnaissance-level field survey of the Westgate locality
had been conducted prior to the initiation of this project. David Gebhard and Tom
Martinson took note of the Westgate Theater and the Convention Grill in their Guide to
the Architecture of Minnesota (published in 1977) and Jeffrey Hess identified several
conspicuous Morningside properties, including the Morningside Odd Fellow’s Lodge, in
his 1980 study of Edina architecture. A reconnaissance level survey of the entire
Morningside neighborhood was undertaken by the Edina HPB in 2004, but it focused
primarily on residential properties. A thematic study of Morningside bungalows was
also carried out under the auspices of the HPB in 2009. In addition, several oral history
interviews have been conducted with former Morningside residents and business
people under the auspices of the Edina Historical Society.
HISTORIC CONTEXT
Commercial development in Morningside began shortly after the TCRT Como-Harriet
streetcar line opened in 1905. The Como-Harriet line ran electrified trolleys between
downtown Minneapolis and the western suburbs from 1905 until 1954. The streetcar
line stimulated property development of all kinds and the earliest nodes of suburban
commercial development tended to cluster around the streetcar stops—small, compact,
neighborhood-scale commercial districts sprang up along all of the Twin Cities streetcar
lines, with larger agglomerations of stores and offices found at the junctions and
terminuses of the major commuter lines. The first businesses to spring up around 44th
Street and France Avenue were small stores selling basic necessities; as the
surrounding residential neighborhoods grew, more specialized retail and service
establishments appeared, including a drugstore, barbershop, grocery store, bakery, and
a movie theater. All of the early businesses were oriented to pedestrians, since their
customers usually walked from their homes to the store or stopped to shop on their way
home from the trolley stop.
The area now known as the Westgate district originally formed part of the Waveland
and Waveland Park subdivisions platted in __. Steam-powered commuter trains ran
from Minneapolis to Lake Harriet and Excelsior 1878-1891. However, there was very
little actual development activity until after C. I. Fuller platted the Morningside Addition in
1905. Local officials and developers began to consider plans for neighborhood-scale
commercial development in Morningside. Shortly after the incorporation of Morningside
Village in 1921 part of the undeveloped Waveland Park subdivision was replatted for
commercial development by Minneapolis businessman C. W. Fairbairn, who opened a
filling station and auto service garage at the intersection of Sunnyside Road and France
Avenue. Platted in 1922, Fairbairn’s Rearrangement of Waveland and Waveland Park
consisted of two blocks of irregularly shaped lots between West 44th Street, France
Avenue South, and Sunnyside Road. The Lots were oriented to the Twin City Rapid
Transit (TCRT) Como-Harriet streetcar line, which ran down West 44th Street; in 19_ a
loop extension was built along France Avenue to 50th Street, which became the
3
southwestern terminus of the Como-Harriet Line. (Village officials rejected plans for a
commercial development to be located farther west on 44th Street that was proposed by
Thorpe Bros., developer of the Edina Country Club District.)
The automobile had a profound effect on the streetcar commercial districts across the
Twin Cities, changing the size and scale of the buildings, the types of businesses, and
the overall character of the neighborhoods. New building types, including filling stations
and repair shops, began to appear during the 1920s to meet the requirements of cars,
trucks, and buses. Store buildings, and their associated parking lots, grew increasingly
larger. In Westgate, these trends increased dramatically after World War II. Many of the
older commercial buildings along France Avenue, West 44th Street, and Sunnyside
Road were demolished and replaced by larger structures; several of the old buildings
that remained were drastically remodeled to compete with more modern buildings.
Those local businesses that relied on a neighborhood customer base, such as the
grocery store, Griffin Drug, and the Westgate Theater, suffered the most and eventually
closed. Where the old streetcar era buildings have survived, they are now occupied by
different types of establishments, mostly service businesses and specialty stores.
SURVEY RESULTS
As an area of commercial growth during the early development of the Morningside
neighborhood, the Westgate commercial district features a remarkably intact
concentration of one- and two-story commercial buildings which exhibit the architectural
trends and patterns popular during the streetcar era (1905-1954), when the district
functioned as a neighborhood-scale retail and service center. The following properties
were identified as potential heritage preservation resources:
• 4384-4390 France Avenue. Two-story commercial block built in 1918 by the
Golden Link Lodge No. 167 and commonly known as the Odd Fellows Hall.
Designed as a combination lodge hall and multi-tenant commercial block, the
property has been occupied by numerous retail and service establishments; the
lodge hall on the upper level was converted to office space after the fraternal
organization disposed of the building in the late 1960s. The building exterior has
been altered from its historic appearance but retains sufficient integrity of design
and materials to qualify for preservation as an example of early 20th century
commercial architecture. It is significant primarily in the area of social history.
• 4400 France Avenue. Built in 1956, this one-story broad-front commercial block
has been occupied by Linhoff Photo since 1975. The building lacks historical
and architectural significance and is not considered a preservation resource.
• 4402 France Avenue. One-story commercial block constructed in 1968 and the
warehouse was built in 1972 for Burger Sporting Goods.
• 4404-4406 France Avenue. This one-story broad-front commercial block contains
two storefronts. The brick-faced, flat-roofed building was constructed in 1940 for
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Griffin’s drugstore and was later occupied by a beauty shop. The original Burger
Brothers Sporting Goods store was located here; Dick’s Sports Barbers, the
current occupant, moved into the space at 4404 France Avenue in 1999. The
other storefront has been occupied by the Gear Running Store since 2001.
Although it is not considered individually significant, the building is architecturally
compatible with and contributes to the historic preservation value of the two-story
commercial building located next door at 4412 France Avenue.
• 4412 France Avenue. Built in 1920, this two-story broad-front commercial block
was designed especially for the corner location, with a canted main entrance at
France Avenue and Sunnyside Road. The ground floor level is divided into
several storefronts (the property encompasses the storefronts at 4406 and 4408
France Avenue and 3900 Sunnyside Road) and the upper level contains
apartments. This was a very popular design for streetcar-related commercial
development throughout the Twin Cities. Currently occupied by Bruegger’s
Bagel Bakery, Caribou Coffee, and other establishments. Overall historic
integrity is very good and the building represents an outstanding, well preserved
example of early 20th century commercial architecture. At a neighborhood level,
the property is also significant for its association with commercial development in
the Westgate district.
• 4500 France Avenue. This property consists of three contiguous parcels at the
corner of France Avenue and Sunnyside Road, a complex of buildings currently
occupied by Edina Cleaners and Launderers, a commercial laundry and dry
cleaners. It includes structures associated with the original Fairbairn filling
station (1923) and the Westgate Garage (1924), both designed by Miller and
Holt, architects; and the Westgate Theater (1928), designed by Perry E. Crosier
of the firm of Liebenberg and Kaplan. The auto service buildings were adapted
for reuse by the Edina Laundry Co. during the early 1960s and the Edina
Westgate Theater was acquired and remodeled by the Stotts family after it
closed in 1978. The Streamline Moderne style movie theater (historic address:
3904 Sunnyside Road) has been substantially altered from its historical
appearance. More research is needed to assess the historic integrity of the
former movie house and the other building components before a determination of
heritage landmark eligibility can be made.
• 3910-3912 Sunnyside Road. The Convention Grill is a one-story masonry
commercial building with Art Moderne style detailing. The date of construction is
variously given as 1933, 1940, or 1948 in published accounts; its continuous use
as a café since 1940 is well documented. The façade has been remodeled
several times, reflecting the recent trend toward Art Deco ornamentation;
nevertheless, the building retains key aspects of its original character and is in all
respects a venerable neighborhood landmark. With respect to heritage landmark
eligibility, historical significance is derived primarily from its associative rather
than design values.
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• 3918 Sunnyside Road. This architecturally undistinguished commercial building
may have been built as early as circa 1920 but the storefront has been
substantially altered, to the point where it no longer qualifies as a heritage
preservation resource.
CONCLUSIONS AND RECOMMENDATIONS
The survey identified and gathered data on a total of eight commercial properties built
between circa 1918 and 1968. Surveyed properties were evaluated within the historic
context, “Morningside: Edina’s Streetcar Suburb” (delineated in the 1999 Historic
Context Study and adopted as part of the 2008 Edina Comprehensive Plan) to
determine whether they should be considered eligible for designation as Edina Heritage
Landmarks under City Code §850.20 subd. 2. The following properties appear to
qualify for Heritage Landmark designation and should be considered worthy of
preservation:
• 4384-4390 France Avenue South (Historic Odd Fellow’s Hall)
• 4412 France Avenue South (Historic Griffin Drug); recommend including the
attached one-story storefronts on France Avenue and Sunnyside Road
• 3910-3912 France Avenue South (Convention Grill)
It is recommended that the HPB issue determinations of eligibility for planning purposes
pursuant to City Code §850.20, subd. 3. Nomination of these properties for heritage
landmark designation is not considered a high priority at this time.
More research is recommended to fully evaluate the historic significance of the Edina
Westgate Theater building and the former Westgate Garage located at 4500 France
Avenue South; this research should focus on documenting whether the buildings retain
sufficient aspects of historical integrity with respect to design characteristics, materials,
and aesthetic character to constitute a heritage resource worthy of preservation.
4500 France Avenue
October 5, 2017
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